We feel that community requirements should be met inhouse by residents owners. This outlook is based on our views that employment options will diminish, that meaningful work dignifies life, and that ownership increases commitment.
To ensure resident skills in specific areas of the physical infrastructure, like plumbing, wiring and air conditioning, we think that future resident-owners should be integrated as craft apprentices within the construction phase of any SRN building project.
Post-construction maintenance routines would include transferring skills to younger members to ensure their maintenance across generations. Generally, all Work Groups would not only provide goods and services but also train their successors.
Skills honed by residents in-house might be used in the marketplace to earn income for individuals or within community enterprise groups selling goods and services in their region.
Founding documents would include making the equitable distribution of work among members a critical responsibility. Residents would be encouraged to find their own equilibrium between community-based equal-value work hours and market-valued work hours. The former encourages solidarity based on the equal value each hour of each members life. The latter permits individuals and families to pursue their unique goals.
The Education Work Group would translate the community’s visceral social and technical self-understanding into a mentoring curriculum that could serve K-12 students, adults seeking marketable skills and in-house enterprise.
We think the sharing culture with its natural penchant for encouraging leadership and skills throughout the community, would be the optimal social matrix for achieving a dynamic balance between in-house and marketplace employment.