TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
Ideas for a TimeBanking Knowledge Commons Taxonomy
( A discussion paper for Knowledge Commons Taxonomy working group – by Merlyn Kettering, March 2012)
Section I. An Introductory Observation: Timebanking and March Madness
As we are in the midst of ‘March Madness’, an appropriate time to make reference to analogies with basketball
even though our subject is timebanking and our focus is a timebanks knowledge commons taxonomy.
Basketball is a game of fixed time duration played by two teams using two goals and one basketball according to
a determined set of regulations on a standard-sized and marked court. The teams are five players on the court at
one time, with seven reserve players (barring academic or criminal suspension) who can be substituted to play
according to substitution rules. The similarities could hardly be more evident.
Yet, each team is different and plays the game with different strategies and styles; and each game differs in
drama, strategies, plays and players. Different enough to keep fans fascinated and fixated to following their
teams and the whole tournament show.
I share this analogy of March Madness to Timebanking to highlight some comparisons.
a) The basic rules for timebanking are the essentially the same everywhere, just as with basketball,, but their
actual applications involve a great deal of variations and differences.
b) Some knowledge and lessons may be applicable from one circumstance to another but there are wide
differences as well, just as from one game or team to another and so from one timebank to another.
c) The ‘arena’ may be similar, but for timebanking even the courts or playing field and the situations and
circumstances differ.
d) For timebanking, even more than basketball, the reasons and purposes for playing differ greatly.
e) Naturally, the strategies, players and possibilities differ in both basketball and timebanking.
Section II. Premises for Framing the Knowledge Commons Taxonomy
I consider the TimeBanking Knowledge Commons Taxonomy to essentially be intended as a
‘learning’ resource for persons interested in timebanking and especially oriented to persons who wish to initiate
and/or operate and/or sustain a TimeBank. I think that we are not just engaged in a discussion of ‘how to cut the
pie’, rather we are considering how to design the ‘design of the pie pan’ that will allow different cuts for different
purposes. Based on these two assumptions, I suggest four premises be considered in designing the taxonomy
i) Design the Taxonomy thinking of Users being TimeBank Entrepreneurs and Leaders
In my proposal for Guidebook 3: Planning and Starting A TimeBank in Your Community, I suggested using the title
‘TimeBank Entrepreneurs’, rather than ‘TimeBank Coordinators’. I feel this term is more dynamic-oriented and
better captures the nature and complexity of the undertaking, the scope and levels of challenges encountered,
and the need for dedication to learning, creating and teaming. The role of an entrepreneur carries throughout a
venture and is not as restricted as one role even a primary role. I also refer to leadership. Entrepreneurs and
leaders sets the idea of undertakings as complex social ventures, rather than simply a managerial assignment.
ii) Create an Orientation for learning, creativity and adaptation
I believe that timebanking is an entrepreneurial venture. It is, therefore, important to emphasize and stimulate
learning, creativity and adaptation as the basis for successful timebanking. I believe we should steer away from
giving or encouraging a sense that the knowledge framework and resources are a pool of prescriptions or
answers to be picked up and played. The basic rules for timebanking are relatively well established, yet every
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
application has differences which are crucial for their success. These are resources for the learning, creativity
and adaptability of people who wish to learn and do more.
There are definite benefits to defining basic premises that emphasize approaches which will frame knowledge and
documentation for encouraging and stimulating learning, creativity and adaptation. These are important
processes for both seeking and using knowledge and therefore should be clearly highlighted as the framing
rationale for the knowledge commons taxonomy.
iii) Encourage a Holistic View
Leaders of TimeBanks have to keep many things in mind. It is useful to have a frame of
reference that encourages holistic perspectives of aspects to consider and nature of
interrelationships between various aspects and dimensions that are relevant to the
undertaking. For that reason, I proposed that the guidebooks use an integrating model, rather than a checklist, for
structuring the dimensions of timebanking. The models I developed are (a) the TimeBank Un-Puzzle which is
used in Guidebook 2, Visioning a TimeBank for Your Community and (b) the TimeBank Steering Wheel which is
proposed for Guidebook 3 and for the Knowledge Commons Taxonomy below.
iv) Emphasize Elements of the Model as Critical Assets of TimeBanking
Timebank entrepreneurs have some of critical assets available for visioning, starting,
operating and sustaining a TimeBank. TimeBank leaders and entrepreneurs are basically
creating, nurturing and managing assets. The assets orientation is consistent with
timebanking values and practices. These assets are the basic elements I used to illustrate
the TimeBank Un-Puzzle (visual for Guidebook 2) and the TimeBank Wheel (proposed
visual for Guidebook 3). The titles I have used for these assets are: People, Purpose,
Situation, Strategy, Design (Structure), Resources (human and physical), Financing, Timing, and Learning. I
believe it is useful to use these elements to represent the critical assets available to Timebank Entrepreneurs
have available for creating, shaping and sustaining their TimeBanks.
Section III. Suggestions for Structuring the TimeBanks Knowledge Commons Taxonomy
I am suggesting to: (a) use the nine elements of the models for structuring the knowledge framework and (b)
define these nine elements as critical assets for Timebank entrepreneurs and leaders. The critical assets can be
related to essential entrepreneurial and managerial questions –
‘who and why’ assets: people and purpose and situation,
‘how and what’ assets: strategy and design/structure,
‘with what’ assets: resources and financing and timing
‘so what’ assets: learning / evaluation.
Each of these nine assets are shown in the following discussion with
a) an illustrative introductory statement about the asset;
b) excerpts of proposed documentation and materials from the previous working paper on knowledge
commons taxonomy to illustrate documentation for that category; and
c) suggestions to illustrate other documentation and materials that may be added to the current listing.
(In this regard it may be noted that there seem to be gaps or oversights in references and materials for
some of the critical asset areas which I view as support for having a holistic model to help keep all critical
areas of consideration in view for timebank entrepreneurs and leaders.)
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
A. “WHO and WHY” ASSETS of Timebanking
1. People
People are assets. People are the most important assets for timebanking success. Engaging people as
assets to release an abundance of time and talent, leveraged by reciprocity, is the heart of timebanking.
Materials, documentation references to dealing with people dimensions of timebanks –
Sets of materials related to membership and sets of materials related to leadership.
Member Recruitment and Orientation
(List in Knowledge Commons Taxonomy) – can be expanded

Sample Forms and Documents
o Application/Enrollment Forms
o Operating Forms
o Reference forms
o Organizational Forms

Orientation
o Agendas
o Videos
o Terms of Service
o Best practices
Membership Procedures and Management
(List in Knowledge Commons Taxonomy)



Sample Forms and Documents
o Application/Enrollment Forms
o Operating Forms
o Reference forms
o Organizational Forms
o Reporting Time Credits/Exchange Forms
Membership Handbooks
o EPTB Handbook (Spell out the TimeBank name)
o TBMW Handbook
Best Practices
o Lessons Learned
o Policies
o Case Studies (This is not exactly the same as lessons learned)
Leadership Processes, Procedures and Governance
(List in Knowledge Commons Taxonomy) – can be expanded

Governance and Leadership
o Governing a Timebank
o Involving Timebank Members in Governance
o Leadership Roles
o How to Run a Meeting
o Data Sharing Agreements
o Best practices
o other
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
2. Purpose
The purpose of a TimeBank is one of its most important asset. Purpose needs to be well understood, well
stated, well promoted and well guarded for a TimeBank to succeed. Building shared purpose and bringing
people together to achieve purpose is key to timebank entrepreneurship.
(List in Knowledge Commons Taxonomy) - none
Setting Mission and Objectives concepts, techniques and tools for gaining agreement and support for the
aims, purposes and goals
Mission statements, objectives hierarchies, mission and objectives management,
Documentation and brochures
3. Situation
Timebanking builds on the assets of its situation and builds the assets of its situation. Understanding the
situational context and using the situation to vision, form, shape and sustain timebanking is critical for its
relevance and success.
(List in Knowledge Commons Taxonomy) – can be expanded

Outreach
o Brochure Templates
o Sample flyers
o List of possible outreach activities
o other
Assessment and Marketing concepts, tools and practices for understanding and influencing the context and for
identifying characteristics and circumstances that are most relevant to planning and starting a TimeBank.
B. “WHAT and HOW” ASSETS of Timebanking
4. Strategy
Each TimeBank needs to define its own strategies for Timebanking that are relevant to its people purpose
and situation. Timebanking has taken different forms for different circumstances. Individual timebanks
must develop and reshape their strategies building upon and/or combining several different forms foci and
practices relevant for their situation.
(List in Knowledge Commons Taxonomy) –
Materials that can be selected and as structured as strategies; research materials are proposed
as a separate category for referencing see Section 4 below>



Co-production
o Document
Community
o Project Lyttelton Report
Justice
o Racial Justice Initiative Doc
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
Homecomers Report
Mental Health
o Document
Older People
o Care Banks
Physical Health
o How Time Banking Improves Well-being
Social Exclusion
o Document
Younger People
o Youth Courts
o Time Banking in Schools
o





TimeBanking Strategies based on a range of possibilities employed by different TimeBanks nationwide,
including attention to various characteristics (e.g., small – large; limited – open; focused – multi-purpose;
sector specific such as health or youth; community – organization; private – public; etc)
Strategic Decision-making concepts and techniques for shaping, making and following-through on the
strategic decisions for a particular TimeBank.
Strategic management concepts, procedures and practices relevant for timebanking and illustrative
documentation and materials of timebank experiences
5. Structure / Design
Timebanking builds on the assets of its situation and builds the assets of its situation. Understanding the
situational context and using the situation to vision, form, shape and sustain timebanking is critical for its
relevance and success.
(List in Knowledge Commons Taxonomy)

Organisational Structures
o Sample Bylaws
o Nonprofit Incorporation
o How to form partnerships
 MOU - Memorandum of Understanding
o Nonprofit (501c3) Status
o Fiscal Sponsorship
o Partnering with a Nonprofit (501c3)
Advantages vs Disadvantages

Governance and Leadership Structures
o Governing a Timebank
o Involving Timebank Members in Governance
o Leadership Roles
o How to Run a Meeting
o Data Sharing Agreements
o Best practices
o other
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
(March 18 2012)
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
Organization Development concepts, techniques and tools for planning an organizational design and structures
appropriate for the TimeBank of this community or organization.
Partnering and alliance strategies as ways for extending and expanding the universe, operations and profiles of
TimeBanks in their communities, including materials and documentation associated with partners and alliances.
C. “WITH WHAT” ASSETS of Timebanking
6. Resources
Timebanking requires mobilization of human and physical resources for carrying out its programs for
promoting exchanges and for conducting activities and events. These resources are critical assets for the
operations and performance of a timebank.
Resources that need to be considered for starting and operating a TimeBank, including people and skills, location
and physical space, equipment and materials, transport and other resource considerations;
(List in Knowledge Commons Taxonomy) – none on human or physical resources
Software

Community Weaver 2.0
o Drupal Modules
o CW Modules
o Patches
o Code
o How To’s
Human resources management for TimeBanks.
Physical resources, including space, equipment, supplies, operations, communications, etc.
Logistics resources including for movement, transport, etc
7. Timing
Time is one of the most valuable assets of people and for timebanks. Time must be valued and must be
managed well. Understanding and leveraging time as an asset is an important orientation for TimeBank
entrepreneurs and leaders.
(List in Knowledge Commons Taxonomy) - none
Timing that might be relevant to planning and starting a TimeBank including phases of start-up, phases of growth
and development, critical events, important and significant benchmarks, time markers and achievement markers
annual calendaring, events, benchmarks, etc.
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
8. Finances
Although Timebanking focuses on time exchanges, TimeBanks also need financial base for operations.
Financial assets are important considerations for timebanking operations and sustainability. The role of
money and funding cannot be underestimated as a critical asset for a TimeBank.
(List in Knowledge Commons Taxonomy)


Sustainability
Finance and Budget
o Fundraising Tips (best practices)
o Community Support
o Cooperating with other Nonprofits
o Best practices
o Other

Insurance, Risk and Tax Issues
o Insurance
 CIMA
o Tax
 IRS Private Ruling Letter
o other
Finances that will be important for planning and starting a TimeBank including budgeting, accounts and
reports, procedures, status, etc.
D. “SO WHAT’ ASSETS of Timebanking
9. Learning and Evaluation
Evaluation and learning is a must for success social movements. Timebanks need to see their learning as
an asset to create and nurture. Excitement and openness for learning and processes to facilitate learning
are critical assets. TimeBanks need to assess, evaluate and adjust based on what they do and what they
learn. There must be learning processes and mechanisms related to each of the critical asset elements –
from attracting and working with members to situation and strategy to resources and timing.
(List in Knowledge Commons Taxonomy) - none
Learning Strategies based on organizational learning orientations and approaches;
Management and Monitoring based on integration of learning strategies into management;, including performance,
team,
Evaluation Strategies covering types and stages of evaluation including formative, adaptive and summative
evaluation strategies, methods and techniques
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
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TimeBanks USA
Discussion paper for the Knowledge Framework Working Group
IV. Research Resources
Research Resources may be a parallel commons with a taxonomy that would be appropriate for research and
reference interests. This will be very valuable for persons developing proposals as well as other research and
knowledge interests.
Research There are probably about 100 more research articles that I have on file along with Michael Marks and Ed Collums
stuff so this would need some more defining


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




Co-production
o Document
Community
o Project Lyttelton Report
Cost Savings
o Document
Justice
o Racial Justice Initiative Doc
o Homecomers Report
Mental Health
o Document
Older People
o Care Banks
Physical Health
o How Time Banking Improves Well-being
Social Exclusion
o Document
Younger People
o Youth Courts
o Time Banking in Schools
Ideas on TimeBanking Knowledge Framework by Merlyn Kettering
(March 18 2012)
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