n.V3-3.02 | FIVE STAGES
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 the street it concerns, and rebuilt. Ideas that survive the Forum move to the Idea Marketplace, where they can be picked up, combined, or adopted by a team other than the one that thought of them. Ownership of an idea is weaker here than in most systems, on purpose. The barrio does not need protected intellectual property. It needs the good ideas to find the teams capable of executing them.
03| Transaction. The project is documented properly and listed on the Peoples' Impact Exchange. This is the moment the project meets the market. Documentation is not bureaucracy; it is the only thing an impact buyer can evaluate. A team that cannot state what it will do, by when, at what cost, and how anyone will know whether it worked, has not finished designing.
04| Implementation. The build. Tracked through weekly and monthly reporting — light, structured, and mostly automated by the platform, because reporting that eats the Maveriq's evening is reporting that will be faked by month three. What we want visible is drift: the project that quietly stopped moving four weeks ago while everyone assumed someone else was on it.
05| Consumption. Somebody uses the thing. This is the stage the traditional sector treats as the end and we treat as a measurement point. Customer surveys and appreciation indices ask the people the project was for — not the funder, not the implementer — whether it is any good. A renovated square that nobody sits in is a completed project and a failed one, and the system should be able to say so out loud.
06| Curation. Quality control by speculation. SpecMavs stake positions on which listed projects will deliver, in something structured like an investment game. This sounds like a gimmick. It is the opposite: it converts the private opinions of experienced barrio people — who is serious, which team finishes what it starts, which design has a hole in it — into a public signal that impact buyers can read before they commit money. Reputation in the barrio already exists. Curation makes it legible.
07| The five stages are the skeleton. What makes them work is what happens inside them, at the level of the individual click and the individual conversation. We design micro-interactions explicitly: a trigger that starts an action, a rule that says what the system does with it, feedback the user actually notices, and the loops that turn a one-time action into a habit. Get the micro-interactions wrong and the five-stage pipeline is a beautiful diagram that nobody can walk through.
08| The organising idea underneath all of it: each interaction is some combination of creating, consuming, and curating. Value is created by someone, used by someone, and judged by someone. A platform that only lets people consume is a service. A platform that only lets people create is a workshop. Peoples' Impact needs all three running at volume, because the barrio only changes when the same people are doing all three — building things, using what others built, and holding each other to a standard.
09| We do not measure success by whether the barrio changed this quarter. We measure whether the number of interactions is rising and whether they are getting deeper. The barrio changes as a consequence. It is not a target we can hit directly, and any organisation claiming otherwise is measuring its own activity and calling it impact.
