Mission Statement; To enhance quality of life through Agriculture Please go to Guidstar.org now and donate to Dreamers and achievers Inc. http://www.guidestar.org/organizations/26-4186775/dreamers-achievers.aspx

1. Dreamers and Achievers
501-c3
Presents
A special interest project
Greenwise Farms
“The What Works Project”
Sustainable economics
This project is the good will part of The Gold Rush Project. A project of education, games and fun.
By Sewell Enterprise,
(See Exe Summary “The Gold Rush Project” @ www.thegoldrushproject.com ).
Greenwise farms is first and foremost a high production low cost sustainable healthy way of life.
In addition it is;
• An off grid, state of the art, Aquaponics Research Center system providing organic fresh foods for local
consumption at prices below traditional organic prices.
(See Sustainable Economics / Shaye Stevens) “Honey Comb Economics”
• A community co-op whereby co-op members participate with the success of Greenwise Farms.
This encourages consumers to purchase our products over competitors.
• A training facility for all to learn sustainable techniques of providing basic needs of life and commerce.
• A provider of internships to students from the University of Florida and Florida A & M.
• A provider of scholarships in the field of Agriculture.
All of this while helping the homeless re-establish themselves through our partnership with The Coalition of the
Homeless. A portion of our food production will be given to local food banks, meals on wheels etc…. Cash donations
will be made to The Coalition for the Homeless. Some portion of revenues will be used to bring down the cost of our
products to the consumer via Co-op member discount swipe cards honored at participating stores. (To launch we have
78 grocery stores ready to receive our products on their shelves.) There are an abundance of food brokers that agreed
to include our products via their already developed sales outlets.
Air to Water
We will not use a well or public water services, instead we will employ ‘Air to Water”, a dehydration system
producing all water need for the system. (See Air to Water Specks)
Power source;
Initially we will draw our power needs from the local grid. As we mature our system we will build a
Gasifier/Plasma arch (waste to energy) powered electrical system; providing the power we consume and Co2 food for
greenhouse plants. In addition we will provide excess power to the national grid giving us another income stream for the
project.

2. Mission Statement;
To enhance quality of life through Agriculture
Core Values
• Respect
• Ethical Behavior
• Fellowship & Mutual Assistance
• Education & Growth
• Unbiased Scientific Information
• Stakeholder Focus
• Innovation & Creativity
Homeless Services.
• We will assist and place homeless applicants with temporary housing.
• Those in need will not be turned away.
• We will never quit in our efforts to help those in need.
• We go beyond helping those who will help themselves, we also help those who can’t help themselves.
Veterans;
We seek to employ veterans every chance we can. Our initial thoughts on job placement for veterans will be in
the area of Management, IT, Order processing, Accounting, Legal etc….
Community benefits and relations
1. Create Aquaponics Agriculture Business internship programs.
2. Help feed homeless.
3. Publicity for Quincy; Put Quincy on the map as first location to offer Aquaponics internship in conjunction
with a University (creates affiliation between Quincy and Florida State University).
4. Create jobs for locals which means more people spending money in Quincy which leads to thriving
businesses which leads to more businesses opening in Quincy which leads to higher tax revenues.
5. Create education programs for children teaching them valuable skills which creates "dreamers & achievers"
in life. Provides children an alternative to gangs and mischief.
6. College scholarships for Aquaponics studies where children are encouraged to thrive in scholastic studies
while creating something healthy that benefits society.
7. Greenwise Farms Food Co-op Community reinvestment.
8. More products to come!
9. Can you think of more?

3. Aquaponics - Fish/Vegetables
Building
Initial build of our facility; 190 CORPORATE CT QUINCY, FL 32351 Gadsden County
Farming;
6,000 sq. ft. 20 tanks Fish farming,
8,000 sq. ft. of Organic Tier vegetable farming,
2,000 sq. ft. of Pole vegetable farming,
3,000 sq. ft. Ground vegetable farming,
1,000 sq. ft. Fowl coop farming (Eggs),
600 Sq. Ft. (20X30) Compost/worm bed secured with 40 mill plastic lining,
Office;
2,500 sq. ft. Office/training
1,500 sq. ft. Full kitchen
Fish
Tilapia
Sea Bass
Shrimp
Vegetables
Verities
Salad greens, Peppers, Tomatoes. Squashes
Herbs – Oregano, Basil, Thyme, Rosemary, Sage, Dill,
Root source vegetables – Onions, Garlic, Chives,
Kitchen products made from what we grow. (Value added)
Red Pepper Spaghetti and marinara sauce - Shelves
Tomato Spaghetti sauce – shelves
Vegetable Soups
Bread and butter, Dill and other pickles – Shelves
Sewell Spices – Need display setup Sponsored by Sewell Enterprises
Chef Anthony Salad dressings. Cezar, Thousand Island,
Moringa caps - Need display setup
We will continue to create Kitchen products

4. Sales & Distribution
Our product are all Organic and due to the low cost of delivery our produce is delivered at a lower cost compared
to longer distance suppliers. This and including the lower cost of taxation and the strength of a card bearing co-op member
provides thousands of families produce free of pesticides, no preservatives, and of health bearing verities.
In our initial stages of Ramp Up we have committed to us, space in 78 grocery stores in the upper Florida; generally
within 50 miles from our growing facility and Florida State University, Ag. Research campus.
All fish not sold via local buyers will be sold into the supply system of Global Aquatics, Maryland USA.
All vegetables not sold via local buyers will be sold to produce brokers.

5. The Team
First and Foremost the team begins with the people and communities in and surrounding Gadsden county Florida USA
Leading the Pack is Sam J. Sewell III. Age 58
1975 Vietnam era Army Veteran, Artillery – Fire and Direction Support FADAC Computer Guidance
Spartanburg Tec – Computer science
Midlands Tec – Accounting - Business Admin
University of Arizona – Law and finance - Business admin
Married in November 1979 and still married to the same girl
Special interest businesses include but are not limited to;
Project Developer
Product Developer
Published Author
Publisher
Game developer, table top and digital
Marketer
Product Brander
Merchandiser
Gold and Diamond dealer
Gold Storage curator
And More, More, More
1980 moved to NYC settled in Staten Island
• Publishing magazines; a 4 year project in Staten Island from 1986 to 1990. The objective was to
build housing as fast as possible and build till there isn’t any vacant land left to build on in Staten Island.
My responsibility was marketing. Project completed successfully in 1991.
Unintended consequences were that his company Innovative Marketing Research gathered over
450 builders as clients throughout the New York metropolitan area including Staten Island, Brooklyn,
Queens, Connecticut and New Jersey, printing a total of 7 weekly magazines. In addition multiple full
pages in the Staten Advance newspaper, the Star Ledger in NJ, The NY Post, Daily News, and NY Times,
radio adds, billboard, bus, train etc…
His 4 year revenues exceeded $10.MM.
1992 Sam moved south to South Carolina where he;
• Land developed. Residential
• built new modular homes (Sam was a Palm Harbor Homes Dealer)
• Renovated and flipped over 300 homes total sales exceeded $25 MM
• Bought and sold tracts of timber total revenues $4 MM
• Opened a successful mortgage brokerage. Closed in excess of $30 MM
• Developed a modular housing factory in Claxton GA working with the city council, Mayor and local
business persons. (Project was 4 weeks from ground breaking when the Mayor, Perry Lee who was spear
heading the project died of a hart attach causing the immediate termination of the project.
2004
Sam moved to Florida where he continued flipping houses
2008
Sam retrained in the field of renewable energy and set out to enact what he learned. He developed contacts
with the governments of Belize, Nicaragua and Costa Rica seeking the best place to build a wood pelleting
system and ship pellets to MGT Energy in the United Kingdom. After a year of research Sam found Belize

6. to be the perfect location. (This project is still viable Sam hasn’t found the right investor yet. Est. investment
is $50 MM) Project summary available.
While working on the Belize project Haiti’s big earth quake hit. By the spring of 2011 Sam had developed
the “Alliance of the Sister Cities” in Haiti, 16 cities. Each Mayor of the sister cities dedicated 1,000 hectors
of land to build off grid self-sustainable communities capable of providing all needs of 10,000 villagers and
including excess for commerce and trade outside of the village. (This project still seeks to be completed,
investment need is $10 MM per village) Project summary available. Note; Sam has determined Haiti to be
too corrupt to complete this project. Recently Sam realized there are needs for this project right here in
America. The American Indians. Why didn’t I think of that?
2011 to present
• While in search of somewhere to plant 6,000 Paulownia trees, Sam met Tyrone Scott at the Department of
Corporations, Florida. Later Tyrone began introducing Sam to leaders and business men of Gadsden County
FL and these are the men and women want their County to be the best it can be. Sam and these people are
in sync on getting this project up and running. Already support is building both from within and outside
Gadsden County. See list of developer staff.
• Now into the digital age Sam is developing his defining Achievement ”The Gold Rush Project”; an ownership
democracy incorporated in the economic and environment sustainability of an up and coming society.
Simply put we share in success.

7. Corporate Team Personal
Greenwise Farms Initial Corporate officers
COO and President Joseph Roberts
Vice President Tyrone Scott
CEO Sam J. Sewell III
CFO Michael McMaster
CIO Brian Burdette
Global Aquatics
Doug Burdette, Aquaponics Research Entrepreneur
Brian Burdette, Aquaponics System engineer
Mike Burdette, Aquaponics System Designer
The works Project
Shaye Stevens, Advisory
Shaye has 2 farming facilities in Texas that are connected to collages both Texas A & M and
Sam Houston State University
University of Florida
Frank Chapman Aquaponics
Bill Haller, Aquatics and invasive species
Collation for the Homeless
Brett Oglesby
Educational coordinator and Grants writers
Beverly Nash
Janice Shackelford
Legal
Adam Tracy
Accounting
Rich Jagusztyn
Foundation Consultant
Rick Wilkins
Resumes and Bios of each of the above upon request

8. College affiliate programs;
We have full collaboration with all members of FSU Ag. Research facility adjacent to our farm.
http://nfrec.ifas.ufl.edu/
Agronomy
Conducts research and teaches ways to use plants for food, fuel, feed and more.
Environmental Horticulture
Breeds, propagates, installs and maintains plants to enhance the environment.
Plant Pathology
Studies and educates others about plant diseases and plant-microbe exchanges.
Wildlife Ecology and Conservation
Teaches, researches, and provides ways to conserve wildlife and their habitats.
Animal Sciences
Makes animal enterprises sustainable and give consumers safe, economical food.
Forest Resources and Conservation
Educates and studies ways to measure, manage and conserve natural resources.
Natural Resources and Environment
Develops leaders to face challenges in natural resources and the environment.
Entomology
Studies and teaches natural control methods, pest management options and more.
Horticultural Sciences
Examines plants, creates new varieties, and helps fruit and vegetable growers.
Soil and Water Sciences
Manages pesticides and wastes, analyzes landscapes, remediates soil and more.
Notes; Farm insurances, product insurances,

9. The What Works Project
As the What Works Project examined the history of the prototypes, a distinctive starting place emerged as a
consistent pattern: The establishment of a general store that produces its own goods, or producers who put together their
own general store. This sets the foundation for generating revenue and recycling earnings without the majority of profits
being siphoned off through absentee stockholders, avaricious merchants, or a series of middle men. Additionally, it gave
the enterprise the ability to 1) directly empower the process between supply and distribution and 2) rapidly facilitate the
operations between labor and capital. Its “managerial cohesiveness” allows workers to organize their business activities
more effectively through:
• the collective ordering of supplies to reduce costs
• “credit” production through market trade, volume and sales projections
• Distribution of available capital (both financial and real) to support the cycle.
Historically, when communities were small (in comparison to the large cities we now have), shoppers patronized
a locally owned stores because there were few if any national chains. In today’s marketplace incentives come through
loyalty cards and rebates. However, if the shopper is tied to the producer financially by returning a percentage to
community development, (Community Co-Op) there is greater incentive to support the local market. These factors provide
the competitive advantage and stability needed to generate a regional cooperative. Overall this provided an outline for a
marketplace that was cooperatively owned by the producers themselves into one which consumers would find incentives
to support.
This new marketplace model is essential. In the absence of proven models for enterprise structuring, credit
creation, and social collaboration between businesses and communities, capitalizing locally owned companies may be
meaningless when the marketplace is largely dominated by corporate monopolies. Local production needs a competitive
advantage in which to create loyal patrons. This advantage must come from two directions: supply-side and distribution-
side, specifically involving business-to-business as well as business-to-consumer transactions. This defines a different
marketplace scenario from present norms and present development opportunities which city regions can take advantage
of that can build the type of economy citizens need.
REAL DEVELOPMENT OPPORTUNITIES
In neighborhood centers and central business districts, retail often struggles in the face of corporate competition
in the form of Walmart, malls and “power centers.” However, neighborhood centers and central business districts, which
provide a better civic and social sphere, typically generate more revenue, better sales margins, more net-profit, and a
better mix of goods and services per square foot of retail space than the corporate competition. As businesses cluster in
the district, "guilds" naturally form that share a pool of customers. This creates a “shopping experience” advantage – one
that is personal, pleasant, and has an appealing ambiance.
However, these local businesses are at a financial disadvantage when compared to a large public company, which
benefits from economies of scale in raising working capital and negotiating operating costs. When one business within a
guild goes under, the “shopping experience” is diminished, and customer pools become attenuated. Overall, the district
begins to weaken and staying in business becomes more of a daily struggle to survive on America’s Main Streets.
While giant corporations like Walmart have easy access to public investment and can turn to the money markets
for working capital, the equity on Main Street is largely locked up in individual neighborhood businesses. However,
collectively, these individual businesses have tremendous resources. We believe it is feasible for these businesses to
collaborate in building conduits that allow capital and credit to flow to them, primarily from the communities and the
larger region that Main Street businesses serve. We also believe that the development of these conduits will create
attractive investment propositions.

10. Redevelopment of Central Business Districts
Cities and towns need a method of economic development that can stand as an alternative to the typical corporate
model that has created “Generica” throughout the land. When competing against the billions of dollars available to these
conglomerated monopolies, creating Localized Development Initiatives (LDI) within cities is a very hard road because they
must struggle to balance community concerns with corporate clout. We call this the “impossible money.”
However, within each city there are always historic districts. Cities cannot easily scrape them off. To do so is a
public affront to the citizens and history of the place. Because of the intrinsic social value of these historical districts,
cities can more easily raise money for them. In comparison, we call this the “easy money.” All they need is a facilitator
that acts in the interests of both the city and local business and marketplace development, employing the competitive
advantage.
A credit creation system would further leverage this situation in two ways, first, by creating credit based on a
company's excess capacity as represented by supply contracts, and second, by improving its cash position. On the whole,
as both construction and manufacturing industries – catalyzed by new development or redevelopment of marketplace
centers and districts – localize their materials procurement, the chain of supply and distribution is significantly magnified
and stabilized.
Revitalization of Rural Agriculture
Though the United States was once hailed as the breadbasket of the world, today most food, whether produced
domestically or imported, is transported hundreds if not thousands of miles to the consumer, negatively impacting cost
and/or quality. Imported food is typically grown in countries with few food safety or environmental regulations, resulting
in foods that are laden with pesticide residues and chemical additives; therefore, it costs less to produce. This, combined
with food processing techniques, has been cited as a primary cause of the heart disease and obesity epidemics and is
suspected to contribute to rising rates of cancer. Many consumers have become aware of the problems with the quality
and safety of available food, resulting in a significant demand for local, organically grown food which commands a
premium price at market. Even when people stop buying discretionary goods there will always be a market for food as it
is an essential product. The ongoing and essential demand for food positions domestic organic food production as the
biggest market opportunity in the U.S.
However, low-cost imported food depresses the price domestic farmers receive for their crops, making farming
one of the lowest paid occupations in the country, especially considering the high capital outlay required for production
(land and equipment). (Greenwise Farms can feed 10,000 people every day of the year on just 3 acres of land).
Because of the low return on investment and earnings, farmers have little resources for organizing themselves to
improve farming technologies and techniques beyond establishing buying co-ops and growers associations. The return on
investment and profitability of farming could be enhanced if farmers were participating partners/suppliers in local food
marketplaces. Doing so would generate additional profits through a reduction in transportation costs, elimination of the
wholesaler/middleman, and selling a fresher, higher quality product at premium market (organic) prices.
If these marketplaces are built around the demand for regional food production and farm markets (since people
must have food even in an economic downturn), this represents a more stable investment as opposed to investment in
other products. As a result, a large employment sector is opened up in both agriculture and food processing and also in
manufacturing and construction sectors. Our formula calls for these marketplaces to be both producer and consumer
owned (similar to Migros marketplaces in Switzerland) in order to maximize the capture and recycle of earnings within
the regional economy as well as create a large base of loyal patronage.
Ultimately as these marketplaces come on line, the manufacturing that began with building materials can now
be directed toward providing goods and wares that will also be distributed through these districts and marketplaces,
especially if the concept of the flexible manufacturing networks based on core competencies is applied. Thus, the
producer-consumer owned marketplaces are a regional distribution mechanism for both farm and factory production

11. capable of displacing the corporate conglomerate monopolies because they are supported by the buying power of local
citizens that have been put back to work through a sustainable economic system. We believe this to be the formula
for national economic recovery and represent a new financial system for America
THE FIRST INITIATIVE
As a start to strategic enterprises that install the prototypes, the What Works Projects has forwarded business
initiative for the creation of a grower’s network consisting of farms surrounding a city region. Operation of the network
involves the cooperative assembly of small farms in which they cooperate in supply, production, marketing, and finance
with particular emphasis on building several layers of distributions into neighborhoods, grocery stores, farmers markets,
and eventually their own grocery superstore. To do this requires increasing the number of small and midsize farms, as
well as growers themselves to be able to supply OUR markets. We are currently developing a Farmshare/Farmstart™
6
program to aid in the growth of this growers’ network. We are also building in customer incentives at several levels that
encourage more people to buy local.
A key feature of the growers’ network is the framework to increase a producer’s (farmer or ranchers) knowledge
and skill, not only in the area of production but in the functions of business. This is effectively teaching growers the
“business” of farming and preparing them for participation in the organization of a cooperative enterprise. Attempting
this outside a growers’ network is problematic; farms can lie at great distances from each other, and farmers have little
time or inclination to teach each other under present business practices.
We believe the most strategic way to solve these problems and accomplish the task of increasing production,
through existing and new farms, is to establish a model farm campus. Here growers (cooperative network members)
can come to one location to see “what works.” The various production techniques are gleaned from the best practices
occurring throughout the network where they are brought to the campus and modeled. Every member will want to
participate in the network because it means a single place they can come to learn. They will contribute their knowledge,
not only because they want to also pick up knowledge, but because they understand that growing the network
strengthens its ability to capture more market share within the food system. Further, the model farm campus will teach
the business of farming by direct participation in finance, supply, production, marketing as they join the marketplace as
co-owners and operators. Thus the campus also serves as the business center as well as a business incubator. As a result
the model farm campus can be correctly described as a “network hub” for the growers’ network.
Once the growers’ network is increased and the producer-owned marketplace is established, reaching out to the
manufacturing base within the region can proceed in two ways. First, local manufacturing can begin supplying the
growers’ network in terms of materials and equipment, and second, the manufacturers can be invited to distribute their
consumer goods through the producer-owned marketplace. They will be offered joint-ownership of the marketplace
which will provide the incentive for a manufacturers’ network to arise. We believe that many process plants can arise
from this union, and that grocery markets can transition into the shopping and supermarkets, laying a foundation for
economic revitalization of industry in a region and putting people back to work.
In summary, this paper has argued that revitalization of America as well as nations throughout the globe can only
be accomplished by the establishment of economic democracy, and that this happens when workplaces and
marketplaces are modeled in a manner that creates an ownership society. We believe this is the real underpinning of
Free Enterprise. The prescription is simple. Deploy the proposed strategic enterprises to install the “what works”
prototypes region by region to catalyze the creation of economic democracy and thus foster the entire process of
economic revitalization within America, bringing the Ship of State into alignment.
This is a summary document and as such we recommend the reader read the abundance of background research
material pertaining to these fields. We can provide the material we used to derive at our conclusions and we highly
recommend the reader expand their knowledge with further readings. Please be sure to visit our facility every chance you
can. You’re Brain and your belly will be glad you did.
****

12. Available Property
To begin with we only need 5 aces. Property #1 in the top middle is 6.69 acres and has a rail road on its north border.
This piece will be more than enough.
Then as needed there are another 348 acres across the street also owned by the City