alt.community
This page features design principles for an alternative centre. Sustainable bioregion economies are likely to benefit from a local role model which successful intentional communities can provide. In 1998 the designer of this site participated in a group established to brainstorm survival in the event of societal collapse during the Y2K scare. The purpose of this group was to provide a model for a global network of intentional communities, incorporating stakeholder principles and designed to provide participants with survival and self-sufficiency in both subsistence and trade economies.
A positive alternative to anarchy & the law of the jungle was envisaged. The idea was to develop the design of an alternative centre which would function as a role-model for local communities, and could be globally networked ahead of collapse. Our hope was that such alternative centres would act as effective local examples of communal enterprise, so that each would function as an ark of salvation in the event of the electronic market economy collapsing to the extent that regional economies were endangered. With each centre as a node linked to the other nodes, trade in essentials would remain feasible and readily negotiable between bioregions so long as communication and travel between them remained possible.
A successful model must be sufficiently realistic, providing a concise outline of all essential elements in the design, to obtain funding and inspire general confidence in its viability. To establish a global network will require use of the internet to assess and link with suitable existing intentional communities and philanthropic foundations and international organisations with similar aims, distribute the generic nodal model and refine it with feedback.
To establish an intentional community requires: 1) land, and security of tenure 2) water, agriculture, and energy systems sufficient to enable members to survive 3) stakeholder rights of habitation and/or ownership and/or employment 4) rules of association and governance 5) incentives to catalyse cooperative enterprise, consensus decision-making and conflict resolution 6) trade and green-dollar exchange relations with the local economy and bioregion.
Model for an Alternative Centre
Premise:
An alternative to the current global free-market economy is necessary to preserve nature and enable the human race to survive. Like-minded people who want to create a social vehicle that provides a suitable model for sustainable communities need a plan that is likely to succeed. Such a plan should be based on a dual scenario: the current global capitalist system suddenly collapses, or does not. Since thus far it has demonstrated remarkable resilience, and since it derives from traditional trade patterns and shared values, it would be prudent to assume that the system will evolve rather than collapse. Even if collapse is gradual and partial, most people will find it helpful to access guidance from organisations that provide a durable, credible alternative model. None yet exist, hence this plan!
Structure:
Security of tenure via land ownership is probably essential, but it's possible a long-term lease (particularly from the government) could suffice. Choice of locality is critical, as the centre requires a durable connection to the earth. Both in the physical sense, as in land stability & productivity, and also in the spiritual sense - a bond to the home planet. The centre ought then to link up with others - become a node in a global network.
Operation:
The centre must function as a cooperative enterprise, incorporating incentives designed to allow mutual benefits to flow to both participants and the collective concurrently. Provision of stakeholder membership must be according to the consensus design agreed by the founders.
Foundation:
Ideally the centre ought to be funded by a benefactor or equity contributions of the founders. Development and construction should proceed via a consensus plan, and the collaboration of like-minded folk with the skills necessary for successful teamwork. Investigation of trust, foundation, institute & other overseas models is required to identify which best serves a community organisation. Legal incorporation must use tax-exempt status if possible, but community enterprise must be able to generate profits to reward effort and enable development: this may require legal separation of centre and enterprises. The benefactor should research & use the best available legal design and supervise coordination of co-founders, lawyers & tradespeople.
Governance:
Consensus decision-making must be normal. It would probably be sensible to incorporate a benefactor as patron or spiritual director or board chair but governance is best provided by community council with a focus on guidance, strategic direction and bioregion networking. All members have a right of inclusion in the council but once consensus establishes trust, attendance should be optional. Administration and daily operation is best done by an elected executive (manager, treasurer & secretary plus other positions as required). Enforcing of accountability to be defined by the articles of incorporation and employment contract.
Land:
Adequate soil, sun and water to ensure survival via productivity is essential. Prior study of local climate, agriculture and water table will be required to inform the founders of subsistence viability. Installation of water bore, pumps, tanks & crop irrigation systems to ensure independence of any town supply is sensible. Permaculture design must be incorporated. Sufficient land to produce a surplus for bioregional trading is a sensible precaution.
Energy:
A subsistence scenario must be planned for and access to traditional energy sources identified and included in the centre design. Alternative energy systems operating in parallel or as back-up must be integrated where possible. The goal of energy independence needs to be part of the plan, as well as progress toward it being regularly assessed, measured and reported to the council.
Membership:
Members are motivated to optimise teamwork when made stakeholders. Having a stake gives them a sense of belonging, security, and the incentive to collaborate. Founders should number between 5 & 12. Members are best chosen on the basis of mutually agreed worth of contribution. These contributions should be skills-based, function-specific, complementary, and voluntarily specified in an application and/or formalised in a contract. Extra material or resource contributions where appropriate may be recognised as adding value to an application. Extension of membership should proceed by application or recommendation, requiring council confirmation.
Stakeholding:
Domestic tenure is best secured via green-dollar exchange: normally a specified type of labour and number of hours per week. Council should use conventional employment as an optional extra when the budget allows. Trial membership is a feasible transition to permanence if made conditional upon completion of a specified task or term of employment. Plan to work 4 days and have another day optional.
Enterprise:
Dual scenarios need to be specified in the design: profit-generating enterprise to develop the centre in the current economy, and subsistence enterprise in the contingency plan for survival. Any enterprises established ought to be designed to return a profit share to workers to incentivise effort & motivation. It's also advisable to extend stakeholder design by making tenure in the enterprise secured by tradeable rights.
Habitation:
Site buildings should be private to residents unless specified in the plan as communal. Experience has shown that privacy is a primal need, yet so is conversation and community. Shared residential habitat optimally includes kitchen, dining room, lounge, meeting room, computer room, library, laundry & toilets. Development to include a hall, dormitory & rental cabins is a desirable eventuality. Income from a flow of visitors is desirable, with the intention to generate rapport with those interested so a to spread the communal vision throughout society. Domestic staff are entitled to the right of residence, but the council has the right to impose a probation period by consensus.
Culture:
An organisational culture should be developed from the premise, such as a vision of the centre as an Ark, perhaps Gaian spirituality, teaching and study of permaculture etc. Consensus decision-making requires teaching by example, learning by practice, before it embeds in group culture. Personal initiative on operational matters that do not require executive instructions ought to be a normal part of the culture. Wasting valuable time on consultation is liable to produce a culture of indecision and slows development. Procedures to foster team spirit will be necessary in groups where it fails to emerge naturally from the design. A counsellor is a good idea if territorial disputes appear chronic, and those prone to them will need to be advised that they are eroding goodwill in the community and threatening their own tenure. Shared commitment to the collective endeavour will normally maintain the team spirit and reduce any negative effects from personal problems. Online sharing of culture problems is advisable to brainstorm solutions and strengthen the mutual sense of group purpose.
Further considerations...
The centre needs a happy family vibe to draw the best from participants and optimise success. Given the serious premise, the management of council & executive will require at least several individuals with wisdom and exemplary expertise. Given this and the right design, the community is assured of durability. Provided the role-modelling and learning continues and group discipline and team spirit is maintained, the centre is likely to be sustainable in perpetuity.
(Dennis Frank, redraft from 18/8/98)
An alternative to the current global free-market economy is necessary to preserve nature and enable the human race to survive. Like-minded people who want to create a social vehicle that provides a suitable model for sustainable communities need a plan that is likely to succeed. Such a plan should be based on a dual scenario: the current global capitalist system suddenly collapses, or does not. Since thus far it has demonstrated remarkable resilience, and since it derives from traditional trade patterns and shared values, it would be prudent to assume that the system will evolve rather than collapse. Even if collapse is gradual and partial, most people will find it helpful to access guidance from organisations that provide a durable, credible alternative model. None yet exist, hence this plan!
Structure:
Security of tenure via land ownership is probably essential, but it's possible a long-term lease (particularly from the government) could suffice. Choice of locality is critical, as the centre requires a durable connection to the earth. Both in the physical sense, as in land stability & productivity, and also in the spiritual sense - a bond to the home planet. The centre ought then to link up with others - become a node in a global network.
Operation:
The centre must function as a cooperative enterprise, incorporating incentives designed to allow mutual benefits to flow to both participants and the collective concurrently. Provision of stakeholder membership must be according to the consensus design agreed by the founders.
Foundation:
Ideally the centre ought to be funded by a benefactor or equity contributions of the founders. Development and construction should proceed via a consensus plan, and the collaboration of like-minded folk with the skills necessary for successful teamwork. Investigation of trust, foundation, institute & other overseas models is required to identify which best serves a community organisation. Legal incorporation must use tax-exempt status if possible, but community enterprise must be able to generate profits to reward effort and enable development: this may require legal separation of centre and enterprises. The benefactor should research & use the best available legal design and supervise coordination of co-founders, lawyers & tradespeople.
Governance:
Consensus decision-making must be normal. It would probably be sensible to incorporate a benefactor as patron or spiritual director or board chair but governance is best provided by community council with a focus on guidance, strategic direction and bioregion networking. All members have a right of inclusion in the council but once consensus establishes trust, attendance should be optional. Administration and daily operation is best done by an elected executive (manager, treasurer & secretary plus other positions as required). Enforcing of accountability to be defined by the articles of incorporation and employment contract.
Land:
Adequate soil, sun and water to ensure survival via productivity is essential. Prior study of local climate, agriculture and water table will be required to inform the founders of subsistence viability. Installation of water bore, pumps, tanks & crop irrigation systems to ensure independence of any town supply is sensible. Permaculture design must be incorporated. Sufficient land to produce a surplus for bioregional trading is a sensible precaution.
Energy:
A subsistence scenario must be planned for and access to traditional energy sources identified and included in the centre design. Alternative energy systems operating in parallel or as back-up must be integrated where possible. The goal of energy independence needs to be part of the plan, as well as progress toward it being regularly assessed, measured and reported to the council.
Membership:
Members are motivated to optimise teamwork when made stakeholders. Having a stake gives them a sense of belonging, security, and the incentive to collaborate. Founders should number between 5 & 12. Members are best chosen on the basis of mutually agreed worth of contribution. These contributions should be skills-based, function-specific, complementary, and voluntarily specified in an application and/or formalised in a contract. Extra material or resource contributions where appropriate may be recognised as adding value to an application. Extension of membership should proceed by application or recommendation, requiring council confirmation.
Stakeholding:
Domestic tenure is best secured via green-dollar exchange: normally a specified type of labour and number of hours per week. Council should use conventional employment as an optional extra when the budget allows. Trial membership is a feasible transition to permanence if made conditional upon completion of a specified task or term of employment. Plan to work 4 days and have another day optional.
Enterprise:
Dual scenarios need to be specified in the design: profit-generating enterprise to develop the centre in the current economy, and subsistence enterprise in the contingency plan for survival. Any enterprises established ought to be designed to return a profit share to workers to incentivise effort & motivation. It's also advisable to extend stakeholder design by making tenure in the enterprise secured by tradeable rights.
Habitation:
Site buildings should be private to residents unless specified in the plan as communal. Experience has shown that privacy is a primal need, yet so is conversation and community. Shared residential habitat optimally includes kitchen, dining room, lounge, meeting room, computer room, library, laundry & toilets. Development to include a hall, dormitory & rental cabins is a desirable eventuality. Income from a flow of visitors is desirable, with the intention to generate rapport with those interested so a to spread the communal vision throughout society. Domestic staff are entitled to the right of residence, but the council has the right to impose a probation period by consensus.
Culture:
An organisational culture should be developed from the premise, such as a vision of the centre as an Ark, perhaps Gaian spirituality, teaching and study of permaculture etc. Consensus decision-making requires teaching by example, learning by practice, before it embeds in group culture. Personal initiative on operational matters that do not require executive instructions ought to be a normal part of the culture. Wasting valuable time on consultation is liable to produce a culture of indecision and slows development. Procedures to foster team spirit will be necessary in groups where it fails to emerge naturally from the design. A counsellor is a good idea if territorial disputes appear chronic, and those prone to them will need to be advised that they are eroding goodwill in the community and threatening their own tenure. Shared commitment to the collective endeavour will normally maintain the team spirit and reduce any negative effects from personal problems. Online sharing of culture problems is advisable to brainstorm solutions and strengthen the mutual sense of group purpose.
Further considerations...
The centre needs a happy family vibe to draw the best from participants and optimise success. Given the serious premise, the management of council & executive will require at least several individuals with wisdom and exemplary expertise. Given this and the right design, the community is assured of durability. Provided the role-modelling and learning continues and group discipline and team spirit is maintained, the centre is likely to be sustainable in perpetuity.
(Dennis Frank, redraft from 18/8/98)
