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LETSKRING WIER
WIERINGERLANDS INTERACTIVE ECONOMIC EXCHANGE SYSTEM
Schoener 50, 1771 ED Wieringerwerf
Chamber of Commerce,
Edition 05 : 09 November, 2014.
((French).)(In
preparation).
This work is
licensed under a Creative Commons
Attribution-Non-commercial-Share Alike 3.0 Licence.
AVAILABLE ILLUSTRATIVE INFORMATION.
Transition Town, Wieringermeer,
management structure.
Short illustrated LETS course.
Local exchange system : vertical structures.
Local exchange system : responsibilities and the division of tasks.
Complete
information on LETS Kring Wier (in Dutch).
00. CONTENTS.
00. Contents.
01. Where do we
want to go?
02. What is a
transition town ?
03. What do we
need?
04. Which types of
cell do we use?
05. How do we do
it?
06. Interest- and
cost-free micro-credits.
07. Relationships
with the Town Council and formal institutions.
08. What risks are
there ?
09. The management
structure.
10. The local
exchange system (Letskring Wier).
11. Some advantages
for members.
12. Costs.
01. WHERE DO WE WANT TO GO ?
We want to create a
- to reduce our
ecological footprint and
- to improve the
quality of life of our citizens through
- their general
mobilisation , this
- on the basis of
their voluntary non-competitive cooperation with other LETS groups and transition
towns. ( Transaction balances between groups always tend to zero).
“An
ecologically viable future will rely on many kinds of work that are typically
undervalued, or not considered work at all— caring for people and
ecosystems; building communities; learning and educating. …. done right,
a re-evaluation of work from an ecological perspective could elevate the unpaid
work of making a social, liveable world.” (A.Battistini, Alive in the Sunshine, Jacobin Magazine,
02. WHAT
IS A
Localisation involves the local production of as
many goods and services as possible, and their consumption as close as possible
to their place of production.
Small-scale activities are essential for a healthy community where
producers and consumers of goods and services know each other and are in a
position to coordinate their use well.
The following notes have been taken from website www.transitiontown.nl and translated. An English version of the website
is also available.
“A
“Transition Towns seek to create waves of small-scale, social and
payable solutions to promote a switch to a fully sustainable world. Independent
popular citizens’ action can break through political and economic
barriers. They give people a chance to contribute and take part in the change
towards a better, healthier and happier World.
“Transition Towns promote a cultural change in which people,
biodiversity and flexibility are central.
So that we can organise a strong, healthy, and peaceful reaction in the
presence of energy, climate and economic crises. We strive for the timely
achievement of a practical, attractive world with less energy, fewer goods and
less money.
Transition Towns therefore develop the power and flexibility of local communities.”
Transition
Towns “are a response to the relentless exploitation of natural resources
– an alternative offering smaller, local scale communities that are less
reliant on long supply chains and fossil fuels. Transition town initiatives
vary, but in general they are intended to counteract the idea that growth
should not continue to be the sole goal of economic choices. Supporting local and community-shared
production and clean energy strengthens community relationships and stimulate
well-being, social justice and resilience.” (Harmony with Nature, Draft report of the
Secretary-General of the United Nations to the 68th session of the
United Nations General Assembly, Item 19 of the preliminary agenda, item (h),
New York, 26 July 2013.)
“[Transition Towns] are citizen-driven processes
for transforming the local community into a more sustainable one. Local
transition initiatives raise awareness,
connect with existing groups including local
government and hold focused events to examine the sustainability of their community.
Groups initiate and implement practical projects, such as community supported
agriculture, shared transport, local currencies, tool libraries, energy saving
clubs, urban orchards and re-skilling classes. More experienced groups organise
community-wide visioning processes and begin creating formal Energy Descent
Plans and start local energy companies, social enterprises and cooperative food
businesses.” (Mont O. and others, Improving Nordic policymaking by dispelling myths on sustainable
consumption, Nordic Council of
Ministers, Copenhagen, 2013, p. 82.)
03. WHAT
DO WE NEED ?
The five elements
needs are (taken from www.platform31.nl) :
Spirit –
motivation to give form to initiatives.
Contact
– with neighbours, and local organisations and authorities.
Empathy –
leaders who understand the local people and follow up their initiatives
properly.
Establishment
– in the community, accepted by the town council; cooperation with local
businesses; involvement of young people, especially women, authorities that are
willing to cooperate.
Equipment - means,
time, capabilities.
04. THE FIVE CELL TYPES WHERE ACTIVITIES
CAN TAKE PLACE:
The four cell-types
needed for activities in a typical
Cell type 1 :
Neighbourhoods and centres.
Cell type 2 :
Clubs, school classes, and charitable organisations.
Cell type 3 :
Schools.
Cell type 4 :
Businesses.
Cell type 5 : Local
councils and authorities.
Cell type 1 : Neighbourhoods and centres
Neighbourhoods with
+/- 100 homes +/- 250 inhabitants. [ Basic sociological base groups according
to R. Dunbar, Grooming, gossip, and the evolution of language, Faber and Faber,
Each neighbourhood
has a small, youthful, energetic steering group, preferably with a majority of
women.
Centres are groups
of neighbourhoods. They will usually form distinct (separate) residential-commercial-industrial
areas settlements such as villages and small towns . The
All types of cells
cooperate with each other. Neighbourhoods with neighbourhoods. Centres with
neighbourhoods. Centres with centres.
This is an example
base don the Wieringermeer (part of
the Hollands Kroon Council area):
Illustration
of a Transition Town nucleus : Example for the Wieringermeer.
We do not need to
profit from our “capital.” We can share out things with others,
both inside and outside the LETS system described in section 10 below..
Think for example
of :
Gratis recycling in
groups living in a given street, eventually with periodical “really
really free” markets.
Gratis give-away
shop.
Swap libraries.
Pass-on and
exchange groups for equipment, art works, clothes and similar.
“Freeskilling”
groups– intra-group transfer of individual skills like bike maintenance,
plumbing, food gathering, knitting,
software programmes]
Gratis hugs.
For a few possible
(common) activities for cell type 1 see :
A list of typical activities for
cell 1 type structures.
They include gifts of time (local exchange units) allowing family members
friends and groups to subsidise the elderly, the handicapped and the ill who
consume goods and services but are unable to earn (enough) local exchange
points to pay for them. That way the needy are provided with a multi-tiered social support system.
Cell type 2 : Clubs , school classes and
charitable organisations
Each
accepting club, class or charitable organisation (and with them all their
members) can participate fully in the local exchange system set up, so that the
cost of services provided for the group can be distributed amongst its members.
Members , clubs and organisations are all in turn free to make use of the local
exchange system in the normal way.
Cell-type 2
organisations do not receive an initial local LETS quota of 500 units. This is
because they themselves do not actually produce anything. Services are provided
by their members, all of whom are individually awarded (once only) the initial
quota of 500 units when they join the system.
Costs expressed in
the local exchange unit run up by clubs, classes or charitable institutions can
be divided amongst their members who can perform return service within the
local exchange system as a whole.
School classes are
considered as cell type 2 clubs.
Here are a few
examples of services volunteers might provide their local foot-ball club :
Buildings –
maintenance (where necessary with permission and contribution of the town
council).
Canteen -
maintenance and cleaning
Canteen - staffing.
Ground maintenance.
Maintenance of
buildings Referees.
Preparation
training sessions and matches.
Purchases.
Shower and dressing
areas, cleaning.
Training activities
Transport.
Washing/ironing
sports clothes.
Any other
activities needed !
Cell type 3 : Schools
There is one group for
each school, eventually one for each class. In that case all parents would
become participants in the local LETS system.
The transaction
costs of the school (or class) are divided amongst the parents. Individual
parents can earn credits within the local LETS system in the normal way.
Individual school
classes are normally considered and classified as clubs.
Cell-type 3
organisations do not receive an initial local LETS quota of 500 units. This is
because they themselves do not actually produce anything. Services are provided
by parents, all of whom are individually awarded (once only) the initial quota
of 500 units when they join the system.
Cell type 4 : Businesses.
Businesses can also
participate as such in the local LETS system. In that case all members of
management and staff would become participants in the local LETS system. For
participating businesses, agreements need to be made with the tax department
because, under the present financial system, professional activities are
subject to taxation however they are carried out.
Businesses do not
receive an initial local LETS quota of 500 units. This is because they
themselves do not actually produce anything. Services and labour are supplied
by management and staff, all of
whom are individually awarded (once only) the initial quota of 500 units when
they join the system.
Group activities
amongst employees are organised as cell-type 2 initiatives, the same way as
clubs.
Cell type 5 : Town council and local
authorities.
Town councils (eventually
their individual departments) and organisations such as water boards can join
the local LETS system.
05. HOW DO WE DO IT ?
01. Systems are
gradually built up beginning with a couple of quarters and/or a couple of clubs
for just a few activities in one district centre.
02. Cells can be quarters, clubs, businesses, schools etc..
03. Start the local
exchange system up. Children can participate from the age of 13, provided they have their
parents’ permission.
04. Find a few
(3-5) young(er) leaders ( if possible with
a majority of women) to lead integrated activities in each quarter ( +/-
100 homes, 250 people) or other cell-type that all residents, members of the
local exchange system, can participate in. Participation is never
compulsory, but should be made as attractive as possible. No-one is
“forced” to make use of the structure.
05. Seek the cooperation of the local council. Examples might be an exemption from the costs of green rubbish collection; making some public places available; a water source; eventually one or more activity facilities.
07. Seek agreements with sports and other
to solve their problems in finding volunteers for their activities. There
may easily be +/- 200 sports clubs
in each system with 50.000 people, plus numerous other associations and NGOs.
Their members can all be independently grouped, “volunteer” work
paid in local exchange units and the related debits distributed amongst all of
their members.
08. Residents in
each of the residential centres can similarly grouped and the local unit cost
of transactions and initiatives split up and shared in any kind of combination.
09. All transactions re administered under the local exchange system created.
10. Local
residential centres, residential quarters, clubs, businesses etc, are all
independent cells within the local exchange system.
11. The independent
cells can cooperate in all sorts of combinations.
12. Members of an
organisation living in specific local centres can also be grouped
independently.
13. Social support
is built into every cell, local centre etc.
14. Start slowly,
beginning with a couple of residential quarters and/or clubs.
15. Third party
insurance policy is needed. Where possible extend existing local council policies
to cover all operations under the
17. Active leaders
automatically qualify as organisers for activities in new cells and systems.
(Concept of elf-education).
06. INTEREST-FREE, COST-FREE MICRO-CREDITS
FOR PRODUCTIVITY PURPOSES.
The micro-credit
systems in quarters, local centres, main centres, and/or at general system
level can be set up.
Example : quarter
with 200 adult members.
Euro 5 per person per month. The amount
available the first month is Euro 1000. This amount increases every
month. The system includes a system for guaranteeing full repayment of
loans. The repayment period is in principle decided by the borrowers.
Administration
costs are settled under the local exchange system.
Cooperative group
purchasing clubs can be started up. One example is to cover energy requirements
locally.
The formal money
(Euros) invested remain in circulation inside the system. Financial leakage out
of the
07. RELATIONS WITH THE LOCAL COUNCIL AND AS
APPLICABLE WITH OTHER AUTHORITIES.
The town council should itself
become a member of the local exchange system.
Groups and individuals can
carry out work for the council against payment in local currency units. The
local council can obtain its credits in local exchange units by allowing some
of its services to be paid in local exchange units. Otherwise, the local unit
costs can be split up amongst all members of the system or amongst the members
of quarters, clubs etc.
Examples : collection of stray
rubbish; management of local animal gardens; help with maintenance of parks and
gardens; management of unused areas.
08. WHAT ARE THE RISKS INVOLVED?
Some risks :
Lack of clarity in
the tasks passed on to participants.
Failure to delegate
responsibility to participants.
Deliberate or
unintentional exclusion of particular groups and interests.
Insufficient
support from members; insufficient demand for support by the leaders.
Dominant attitudes
of some leaders, especially experts
Insufficient time
dedicated to evaluation.
Too many meetings,
too little action.
Lack of pleasure
during meetings.
Activities should always be "fun".
09. THE MANAGEMENT STRUCTURE.
Transition Town, typical management structure.
10. THE LOCAL EXCHANGE LETS SYSTEM.
A Powerpoint presentation is available. See : Short illustrated course on the planned local exchange
system.
Participation includes in
principle all system residents 13
years and older. Residents do not need to use the system.
Participation starting at 13th
birthday, children under 18 with the permission of their parents.
Transactions can take place
between individuals, individuals and cells, local centres, council and
authorities , and all of these amongst each other.
Transactions between local
exchange systems and other
Transition Towns possible.
Individual members start with
500 units, or 50 hours against an average charge of 10 units an hour.
The number of local exchange
units in circulation in each system is therefore constant. It changes only with
increases (or decreases) in the number of residents (members).
Members who are not persons
receive no local units on start-up, as they do not themselves perform any
work. Their credits and debits are
shared amongst their members. Distribution of credits and debits is principle
made on a monthly basis according to an annual plan provided by the
non-personal members. The administrators of the local exchange system are
always free at their discretion to distribute credits and debits more or less
frequently than one month.
Local exchange system : vertical structures.
Local exchange system : responsibilities and the division of tasks.
Short illustrated course on the planned local exchange system.
11. ADVANTAGES FOR MEMBERS.
Some advantages are :
Activities should be fun.
With the cooperation of the
local council. Halve the cost of rubbish collection . (Advantage +/- €
200 per family per year.)
Use of the services of other
members.
Enjoy the use of all sorts of
services without the need for formal money (Euros).
Buy fruit vegetables diary and
meat within the local exchange system, with a saving of up to € 20 per
family per week (€ 1000 per
year).
Use of cooperative purchasing
groups.
Improve the quality of life
especially of people with a minimum income, the ill and the handicapped.
Make use of unused spaces, in
some cases against rental payments expressed in local exchange units.
With the agreement of the
council, use public spaces for productive and social purposes, in some cases
against rental payments expressed in local exchange units.
Availability of cooperative
interest-free, cost-free loans for productivity purposes.
Improve social contacts.
Availability of social security nets for members.
A small price in local
exchange units is paid for urine collected.
Volunteers are well paid for
their work.
Unemployed can use their time
usefully and improve their quality of life.
12. WHAT ARE THE COSTS ?
Formal money requirements for
start-up and management are minimal.
A simple database programme
can be run offline. The same
applies to the cooperative micro-credit system.
Second-hand computers can be
used, or members’ computers hired for local exchange units.
Één
online computer voor het beheer van contacten met leden en derden.
An internet subscription with
website access. To start with a member’s website could be used.
Office articles : one or more guillotines for paper, one
or more strong staples, one or more printers fro transaction slips.
Paper for transaction slips
and documents.
Toner for printers.
Staples for transaction slips
books.
Perforator for transaction
slips.
Power for computers, lighting.
Heating as required.
Telephone costs.
Travelling costs (fuel). These
are minimal and most activities are local for which bicycles can be used.
This work is
licensed under a Creative Commons
Attribution-Non-commercial-Share Alike 3.0 Licence.