A hybrid funding approach combining external income with internal labor to create a resilient, equitable system supporting high quality of life at reduced individual cost. - Equal voting rights and community guarantees for all members - transparent contributions through [[task system - village living|task system]] (internal labor) and income tracking (external labor) reinforces social accountability | Category | Members | Labor Contribution | Income Contribution | Role & Support | | ----------------- | ------- | ------------------ | ----------------------------------- | ----------------------------------------------------------------------------------------------------------------------- | | External Worker | 20%-40% | 2 hrs/week | 50% of income (target avg $100k/yr) | • professional development and income optimization support <br>• Members accountable to selves and community for growth | | Core Labor | 50%-60% | 20 hrs/week | $0 | • Flexible task assignments<br>• Primary system operators<br>• System maintenance | | Community Support | 10%-20% | 0 hrs/week | $0 | • Children, elderly, temporary hardship<br>• Fully supported by community | #### Efficiency Gains & Optimization each member aspires to excellence in their labor to maximize community returns and minimize community burden - Internal Labor: - Process improvement through SOPs - Resource optimization focus - Skill development and cross-training - Technology integration - External Labor: - Income optimization (salary negotiation, career growth) - Network effects for career advancement - Work efficiency (better contract terms, remote work) - Collective bargaining power #### Individual Benefits - 80% Reduction in domestic labor burden [[domestic labor estimates]] - Access to luxury amenities - High-trust living environment - economic security: risk spread across community/industry/role, enhanced employability through community support ##### Quality & Equity Comparison with Traditional Services - High-end domestic services in traditional economy are: - Prohibitively expensive ($150-300/session for cleaning) - Often low or inconsistent quality - Create uncomfortable power dynamics due to equity concerns - Micro society advantages: - quality guaranteed through community standard laid out in training/SOPs - Psychological benefit of ethical consumption given all member equity #### Income Optimization Tactics imagine if 200 of your trusted neighbors were advocating and preparing you for the regional labor force - Community-wide job search/application support - Collective negotiation strategies - Shared interview preparation resources - Active professional development focus - Community resources support career growth - Network effects accelerate advancement - Shared knowledge improves capabilities #### Income Collection Models - more frequent true ups can: - create anticipation of progress toward collective goals/projects - create direct connection with external labor success and community success | Model | Description | Pros | Cons | | ------------------------ | ------------------------------------------------------------------------ | ------------------------------------------------------------------------------------------------------------------------------------ | ---------------------------------------------------------------------------------------------------------- | | Fixed Monthly | Set amount (e.g. $4,000/month) from each external worker | - Simple administration<br>- Predictable income<br>- Clear expectations<br>- Easy budgeting | - May discourage higher earnings<br>- Could create income cliff<br>- Misses shared growth opportunities | | Progressive | Base + percentage above threshold | - Aligns incentives<br>- Captures upside<br>- More equitable across income levels | - Complex administration<br>- Less predictable income<br>- More difficult to budget | | Fixed + quarerly true-up | Monthly based on salary + quarterly true-ups for bonuses/commissions 50% | - Predictable monthly cash flow<br>- Ensures fair contribution<br>- Captures full income picture<br>- Allows for bonus/variable comp | - Annual reconciliation complexity<br>- Potential large year-end adjustments<br>- Need for income reserves | #### Labor Role Transitions - Members self-determine roles based on capabilities, preferences, and community needs based - Transition to external supported by: Transparent community $/hrs needs, Network connections, and mentorship - transition to internal supported by: clarity from [[standard operating procedures (sops) - village living|SOPs]], [[task system - village living|Task system]] integration, and [[skill - village living|skill set]] building #### Community Support for External Workers - Professional wardrobe sharing system - Private workspaces in community facilities - High-speed internet and professional tech setup - Commute optimization/carpooling - Tax preparation and planning - Benefits optimization - Contract/salary negotiation support - Flexible childcare aligned with work schedules - Meal delivery timed to work hours - Professional event hosting #### Assumptions - Individual decisions align with collective goals when: - Community needs are clear - Personal capabilities are understood - Culture emphasizes collective resilience - income collection will be free of fraud - members value community reputation and [[trust network - village living|trust networks]] over short-term financial gains - Community benefits (reduced labor, shared resources, high quality of life) outweigh incentives to game the system #### Questions - can the community aggregate these remote or gig jobs that could be absorbed into the task system and not worked by any one individual? Is this an entirely different concept of labor?