# A contribution-based multi-stakeholder coop - A commons of capability
> The operational characteristics in this section are stewarded by the work organisation/mission/governance circle.

### Membership of meet.coop is in two non mutually-exclusive classes . .
- User members (organisations or individuals, making **financial contributions** to the project, assigned account logins under a fair-use agreement); and . .
- Operational members (organisations or individuals, **contributing work** and/or material means to the project)
### meet.coop is under contribution-based governance as distinct from traditional ownership-based . .
- Our working practice is designed to artfully combine, and carefully value and reward, **multiple contributions**:
- - *funding* from supporters/users
- - *paid work* to maintain operational processes and meet commitments; and
- - *volunteer work* in development, operations, user relations, strategic steering and the care work of weaving, in general.
- Day-to-day governance is located in **circles** of operational contribution (supported by a **‘permanent assembly’** in the online forum), alongside longer-term mission-development and steering through a **general assembly** of all contributors. Plus a weekly **'all-hands'** meeting.
- Mentoring and other onboarding support is organised for enabling the effective, informed contribution of new members in the circles.
### meet.coop runs in multi-stakeholder working mode . .
- It combines the ethos of both a **consumer coop** and a **producer coop**, and . .
- Mobilises a practical capacity to weave together specialised **tech excellence** and 'vernacular' **literate user** capabilities and insights, at all levels of steering and decision making.
### Contribution accounting is at the heart of the practice . .
- Openvalue accounting, ensuring transparency and **certifiably fair** and honest handling and distribution of money . .
- In support of active and explicit valuing of diverse contributions, notably including **care work** (‘weaving’, wellbeing work, evolutionary work) alongside operational work; and
- The cultivation of diverse **contributing voices** in the coop, which reflect the evolving economy that the coop serves.
### Circles are the mode of operational organisation . .
- Running on sociocratic **principles** of consent-based, agile, executive action, within . .
- A three-way **division of work** between circles. This structure will be appropriately evolved over time, as both demands and available work-contributions increase.
### We equip ourselves with 'tools for conviviality’ which operationally support the above . .
- **Digital tools** for collaborating, account handling and contribution accounting . .
- **Cultural tools** for facilitation, consent-based practice and the conduct of permanent and general assemblies; and . .
- Means of **systematic learning** and visioning, including an organisational handbook, to support incoming contributors and operational development.

---
>The work organisation circle is responsible for the operation and development of all the above. Tacitly, all of these practices together constitute a **commons of capability**: the combined capability of the coop's operational and user members.

The rationale of this commons and its stewarding is to make a **social and economic contribution** to urgent issues of our generation that profoundly affect the wellbeing and freedoms of our grandchildren’s grandchildren.