V3-3.00|

01| PI Production is the part of IkoCiti where the talking stops. Everything before it — the events, the awareness, the stakeholder maps, the MM360 strategy — exists to make this possible: a Maveriq designs something the barrio needs, someone pays for it, it gets built, and the person who built it gets paid. That is the whole machine. Everything else is scaffolding around it. 02| We call it the Factory because the word is honest about what it is. A factory does not produce in

01| Every project moves through the same five stages: Creation, Transaction, Implementation, Consumption, Curation. Not because uniformity is elegant, but because a rookie Maveriq needs to know what happens next. A pipeline that changes shape per project is not a pipeline; it is a set of favours. 02| Creation. An idea enters the First Draft Forum — deliberately not a proposal system. A first draft is allowed to be bad. It is posted, argued about, torn apart by people who know

01| Open a funded project and you find a plan made of tasks. Not phases, not workstreams — tasks, each one small enough that a single person can be held responsible for it and each one carrying a stated reward. 02| Every task has a Direct Responsible Maveriq. One name. Shared responsibility is how tasks die quietly in every organisation ever built, and a barrio team of eight friends is more vulnerable to it than most, not less, because nobody wants to be the one who names the

01| A project that finds no buyer earns zero. Everything in PI Production runs into this rule, and most people's first reaction is that it is harsh in a place that has had enough harshness. 02| Take the objection seriously, because it is a good one. We are asking people with no financial buffer to invest unpaid hours in designing something that may be rejected. A middle-class professional does speculative work with a mortgage behind them and a salary underneath. A barrio resi

01| Some things the barrio cannot build yet. A water treatment system, a licensed electrical installation, a clinic that meets health regulations — these are not problems that community motivation solves. Insisting otherwise, in the name of empowerment, is idealism that gets people hurt. 02| So PI Production runs three models, all listed on the same PI Exchange, all subject to the same competitive logic. No guaranteed funding in any of them. 03| PI — Maveriqs only. The primar

01| Money goes into a poor community. A programme runs for three to five years. Schools get built, wells get dug, farmers learn techniques, health workers get trained. The endline assessment records success. The organisation leaves. And then, quietly, the gains start to come apart. 02| The sector calls this the sustainability gap. A more honest name is impact evaporation. 03| The mechanics are not mysterious. The standard endline evaluation is run in the final weeks of a proj

01| The sector's answer to evaporation is a promise: we will make sure it lasts. Ours is a line item. 02| In PI Production, follow-up and maintenance are projects. Not obligations, not commitments, not a paragraph in the exit strategy — units of production with a design, a listing on the Exchange, a budget, a team, task rewards, and a delivery date. The same five stages as any other project. The same possibility of rejection. 03| This is the single most consequential design d

01| Follow-up projects are the mechanism. They are not the whole defense. IkoCiti runs five, and they are layered deliberately, because evaporation has more than one cause and a single countermeasure would leave the others open. 02| First: MM360, against fragmentation. Impact evaporates when projects are designed in isolation — a well here, a training programme there, a clinic somewhere else, connected by nothing but a funding cycle. MM360 is the long-term barrio strategy tha

01| Everything in this book part rests on one claim: IkoCiti's impact does not evaporate. If that is false, the differentiation collapses and we are an unusually well-designed version of what already exists. So anti-evaporation measurement is not a reporting function. It is the test of the thesis. 02| Most organisations do not run it, and the reason is not laziness. Measuring evaporation means following people for years, which is expensive; being honest about outcomes, which