Capable Interdependence

Founding Framework - Version 0.1

Principles for a modern village

Status: Public discussion draft Published: July 2026 Document owner: The Capable Interdependence founding project

The opposite of dependence is not isolation. It is capable interdependence.

This framework is a proposal, not a sacred text. It does not create membership, investment, housing, employment or governance rights. It is not an offer or solicitation of funds. It records the beliefs and design constraints that should guide the project while legal structures, founding documents, economics and a first site are still being developed.

Nothing here is beyond criticism or revision. Changes should be dated, explained and measured against the rights and purposes stated in this document.

1. The founding idea

Modern society is extraordinarily effective at delivering individual products and services. It is less effective at creating the conditions for a coherent human life.

We have more convenience but less capability. More communication but less belonging. Extraordinary professional specialization, yet little understanding of the systems supporting ordinary life. Housing, work, health, food, care, learning, friendship and purpose are treated as unrelated categories, and people spend much of their time travelling between them.

Capable Interdependence proposes a different arrangement: private lives supported by shared capability, meaningful work, preventive health, resilient infrastructure, responsible comfort and accountable institutions.

The objective is not to guarantee a good life. It is to design conditions in which good lives are more likely.

2. The central thesis

Absolute self-sufficiency is neither realistic nor desirable. Human life depends on cooperation, specialization, trust and exchange.

The problem is not dependence itself. The problem is dependence on systems that are distant, fragile, opaque or unaccountable.

Capable interdependence means:

People develop useful individual abilities.
The community understands and can maintain essential systems.
Important dependencies are visible and accountable.
Essential systems have alternatives and manual fallbacks.
Shared resources increase freedom rather than compel conformity.
Members remain connected to the wider world by choice.

A capable person does not need to know how to do everything. A capable community does need to know how to do the things that matter.

3. What this is not

Capable Interdependence is not:

A religion or mandatory theology.
A commune requiring the surrender of private property or identity.
A survivalist organization built around fear of collapse.
An anti-government, anti-market, anti-city or anti-technology movement.
A founder-controlled society.
A promise of utopia, profit, residency or permanent harmony.
A place where every person must work for the same organization.
A system in which criticism or departure is treated as betrayal.

Members may hold different religious, political and philosophical beliefs. They are joined by an operating agreement about how to build a healthier, more capable and more accountable community - not by obedience to one worldview.

4. The diagnosis

Fragmentation

Work, home, health, food, education, care, recreation and friendship are organized as separate systems. The resulting friction is treated as normal.

Learned helplessness

Convenience removes many opportunities to build practical judgment. A person can be successful in a narrow profession while feeling unable to repair, grow, maintain, navigate or respond when ordinary systems fail.

Modern life provides contact without always providing responsibility, familiarity or belonging. Proximity alone does not make a community.

Meaningless work

Many people cannot see who benefits from their effort or share meaningfully in the value they create.

Institutional fragility

Essential systems are often optimized for efficiency without sufficient redundancy, local knowledge or repair capacity.

Passive health

Health is too often addressed only after illness appears. Movement, food, sleep, mental health, friendship and prevention receive less structural attention than they deserve.

Accidental living

People make individual decisions about jobs, homes and purchases without ever designing the larger environment of their lives.

The project begins with one question:

What would life look like if the complete human environment were designed deliberately?

5. Twelve foundational principles

1. Human flourishing can be designed for

A good life cannot be manufactured, but physical and institutional environments can make health, belonging, agency, ownership and purpose more likely.

2. Freedom requires capability

Freedom is more than the absence of restriction. Practical agency depends on health, knowledge, resources, confidence and trusted relationships.

3. Privacy and community are complementary

Private homes, private finances, private relationships and the ability to withdraw are essential. Shared life should create opportunities for connection without erasing boundaries.

4. Every member contributes

Belonging deepens when people hold visible and respected roles. Contribution may be professional, domestic, technical, educational, social, creative or physical.

5. No person is only their occupation

A lawyer may become a gardener. A developer may learn first aid. A farmer may teach governance. A retiree may mentor entrepreneurs. A complete person should not be reduced to the market's current use for them.

6. Technology should increase agency

Technology should remove repetitive work, strengthen judgment, improve safety and return time to human life. It should not normalize surveillance, eliminate manual competence or hide consequential decisions.

7. Comfort is not moral failure

Beauty, excellent food, privacy, recreation and modern convenience are legitimate goods. The question is whether comfort is responsible, durable and supported without exploitation.

8. Health is shared infrastructure

Movement, nutrition, rest, preventive care, mental-health support and social connection belong in the design of the community.

9. Prosperity should create ownership

Members should be able to build savings, assets and independent economic security. The community must never make permanent financial dependence a condition of belonging.

10. Nature is a partner, not scenery

Land, water, soil, forests and biodiversity are living systems to be understood, restored and stewarded.

11. Institutions must be stronger than personalities

Leadership must be divided, reviewable, temporary and capable of transition. The institution should become less dependent on its founder as it matures.

12. All doctrine is revisable

Evidence, experience, democratic amendment and transparent reporting must be able to change both policy and doctrine.

6. Six forms of wealth

A good life contains at least six forms of wealth:

Physical wealth: Health, mobility, energy, nutrition, sleep and access to care.
Relational wealth: Family, friendship, intimacy, trust, mentorship and belonging.
Capability wealth: Skills, knowledge, judgment and confidence in solving problems.
Economic wealth: Income, savings, ownership, security and productive opportunity.
Environmental wealth: Clean air, water, food, nature, beauty and safe surroundings.
Purpose wealth: The knowledge that one's work and presence matter to other people.

A community that increases financial wealth while destroying the other five is not prosperous.

Every full member should receive enforceable rights and accept written responsibilities.

Member rights

Members should have the right to:

Hold personal beliefs without ideological testing.
Maintain private finances, property and secure living space.
Maintain outside relationships, travel and communications.
Seek independent medical, legal, psychological, tax and financial advice.
Understand compensation, budgets, conflicts and the use of shared funds.
Decline romantic or sexual attention without consequence.
Criticize leaders, policies and doctrine.
Participate in governance according to the adopted constitution.
Report misconduct through an independent process.
Leave without retaliation and receive whatever value is legally owed to them.
Remain free from humiliation, coerced disclosure and collective punishment.

Member responsibilities

Members should be expected to:

Contribute fairly to community life.
Respect the privacy and autonomy of others.
Meet agreed professional and stewardship obligations.
Develop practical capability beyond a primary occupation.
Participate periodically in preparedness and safety training.
Treat shared infrastructure responsibly.
Address disagreement without personal degradation.
Support neighbours experiencing temporary hardship.
Disclose conflicts and avoid using community relationships for private control.
Leave systems better than they found them.

Membership is demonstrated through conduct and contribution, not verbal loyalty.

8. Safeguards against control

Strong community concentrates more of what matters in one place. It therefore requires unusually strong limits on power.

No sacred founder

The founder has no claim to infallibility, revelation or permanent constitutional authority.

No permanent emergency powers

Exceptional authority must be narrow, documented, independently reviewed and subject to automatic expiry.

No control over private relationships

The organization cannot assign partners, control consensual adult relationships, direct reproductive choices or punish outside friendships.

No forced severance

Criticism from family or friends is not grounds for isolation. Outside relationships are a protection, not a threat.

No surrender of identity or accounts

The organization cannot hold passports, bank access, personal devices, identity documents or credentials as a condition of belonging.

No confession culture

Private history, trauma or vulnerability cannot become a currency for status, advancement or discipline.

No retaliation for departure

Leaving is not betrayal. Former members remain free to disagree publicly.

No unpaid dependency

Substantial work requires written duties, bounded hours, compensation and a departure process. Commitment cannot be measured through unpaid overwork.

No single point of control

Housing, employment, health information, discipline and finance must not sit under one person's authority.

Independent oversight

External reviewers must be able to examine financial conduct, rights complaints, emergency powers and leadership misconduct.

The test is not whether good leaders can operate the system. It is whether bad leaders can be prevented from abusing it.

9. The role of the founder

The founder is the first systems designer and steward, not a prophet.

Early legitimacy may come from developing the model, assembling people, raising resources, taking risk and demonstrating judgment. It does not create ownership of other people's lives.

Founder-specific authority should be written, narrow and temporary. It should diminish according to defined dates, membership thresholds and institutional readiness.

The founder's highest institutional obligation is to build a project capable of operating without him.

The founder covenant

I will not confuse authorship with ownership of other people's lives.

I will not treat criticism of me as criticism of the mission.

I will not use housing, work, health or belonging to compel loyalty.

I will disclose conflicts of interest and submit to the constitution I helped create.

I will develop successors rather than dependents.

I will accept that the project may evolve beyond my preferences.

10. The origin of the project

The project began with a systems question rather than a revelation:

Why do organizations design every part of an operation deliberately while most people must assemble an entire life from disconnected systems?

Capable Interdependence emerged through synthesis: community design, resilient infrastructure, preventive health, entrepreneurship, governance, hospitality, technology, land stewardship and the persistent human need to be known and useful.

The proposal is not that one person discovered a universal truth. The proposal is to build a prototype, measure it honestly and make it revisable.

11. The physical community

A capable village should feel neither like a subdivision nor a rustic commune.

It should combine:

Secure private residences.
Shared gardens, greenhouses and food facilities.
An excellent common kitchen and gathering space.
Workshops, studios and maker facilities.
Flexible offices and quiet work rooms.
Fitness, recovery and preventive-health spaces.
Guest accommodation.
Child-friendly and elder-accessible places.
Libraries, quiet rooms, trails and natural areas.
Food storage, water treatment, energy and emergency infrastructure.
Spaces for art, celebration, learning and reflection.

Buildings should be arranged to support natural contact without compulsory togetherness.

Enough proximity for spontaneous community. Enough privacy for a life of your own.

12. The first community

The first site is a demonstration, not the entire movement.

Public documents should describe its required characteristics without identifying or promoting a specific property while negotiations and diligence remain incomplete.

A first site should support beautiful private and communal life, productive work, food systems, workshops, hospitality, renewable and backup energy, winter and wildfire resilience, continued digital connection and constructive relationships with neighbouring communities.

The site must serve the model. The model must not become an improvised justification for a particular site.

13. Grid-optional living

The project prefers grid-optional to off-grid.

Grid-optional means using wider systems when they create value while preserving essential functions when they fail. It is connected by choice and resilient by design.

The community should build understandable redundancy in:

Heat and electricity.
Water and waste treatment.
Food and storage.
Communications and digital information.
Transportation and access.
Health and emergency response.
Fire safety and severe-weather readiness.
Financial and administrative operations.

Redundancy is not paranoia. It is responsible infrastructure design.

14. The economic model

A capable village must create value beyond its boundaries. It cannot depend indefinitely on member savings, donations or land appreciation.

The central economic proposition is:

Use the global economy to finance a stronger local life.

Potential enterprises include software, artificial intelligence, data, research, healthcare navigation, professional services, education, design, publishing, remote operations and venture creation.

Land-based activities - food, restoration, fabrication, workshops, hospitality and residential programs - give the village skill, identity and resilience. They should not be romanticized as the sole source of income for expensive infrastructure and professional salaries.

Members may also work for outside employers or operate independent businesses.

Membership is not employment. Employment is not loyalty.

15. Work and compensation

Commitment should never be demonstrated through unpaid overwork.

Substantial operational roles require:

Written duties and reporting relationships.
Defined hours and performance expectations.
Transparent compensation.
Time off and reasonable accommodation.
A dispute and appeal process.
A clear departure process.

Members may contribute a limited amount of shared stewardship to cooking, gardens, snow clearing, hosting, maintenance, safety practice or common-space care. Expectations should be written, scheduled, bounded and adjusted for ability, health, age and other contributions.

Shared stewardship cannot substitute for paid employment.

16. Ownership

No final ownership structure has been adopted. The framework establishes constraints that any structure must satisfy.

Land stewardship should be protected from impulsive sale or private appropriation.
Housing rights should not depend on personal loyalty to one leader.
Commercial ventures should have distinct ownership, compensation and liability arrangements.
Members should retain personal savings, belongings and outside investments.
No founder should personally control every residence, employer and essential service.
Contribution, membership, housing and employment should be legally distinguishable wherever practical.
Exit, transfer, inheritance, valuation and liquidity risks must be stated plainly in final documents.

The final structure may involve more than one entity. It must be developed with independent legal, tax, securities, land-use and accounting advice.

17. Membership path

Belonging should develop through experience rather than emotional pressure.

Visitor

A short stay with no recruitment pressure and no major financial decision.

Fellow

A defined residency involving work, learning and participation under written financial and housing terms.

Provisional resident

A longer period in which both the person and community evaluate fit, contribution, boundaries and conflict behaviour.

Full member

A resident receives the governance, housing and economic rights defined in final documents.

Steward

An experienced member may accept limited responsibility for mentoring, governance or institutional continuity.

Progression should be based on conduct, competence, contribution and mutual fit - never ideological devotion.

18. Who this is for

Capable Interdependence is likely to appeal to people who:

Value independence and community at the same time.
Want meaningful work and practical capability.
Enjoy nature without romanticizing hardship.
Want technology to serve human judgment.
Care about health, longevity and intergenerational life.
Are willing to contribute to shared systems.
Can tolerate disagreement and difference.
Prefer building alternatives to merely criticizing existing systems.

It is not suited to people seeking obedience, ideological sameness, permanent leisure funded by others, status without contribution or isolation from every outside disagreement.

19. Community culture

Culture should emerge from useful repeated practices rather than mandatory emotional performance.

The common table

One excellent shared meal each week can create familiarity, welcome visitors, surface practical needs and celebrate contribution. It should be encouraged, not compulsory.

The monthly assembly

Members review finances, infrastructure, safety, enterprises, policies, membership matters and disagreements.

Seasonal work and celebration

Seasonal gatherings combine stewardship, maintenance, food, art, music, teaching and public hospitality.

Skill exchange

Members teach one another practical and professional abilities: first aid, cooking, preservation, carpentry, finance, governance, gardening, AI tools, negotiation, repair, outdoor skills and communication.

State of the village

Once each year, the community should publish an account of finances, well-being, environmental performance, safety incidents, complaints, governance decisions, departures, failures and lessons.

Healthy institutions report failure as seriously as success.

20. Health

Health should be evidence-oriented, preventive and humane.

Community design can support primary-care access, assessment, mental-health services, strength, cardiovascular fitness, nutritious food, sleep, recovery, addiction support, healthy aging, rehabilitation, emergency response, time outdoors and social connection.

The project rejects medical misinformation, mandatory unproven treatment, moral judgment of illness and pressure to reject qualified outside care.

Health information belongs to the individual. Community access must be minimized, consent-based and separated from discipline, employment and ordinary governance.

21. Food

Food is both infrastructure and culture.

The village should produce a meaningful portion of appropriate food while continuing to trade for what cannot be produced efficiently or enjoyably on site.

Priorities may include greenhouses, hardy crops, herbs, fruit suited to the climate, eggs and appropriate animal products, preservation, cold storage, excellent kitchens, emergency reserves and relationships with nearby producers.

Self-reliance does not require theatrical purity. Coffee, citrus, spices, grains and other desired foods can arrive through trade.

The goal is quality, resilience, skill and hospitality.

22. Children and education

Children are members of the community but not property of the movement.

Parents retain primary authority and responsibility. Children must have recognized education, contact with the wider world, age-appropriate privacy, protection from compulsory ideology, independent reporting channels and the ability to pursue lives outside the community.

Education should combine academic foundations, critical thinking, digital literacy, practical skill, nature, art, movement, financial understanding, civic participation and emotional development.

The success of education is not measured by whether children remain. It is measured by whether they become capable adults who can choose freely.

23. Elders

A strong community does not segregate older people from meaningful life.

Elders may contribute through mentorship, childcare, teaching, governance, cooking, craft, history, emotional support and professional guidance.

The community should plan for accessible housing, mobility, care coordination, social participation, aging in place, end-of-life decisions and caregiver respite.

Care is a shared responsibility, but caregivers still need compensation, training and rest.

24. Technology and artificial intelligence

Technology should remove friction so people have more time for human life.

It may support infrastructure monitoring, preventive maintenance, energy management, food planning, learning, healthcare navigation, scheduling, enterprise operations, knowledge management and emergency response.

The following constraints apply:

People should know when AI is being used.
Consequential decisions require accountable human authority.
Personal data should be minimized.
Surveillance should never become the default.
Automated systems should be auditable and challengeable.
Essential infrastructure needs manual fallback procedures.

The objective is not to automate community. It is to automate unnecessary friction.

25. Governance

Governance should combine democratic legitimacy, professional competence, independent review and clear delegation.

Community assembly

Full members decide constitutional questions, major commitments and elected leadership according to defined voting thresholds.

Stewardship council

Term-limited representatives guide ordinary policy and community priorities.

Professional management

Qualified people operate finance, health, energy, safety, infrastructure and commercial enterprises under written mandates.

Independent ethics and audit

An oversight body reviews conflicts, financial conduct, complaints, emergency powers, member rights and leadership behaviour. Some members should be independent outsiders.

Citizen review

Randomly selected or rotating members may review major disputes, long-term proposals and institutional performance.

Democracy does not eliminate the need for competence. Expertise does not eliminate the need for accountability.

26. The decision test

Important decisions should be evaluated through six questions:

Does this increase or reduce member agency?
Does this distribute or concentrate power?
Does this strengthen resilience?
Does this create real value?
Does this preserve meaningful choice and exit?
Would we consider this fair if it were decided by leaders we disliked?

The sixth question is the most important.

27. Conflict

Disagreement is not disloyalty. A healthy community expects conflict and creates routes for addressing it.

The ordinary escalation path should be:

Direct private conversation where safe and appropriate.
Facilitated conversation.
Formal mediation.
Written review.
Independent adjudication.
Appeal where final documents permit it.

Serious misconduct, harassment, abuse, safety threats and power-imbalanced complaints require independent processes and must not be forced through informal conversation.

Public humiliation, factional punishment and compelled reconciliation are prohibited.

28. Relationship with the outside world

Capable Interdependence is outward-looking.

Members may travel, vote, publish criticism, invite guests, work for outside employers, operate outside businesses, use outside schools and healthcare, and participate in external organizations.

The community should form constructive relationships with Indigenous communities, neighbours, local residents, farmers, tradespeople, emergency services, educational institutions, healthcare providers, researchers and other intentional communities.

The first village should be known as a responsible neighbour, not an enclave.

29. Political scope

The project does not require a unified national political ideology.

Its shared civic commitments are limited but firm:

Human dignity.
Freedom of conscience.
Democratic accountability.
Rule of law.
Evidence-oriented decision-making.
Personal autonomy.
Protection from discrimination.
Environmental responsibility.
Transparent institutions.
Peaceful transfer of authority.

The community should focus on building functioning local systems rather than requiring agreement on every controversy.

30. Spirituality and meaning

People seek meaning, gratitude, transcendence and connection. The project does not prescribe a theology.

Members may practice an established religion, personal spirituality or no religion. Shared reflection may address mortality, responsibility, nature, service and the lives of past and future generations.

No spiritual teacher receives automatic governance authority. No belief overrides member rights.

31. Language

Language shapes institutional culture.

Preferred words include member, resident, steward, fellow, neighbour, contribution, capability, interdependence, resilience, practice, experiment, evidence and revision.

Words that should trigger caution include follower, disciple, chosen, awakened, pure, unworthy, outsider, enemy, surrender, obedience, betrayal, heresy and destiny.

The project does not divide humanity into those who understand and those who are beneath understanding.

32. Visual identity

The identity should feel warm, intelligent, natural, optimistic and competent. It should be premium without ostentation, future-facing without sterility and grounded rather than mystical.

The working symbol is an incomplete circle formed by distinct lines. Each line retains its identity while contributing to a stable whole. The opening represents freedom of movement, connection to the wider world and an unfinished human project.

There should be no mandatory clothing, badges, uniforms or founder portraiture in shared institutional spaces.

33. Name and institutional identity

The philosophy is called Capable Interdependence. The phrase describes the operating idea rather than a founder, property or promised development.

The legal entity, village name and future network name remain separate decisions. A philosophy should not be mistaken for a securities issuer, a landholding entity, a housing right or a guaranteed project.

The institutional identity should become more durable and less personality-dependent over time.

34. Core sayings

The opposite of dependence is not isolation. It is capable interdependence.

A full life, by design.

Modern comfort. Human capability. Shared purpose.

Connected by choice. Resilient by design.

Every member should be needed. No member should be trapped.

Technology should return time to human life.

Community should make individuals stronger, not smaller.

Comfort without capability creates fragility.

Capability without community creates isolation.

Community without freedom creates control.

The message must never become more important than the people it is meant to serve.

35. The creed

We believe human beings flourish through freedom, belonging, capability and purpose.

We believe privacy and community can coexist.

We believe every person should be able to contribute and every honest contribution deserves respect.

We believe technology should strengthen agency rather than replace judgment.

We believe health should be cultivated before illness demands attention.

We believe prosperity includes time, relationships, knowledge, security and a healthy environment.

We believe communities should understand the systems on which they depend.

We believe leadership must remain accountable and doctrine must remain revisable.

We believe people must remain free to leave.

We are not withdrawing from the world. We are creating another way to live within it.

36. Measures of success

Success should not be measured primarily by follower count, acreage, media attention, founder prominence, property value, revenue alone or member retention at any cost.

The project should measure:

Physical and mental health.
Strength of relationships and trust.
Personal savings and ownership.
Development of practical capability.
Quality and fairness of departures.
Financial sustainability and reserves.
Environmental improvement.
Infrastructure resilience.
Governance participation and complaint handling.
External value created.
Successful leadership transition.
Ability to reproduce the model without personality control.

A community with impressive growth but unhealthy members has failed. A community whose members are afraid to leave has failed. A community that cannot survive its founder has failed.

37. The minimum viable village and the Founding Twelve

The project should begin with a group small enough to build trust and large enough to contain independent judgment and complementary capability.

The current founding campaign seeks twelve people prepared to contribute judgment, patience, operating ability and, subject to diligence and final documents, a contemplated CAD $1M contribution.

The founding cohort should include experience across operations, construction, food, health, finance, technology, energy, education, hospitality, governance, safety, entrepreneurship and community facilitation.

It must not consist entirely of people personally dependent on or employed by the founder.

No contribution is accepted through the public website. No person becomes a member, investor or resident by submitting an expression of interest.

38. Development path

Phase zero - doctrine and institutional design

Finalize the framework, constitutional principles, rights, legal options, economics, acquisition gates and independent oversight.

Phase one - founding-group practice

Test meetings, decision rules, shared work, privacy, conflict, meals and practical collaboration before treating them as proven.

Phase two - operating demonstration

Test revenue, boundaries, departures, infrastructure responsibilities and governance through temporary residencies, leased facilities or structured programs where feasible.

Phase three - first permanent site

Acquire or develop a site only when the legal structure, capital, diligence, operating reserves and institutional capacity are credible.

Phase four - replication

If the first model works, create additional villages around shared rights, measurement and operating knowledge rather than expanding one settlement indefinitely.

39. Conditions for acquiring a first site

A major property should be acquired only when:

The governing documents and legal entities are sufficiently developed.
Independent advisers have reviewed the capital and ownership structure.
Site use, access, title, water, waste, building, environmental and land-use issues have been investigated.
Insurance, wildfire, severe weather and emergency risks are understood.
The acquisition does not consume required construction and operating reserves.
Housing expansion and intended uses are legally and financially feasible.
The founding group has demonstrated an ability to make decisions and resolve conflict.
A credible operating plan exists beyond the property purchase.

Public materials should not identify a target site before disclosure is strategically and legally appropriate.

40. The ultimate vision

The long-term ambition is not one secluded settlement. It is a recognizable category of modern village where people can become healthier, more capable, more connected, more economically secure, more useful to others and more personally free.

Different villages may emphasize families, entrepreneurship, healthy aging, education, agriculture, creativity, healthcare, climate resilience, research or remote work.

The common foundation remains capable interdependence: private lives, shared capability, productive work, resilient systems and accountable power.

41. The founding manifesto

Modern life has given us extraordinary tools. It has also separated many of us from the people, skills, systems and places that give life coherence.

We do not believe the answer is to reject civilization. We believe the answer is to become more capable participants within it.

We will build communities where people know their neighbours, understand their infrastructure, contribute to meaningful work and retain ownership over their lives.

We will use technology without worshipping it.

We will pursue health before crisis.

We will share resources without eliminating privacy.

We will prepare without living in fear.

We will create prosperity that includes relationships, time, knowledge, nature and purpose.

We will respect leadership without surrendering judgment.

We will build institutions strong enough to survive their founders.

We will remain connected to the world while developing the ability to withstand disruption.

We will not demand identical beliefs. We will ask for honest contribution.

We will not promise perfection. We will practice improvement.

We are not leaving modern life behind.

We are building the modern village it forgot to include.

Document status and change control

Version 0.1 is the first public framework. It is descriptive and aspirational, not legally operative.

The next companion document is the Constitution & Operating Charter - Version 0.2, a consultation draft translating these beliefs into proposed governance, membership, work, oversight, conflict and exit rules.

Material changes to this framework should identify:

What changed.
Why it changed.
Who approved the change.
Which rights, risks or measurements are affected.
When the next review will occur.

The complete Founding Framework.