This document provides an overview of economic indicators and development projects in Spartanburg for 2013. It discusses building permits being up significantly in Spartanburg compared to Greenville and Anderson. Manufacturing employment was up 1.4% in Spartanburg from 2012-2013. Spartanburg ranked 30th out of 363 metros for real GDP growth. There were 24 projects in 2013 totaling $112.6 million and over 1,200 new jobs. Projects included expansions from Amazon, Contec, Trimite, and others as well as 10 new companies. The document emphasizes collaboration between economic development groups going forward with a focus on workforce, strategic planning, and quality of place.
10. BUILDING PERMITS
In the Upstate up 22% over last year
•Greenville – up 3.1%
•Anderson – up 41%
•Spartanburg – up 57%
Driven by job creation and strong
demand
Source – The Market Edge
11. Manufacturing
2012 - 2013
Manufacturing Employment
SC - 264,000
Greenville – 23,800
Spartanburg – 14,900
North Charleston – 11,800
Spartanburg is second in the State
+ 1%
-½%
+1.4%
+1.7%
12. US REAL GMP GROWTH
RATES
•Spartanburg 30th of 363 metros
•Columbia - 59th
•Greenville/Mauldin/Easley - 80th
•Myrtle Beach - 94th
•Sumter - 101st
•Raleigh - 105th
•Charleston/N. Charleston/Summerville - 134th
•Florence - 136th
Source: Global Insight
15. Trade & Industry Award
Corporate Investment and Community Impact Awards
(CiCi)
Top Ten - EFG
16. Project Activity
New vs. Existing, 2011 - 2013
2012 (109)
10%
2013 (97)
18%
82%
New 90%
90%
Expansion
s 10%
New 82%
Expansions
18%
2011 (99)
12%
New 88%
88%
Expansions
12%
16
17.
18.
19. 2013 Commitments
24 Projects Totaling $112,587,650
and 1,211 New Jobs Amazon
Contec
Trimite
Laserflex
Jeffrey Rader
Sally Beauty
Divatex
AL Solutions
Cooper Standard
Integrity Tool, LLC
Smooth-Bor Plastics
Vulcan Materials
Lindoerfer Steiner
Heiche US Surface Technology
Edgewater Automation
Copac
Lear
Detroit Forming Inc.
Syncreon/BMW
Valley Grinding
AVI
American Credit Acceptance
FedEx
International Recycling Group
10 New Companies, 14 Expansions
31. Quality of Life
Your personal satisfaction with
the physical and cultural
conditions under which you
live. The general sense of well
being of individuals and
society.
33. Quality of Place
The unique set of
characteristics that defines a
place and what makes it
special.
34. Quality of Place
QUALITY OF PLACE IN A CHANGING WORLD
“You look at the cities in the 21st century that are going
to be successful, they are doing things that make it a
quality place to live. We have to have things that say ‘I
want to stay here, I want to live here.
Steve Ahlenius
McAllen Chamber of Commerce
35. Quality of Place
How is Quality of Place and Quality of
Life different?
The physical characteristics of a community –
the way it is planned, designed, developed
and maintained – that affect the quality of life
of people living and working in it, and those
visiting it, both now and into the future.
40. Inventory of Cultural Assets
34 Indoor Live Performance venues
15 Outdoor Performance venues and amphitheaters
43 Gallery and Exhibit Spaces
78 Public Art Sculptures
26 Public Landscape Fountains
7 Museums
21 Historic sites
156 Studios and Workshops
32 Green spaces & Arboretums
1872 Events and Festivals that are open to the public
42. Quality of Place
How can we learn from
others?
Comparisons to Peer
Communities
Comparisons to Aspirational
Communities
43. Quality of Place
Potential Communities for Comparison
Bend, OR
Durham, NC
Winston-Salem, NC
Santé Fe, NM
Burlington, VT
Provo, UT
Fayetteville, AR
Duluth, MN
45. Quality of Place
What’s there – combination of
built and natural
Who’s there – diverse people
and goals
What’s going on – vibrancy
and experiences
50. Quality of Place
Action Plan
Create an awareness for quality of place.
Provide knowledge, tools, guidance, and
support on quality of place.
Encourage public and community
engagement for quality of place.
Implement quality of place principles and
objectives to utilize in our community.
Who wants to be part of this committee?
55. What we heard a year ago…..
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Welcoming
Eager to improve
Complacent
Sleepy
Cliquish
Distressed
Small Town
Stalled-Stagnant
Evolving
Traditional
Splintered
Blue Collar
Tired
Bruised
Evolving
CityofSpartanburg.com
56. What we heard a year ago…..
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Progressive- Forward thinking
Multi-generational
Vibrant
Enthusiastic
Young
Proud
Goal Oriented
Focused
Fresh
Cohesive-inclusive
White Collar
Energized
Drive towards progress
Bold
Cool
CityofSpartanburg.com
57.
58. What are we looking to accomplish?
To determine the most productive economic uses for the central city of
Spartanburg and develop a strategy to grow them. Build on previous and
current work of the City, County, Chamber of Commerce, Economic Futures
Group, business leaders and stakeholders. We recognize that economic
development in general, and business retention, expansion, and attraction
in particular, are vital to the economic growth of downtown Spartanburg. We
believe that by strategically strengthening our Downtown, creating white
collar jobs, and generating economic development, Spartanburg can
develop into the city that businesses come to thrive in the Upstate.
61. Why is Downtown important?
•
More people work within a 1-mile radius of Morgan Square than
work at BMW, Michelin, Milliken, Spartanburg Steel, RR
Donnelley, Kohler and Tietex … COMBINED.
•
Jobs per acre within 1 mile of Morgan Square = 6.7
•
Jobs per acre in the rest of the county = 0.2
•
Total assessed valuation of taxable properties per acre
•
•
•
City: $10,384.20
Rest of county $1,647.73.
New Downtown jobs = high ROI
CityofSpartanburg.com
62. Long-term transformation
•
Since 2002:
•
Six new corporate office buildings (HWSC, QS1, Advance
America, One Morgan Square, TD Bank Building, SCBT Building)
•
More than 200 new or renovated residential units
•
City investment of $25 million in three new garages
(Magnolia, Dunbar, St. John) to support development
•
Dozens of examples of City incentives and tax credits for new
businesses and renovations downtown
•
2003: Marriott Hotel & Conference Center opens with multimillion
dollar City support
•
2006: Morgan Square renovation ($2.5 million)
CityofSpartanburg.com
63. Long-term transformation
•
2009: Adopted Urban Code/Downtown Master Plan
•
2010: USC Upstate George Dean Johnson Jr. School of Business
opens (City supported development with infrastructure improvements
and construction of St. John Street Parking Garage)
•
2011: VCOM opens to first class of students
•
2012: West Main Streetscape Improvement Project ($325,000)
•
2013: Spartanburg Community College Downtown Campus
•
2013: Council approves eight downtown
streetscaping/pedestrian/bicycle connectivity projects ($2.3 million)
CityofSpartanburg.com
64. 2013: Good year for downtown
Nearly 50 new opened/reopened, or
announced
business, residential, infrastructure or
special event projects Downtown.
(That‘s almost one new thing Downtown
every week!)
CityofSpartanburg.com
65. 2013 Downtown Developments
OPENINGS
1. Wild Ace
2. The Back Porch
3. The Growler Haus
4. The Speakeasy
5. The Green Canary
6. Herb & Renewal
7. The Culinary Hub
8. Olive & Then Some
9. Dottie‘s Toffee
10. The Local Hiker
11. Haute Mama
12. Writefully His
13. Pure Barre Corporate
Training Center
14. Clyde‘s Fitness
(reopened)
15. Delaney‘s (reopened)
16. The Upstairs Bar
(reopened)
17. T3 Talent
18. Katalyst
19. The Iron Yard
CityofSpartanburg.com
20. The Johnson
Collection Gallery
21. SCC Downtown
Campus
22. The Valet
UNDERWAY
23. Renato‘s Ristorante
24. Insurance company
above Renato‘s
25.St. Paul‘s Catholic
Church
26. Denny‘s Test Kitchen
and Café
27. Cohen‘s
ANNOUNCED
28. Wall Street Multi-Use
Building
(4 offices and 4
residential units)
29. Motte & Sons
Bootlegging
RESIDENTIAL
30. Lofts at 154 (3 units)
31. Magnolia Street Lofts
(27 units)
32. Above former Blood
Bank (1 unit)
33. Above new Renato‘s
(1 unit)
34. Schuyler Building
Apartments (88 units)
35. 314 South
Townhomes (16 units)
INFRASTRUCTURE
PROJECTS
36. Signal Light Project
37. Kennedy Street
Garage Refurbishment
38. New Street Trees
39. Spring Street Stage
40. Streetscape
Improvement Plan
NEW SPECIAL EVENTS
41. Ferris Wheel
42. Downtown Bites
43. Sunday Art Market
44. Hub City Hog Fest
45. Rock the Denim
70. Balancing Demands – Limited City
Resources
$33 million annual operating budget
400 FTE‘s
Where does the City spend
taxpayers‘ money?
CityofSpartanburg.com
71. City Budget
CITY OF SPARTANBURG
FY 2013 - 2014 ADOPTED BUDGET
Non-Departmental
8%
Parks, Recreations & Special
Events
5%
Administration
4%
Information Technology
Policy Legal
3%
3%
1%
Human Resources
3%
Finance & Administrative
Services
5%
Development Services
8%
Public Works
18%
Fire
14%
CityofSpartanburg.com
Police
28%
72. Working ‗under the hood‘
•
Closed Arkwright Dump in 2012 at cost of $6 million
•
Increased funding for legacy pension by $700,000
annually
•
Strengthened reserve fund balance by 20% since 2009
•
Made difficult choices to close T.K. Gregg Community
Center and Swim Center
•
Restructured Public Works operations
•
20% smaller workforce than 4 years ago
CityofSpartanburg.com
73. Making strategic investments
St. John Street Parking Garage
Spartanburg Community College
Barnet Park Improvements
Downtown Memorial Airport
Northside Initiative
West Main Streetscaping
CityofSpartanburg.com
74. Growing The City
•
Continue to focus on building corporate/institutional hub
•
Continue to increase residential options and total units
•
Continue to be creative in efforts to attract and support
retail, restaurants, entertainment (Main Street
Challenge, Skating on the Square, WOLI)
•
Continue to improve streetscaping and pedestrian
infrastructure. Downtown Master Plan/Urban Code is key.
CityofSpartanburg.com
75. What are additional steps?
•
We need your embrace of strategic regional importance
of focusing energy downtown.
•
Our homegrown private sector entrepreneurial engines
(the Johnson and J.M. Smith families of
companies, among others) and our non-profit partners
are doing all we could ask. We need additional players.
We need a major white-collar recruitment victory.
•
We need a privately funded deal closing fund.
•
We need our economic development partners to add a
well-defined white-collar/downtown program of work to
their very well demonstrated prowess in manufacturing
and distribution.
•
We need all of you to help us identify opportunities.
CityofSpartanburg.com
76. Opportunities — Renaissance Park
Renaissance Park Development
The approximately 9 acres adjacent to the Marriott Hotel &
Conference Center, The George, the Chapman Cultural Center, and
Barnet Park represents an enormous opportunity for the City. The
Downtown Master Plan recommends a mixed-use development
highlighted by an open-air plaza.
CityofSpartanburg.com
77. Opportunities — Grain District
Grain District Infill Redevelopment
A growing center for entertainment, nightlife and creativity, the Grain
District has seen significant redevelopment in recent years (HubBub, Cribb‘s Kitchen, RJ Rockers, Hub City Books, Coffee
Bar, Pocket Park, Main Street Pub). The Downtown Master Plan has
identified the area as ripe for new development as well.
CityofSpartanburg.com
79. Opportunities — Downtown Master Plan
www.cityofspartanburg.org/planning-zoning
CityofSpartanburg.com
80. Questions/Discussion
1)
Does downtown matter to you and your business?
2)
What do you see as the most important steps moving
forward with enhancing white collar development in
downtown Spartanburg?
3)
4)
Would a more formal structure – a coordinating group of
business leaders and downtown stakeholders - help
focus efforts?
How do we capitalize on the current momentum and
build a ―cool‖ downtown?
CityofSpartanburg.com
81.
82. PLANNING FOR GROWTH IN
THE NEW SOUTH
Allen Joines
Mayor, Winston-Salem, NC
WS Alliance
83.
84. THOUGHTS ON THE FUTURE
OF SPARTANBURG
George Dean Johnson Jr. – Chairman
Johnson Development Associates
85.
86. WORKFORCE THE PATH TO ALIGNMENT
Foster Chapman – Johnson Development
Joy Owens – WORC
LaTokia Trigg – Ready SC
88. Mission
To plan, create, and manage a system
which “aligns” the
workplace, education, training, infor
mation, and community resources to
facilitate job growth and economic
development.
89. WORC Advisory Board
A guiding board for priorities and progress
CEOs
K-12
HR
Medical
Government
Broadcasting
Colleges
WIB
Agencies
Logistics
Workforce Services
90. WORC Group Stakeholders
Cooper Standard
Circor International
Kusters Zima Corp.
RR Donnelley
Mack Molding
Duer / Carolina Coil
Timken
Lear
BMW
QS1
BASF
Wells Fargo
Barnet Polymers
Auriga
AFL Telecom
Michelin
Junior Achievement
TFE Logistics
Amazon
SRMC
Spartanburg County
Regional Ed. Ctr.
Adult Ed.
Sptbg. Truancy Court
College Hub
SMC
SCC
USC Upstate
Metropolitan Studies
Districts 2, 4 & 6
Clemson University
Swofford
RD Anderson
Daniel Morgan
WIB
SC Works
Ready SC
SHRA
Channel 7 & ETV
Boys & Girls Club
91. Questions For Us
•
•
•
•
•
•
How do we connect the dots?
What skills are truly needed?
How do we let people know about good jobs?
Is there a way to facilitate career changes?
How do we reach students?
How much training is actually necessary?
92. Our Job
• Address these and many other issues and
questions
• Create new systems to facilitate ―alignment‖
• Lead the way to a new era of career
fulfillment
• Familiarize ourselves with the existing
resources and create new if necessary
• Establish excellent collaboration amongst us
93. Our Steps Taken
• Meet regularly, pick times and frequency
• Learn about each of the group members
and the programs they lead
• Understand that this is a long-term
process and commit to that involvement
• Create the dialogue amongst us
94. What Came Next
•
Involvement by the members
• Out of the Box thinking
• Non Standard Experiments by companies
and stake holder groups
–Cooper Standard
–Boys & Girls Clubs – 30 young ladies
ages 11 & 12 spent 4 days in a STEM
Project at Daniel Morgan for nontraditional training
95. What We‘ve Seen
• Companies & Career Centers Toured
–Standard Cooper
–SC ETV
–SEW Eurodrive
–Swofford Career Center
96. Going Forward
• Education is a must for our youth, along
with training for future jobs
• For many students a four-year college
degree many not be the best path to a job
that makes the most of their skills and
talents
97. WORC
• The Workforce Opportunities Resource
Council is on going, developing
relationships, with new companies, community
leaders and allowing it‘s members to
experiment with ideas that bring great
outcomes for today‘s and tomorrow‘s careers.
99. SC Technical College System
Primary
Mechanisms
for
Economic
and
Workforce
Development
100. US Workforce “Fast Facts”
• US Manufacturing – 3.85M potential jobs:
– 600,000 unfilled manufacturing due to skill shortages
– 500,000 new manufacturing jobs
– 2.75M jobs created due to manufacturing growth
(multiplier= 1 manufacturing job creates 2.5 additional
jobs)
• US 2010-2020 – all sectors – 54+M potential jobs
– 33.5M openings due to baby boomer retirements
– 20.5M openings due to new job creation
101. Current Statewide Snapshot
Total projects: 113
•
•
61 new
52 expanding
Top 5 industries as of 9/2013:
•
•
•
•
•
Transportation Equipment Manufacturing
Rubber and Miscellaneous Plastic Products
Insurance Carriers
Paper and Allied Products
Warehousing and Storage
102. Jobs in South Carolina
High - Skilled
Jobs 17%
People 26%
Middle -Skilled
Jobs 45%
People 29%
Low -Skilled
Jobs 38%
People 45%
High-Skilled is defined as requiring a bachelor‘s degree or higher
Middle-Skilled is defined as requiring a certificate or associate‘s degree
Low-Skilled is defined as a high school diploma or less
Information provided by the South Carolina Department of Employment and Workforce
103. What Employers are Saying
• Criticality of “soft skills”
• Improved candidate throughput on pre-hire
testing/assessment
• Improved graduate throughput in the technical areas for
2-year and 4-year colleges and universities
• Reliable candidate pipeline – K-12 through graduate
school
• Recognized national and international credentials
integrated in the educational/workforce development
process.
104. How South Carolina is Responding
• South Carolina Workready
Communities
• Apprenticeship Carolina -- Youth
Apprenticeship Programs
• Manufacturing Skills Standards
Council Certification (MSSC)
• Technical Scholars Programs
107. • If you don‘t know where you
are going, you‘ll end up
somewhere else – Yogi Berra
108. What?
• An amazing new interactive facility to provide
an extraordinary career discovery opportunity
for the students and residents of Upstate
South Carolina.
• A showcase for Careers, Companies,
Universities, Colleges, Processes,
Transitions, Speakers, Products and
Pathways
109. Why?
• Because the current discovery process is
hopelessly limited in breadth, scope, time, and
resources
• Because students and people seeking career
changes cannot access information about the
extraordinary depth and change in the
emerging economy in the Upstate
• Because the connections have not been made
between education and the workforce
110. Why?
• To provide a dynamic system of career
discovery opportunities to the citizens of the
Upstate
• To centralize the career discovery process to
consistently facilitate a quality career
exploration experience
• To provide a showcase for companies,
education, training, jobs, and facilities
111. What HappensThere?
• Company Showcases
• Career Showcases
•
•
•
•
•
•
College Showcases
Job Recruitment/College Recruitment
Speakers
Seminars
Product Demonstrations
Pathway Analysis
113. Who Populates The Discovery
Center?
• Companies
• Schools/Colleges
•
•
•
•
Workforce Development Offices
Training Entities
Exhibits
Classrooms
114. Who Goes There?
•
•
•
•
•
•
•
•
•
Students
Economic Development Prospects
Classes of Students
People Seeking Career Guidance
Companies Seeking to Recruit
Companies for demonstrations
People Seeking Jobs
Parents
Visiting Delegations
118. TRANSFORMATION AND
INNOVATION IN OUR
SCHOOLS
Jim Reynolds – CEO – Total Comfort Solutions
Dr. Darryl Owings – Spartanburg School District 6
Dr. Russell Booker – Spartanburg School District 7
119.
120. What is TransformSC?
We are a business-led coalition of
educators, parents, students and
community leaders actively engaged in
transforming public education.
121. Good News and Bad News
The Good News
• South Carolina‘s graduation rates have risen from 60%
to 77.5%
The Bad News
• 1 in 4 South Carolina Students fail to graduate.
• 41% of graduates entering technical colleges require
remediation.
122. Transform Our K-12 Model
The current K-12 model is badly outdated
and cannot produce the learning
required of our students in the 21st century.
123. TransformSC
PARENTS:
74% Like their school, but believe we need to
re-think how public education works to
improve it.
78% Believe teachers are pressured to ―teach
to the test.‖
124. TransformSC Provides…
A Framework
• Profile of the Graduate
• System of Learning Characteristics
A Network
• TransformED Platform and connections to experts virtually
and in person
• Statewide and regional transformation meetings
Advocacy
• Support TransformSC schools with policy makers and
state leaders
125. Profile of the South Carolina Graduate
World Class Knowledge
• Rigorous standards in language arts and math for
career and college readiness
• Multiple
languages, science, technology, engineering, mathem
atics (STEM), arts and social sciences
World Class Skills
• Creativity and innovation
• Critical thinking and problem
solving
• Collaboration and teamwork
• Communication, information, medi
a and technology
• Knowing how to learn
Life and Career Characteristics
• Integrity
• Self-direction
• Global perspective
• Perseverance
• Work ethic
• Interpersonal skills
Approved by SCASA Superintendent‘s Roundtable
and SC Chamber of Commerce
126. New Learning Models
•
Personalized – match to the student, not one size fits all.
•
Teacher as facilitator, not lecturer - Students are held
accountable for their own learning.
•
Pace to the Individual Student – Students progress after
mastering concepts.
•
Technology enabled – Anytime, anywhere learning with
technology integrated into the curriculum.
•
Evidence based – new testing system that provides realtime, useful information to aid learning.
•
Effective partnerships with parents, families and communities.
133. Culture for Change
How can we create and sustain support for the
changes we believe must be made in order to
create systems of learning that result in
dramatically greater numbers of students who
are ready for success at the next level, PKCareer?
145. Spartanburg County School
District 6, where all students
graduate college, career and
citizenship ready with a
planned path to achieve it
Page 145
146. TransformSC
Work with business and industry to
transform education South Carolina
Networking Opportunities with other
Innovators – Professional Development
Access to world class consultants to create
individualized learning models
Relief from Regulations
147. Spartanburg School District Six
Dorman College and Career Focus
School of Business, Management
and Information Systems
School of Law and Public Service
School of Engineering and
Industrial Technology
School of Medicine
School of Arts, Humanities and
Communication
Page 147
148. A SCHOOL FOR ALL STUDENTS
Magnet schools within a school
Diploma
Diploma + 1
Associates degree / dual credit
Arena courses
Advanced placement
RD Anderson partnership / completers
Life skills diploma
Page 148
149. COLLEGE AND CAREER CULTURE
Dorman Graduates
42.4% enter a 4 year university or college
38.4% enter a 2 year college
3.2% enter the military
8.4% enter the workforce
7.6% enter a certificate program
151. Measures of Success
% of ACT-Tested Students Ready for College-Level Coursework
70
67
66
62
60
52
50
46
Percent
39
41
44
National
39
40
31
33
District
32
State
30
25
22
20
10
0
English
Reading
Mathematics
Science
All Four
22
152. Measures of Success
College Readiness Benchmark
25
23
22
20
ACT Score
20
19.7
22
20.6 20.8
20.8
20.3
20.6 20.3
18
15
Benchmark
District
State
10
5
0
English
Reading
Mathematics
Science
154. Measures of Success
How many students are eligible to take college
courses without remediation?
How many students are career ready according to
business and advisory boards? Student Workkey
scores
156. 9th grade Repeater Data
60
50
# of Students
40
30
20
10
0
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
157. Current Innovations
• CAVS class (tutoring, mentoring, making up test/quizzes, bully/career
training)
• School goals set every year in areas of failures, attendance, discipline,
observations, end of course exams, and staff development
• Teacher Academic Focus meetings (Student/teacher data discussed and
compared to other teachers)
• One on One Administrator conferences with failing/struggling students
and phone call home
• STEM cohort
• PLTW classes
• Year long math/English with struggling learners
• Co-teach model for struggling learners
• Writing Workshop
158. COLLEGE AND CAREER CULTURE
• Dual Credit Scholarship Program
• Current AP/Dual Credits Earned
358 students earned 642 AP college credits
177 students earned 344 dual credits
Totals:
358+177 = 535 students
642+344 = 986 college credits last year
159. Next Steps
•
•
•
•
•
•
•
•
Waivers…. Purpose and Process
“Soft Skills” Course Development
Blended Learning (Anytime/Anywhere)
Personalized Learning
Project Based Learning Opportunities
Mastery/ Proficiency Measures
Pass/Fail Career Experience Credit
Learning Platform
Hinweis der Redaktion
Downtown: significant progress over past decade; highlight existing and new corporate headquarters, higher education institutions.
Christopher Peterson – a University of Michigan psychology professor and Martin Seligman - a psychology professor at the University of Pennsylvania Book- Character Strengths and Virtues: A Handbook and Classification, a three and a half pound, 800-page work. Angela Duckworth, a Ph.D. candidate at Penn, who had a different view of school reform. “The problem, I think, is not only the schools, but also the students themselves. Here’s why: learning is hard. True, learning is fun, exhilarating and gratifying but it is also often daunting, exhausting and sometimes discouraging….To help chronically low performing but intelligent students , educators and parents must first recognize that character is at least as important as intellect.”She found in her research that self-control can be more reliable as a predictor of students’ success than their I.Q.s. She discovered, that while self-control seemed a critical ingredient to basic achievement, frequently it was not as relevant for those outstanding achievers who had a passion and unrelenting dedication, regardless of obstacles or time invested in achieving their goal. She called this trait “grit.” With the assistance of Peterson, the full list of 24 character strengths was narrowed to a final list of seven: zest, grit, self-control, social intelligence, gratitude, optimism and curiosity.