```html “A compassionate city is an uncomfortable city! A city that is uncomfortable when anyone is homeless or hungry. Uncomfortable if every child isn’t loved and given rich opportunities to grow and thrive. Uncomfortable when as a community we don’t treat our neighbors as we would wish to be treated.” ― Karen Armstrong, Founder of the global movement, The Charter for Compassion A GLOBAL MOVEMENT FOR COMPASSION What Difference Can Compassion Make? Motivated by the ancient and universal “golden rule” to treat others as you would like to be treated, communities of people across the globe have committed to making compassion a driving force with a measurable impact on community life and on the well-being of all members of a community. The concern of people in these communities is driven by the idea that beneath the conflict, inequity, and indifference of our world societies, there runs a deep river of compassion, a vast aquifer of loving kindness waiting to be tapped, yearning to be released into action that will alleviate suffering wherever it exists. In addition, a growing body of research has examined the role of compassion in building and maintaining healthy, resilient, and caring enterprises, institutions, and communities. Since Karen Armstrong received the TED Prize in 2008 and worked with other influential scholars and leaders to develop the Charter for Compassion, the document has become central to a global movement and an organization, the Charter for Compassion. Since the launch, the Charter has been building a worldwide network of individuals, partners, and communities of every size who share a kinship inspired by the idea that compassionate actions—the actions that are the result of our deep concern for our world and all its inhabitants—are not only possible but crucial to the well-being of our species, our environment, and the planet. The Charter for Compassion envisions a richly diverse “network of networks,” with people from many parts of community life who will bring compassion to everything they do, and who will take responsibility for igniting the compassion of the general community to care for each other and for the well-being of all members of the community from birth through childhood, adolescence, and adulthood to old age and death. What Is a Compassionate Community? Human beings are social animals. We live and work and socialize together in communities that exist in diverse cultures and climates throughout the Earth. Within each of these communities, from Mongolia to Mogadishu to Managua to Minnesota, human beings experience compassion for others, relieving pain and suffering for their families, for their neighbors, for their communities. But the structure of modern society—of nation states and mega-cities and a world population of billions—can often thwart and distort this natural desire to be compassionate. The sense of disconnection can become so pervasive that unkindness, indifference, and selfishness may appear as the norm; compassion, kindness, and caring as the outliers. In a Compassionate Community, the needs of the inhabitants of that community are recognized and taken seriously, the well-being of the entire community is a priority, and all people and living things are treated with respect. More simply, in a Compassionate Community, people are motivated by compassion to take responsibility for and care for each other. A community where compassion is fully alive can be a thriving, resilient community whose members are moved by empathy to take compassionate action, are able to confront crises with innovative solutions, are confident in navigating changes in the economy and the environment, and are resilient enough to respond to and recover from disasters and other major challenges. Although the early work of the Charter was focused on building a network of cities, it soon became evident that communities both larger and smaller than cities wanted to join the global movement in which compassion is at the heart of a community’s activities. The Charter’s network of Compassionate Communities has included cities, towns, villages, neighborhoods, islands, states, provinces, counties, regions, and countries. No single community in the world is a Compassionate Community in any abstract or formal sense, just as no community is devoid of compassion. Each community will find its own path to establishing compassion as a driving and motivating force, and each will conduct its own evaluation of what is “uncomfortable” in that community’s unique culture—that is, those issues that cause pain and suffering to members of the community. For one community that discomfort may be youth violence or suicide among young people. Another community may discover that a portion of its community—perhaps immigrants, people experiencing homelessness, or LGBTQ+ community members—has been marginalized, harassed, or even physically threatened. Yet another community may be concerned about the needs of children living or working on the streets, including children who have lost parents or caregivers. The Charter’s Compassionate Communities program is not a certificate program that simply offers a seal of approval, nor does it subscribe to a single definition of a Compassionate Community. Instead, the Charter invites communities of all sizes to bring compassion to life in practical, specific ways through compassion-driven actions—in neighborhoods, businesses, schools and colleges, health care, the arts, local government, environmental work, community organizations, faith communities, and other settings. What Are the Steps for Creating a Compassionate Community? Any individual, group, or organization that recognizes the need for greater compassion in a community is encouraged to begin the process for creating a Compassionate Community. While the Charter does not prescribe any one path, it does recommend a collaborative process that brings together people with different backgrounds, experiences, roles, and perspectives so that the voices within the community can be heard and significant issues can be addressed. Compassionate Communities have often begun their work by identifying the issues that are troubling the community and need to be addressed through compassionate action. For example, a community may discover a significant issue related to social justice—for women, for immigrants, or for another group experiencing marginalization. Other communities may want to address issues of substance use and related harms, gang violence, inequitable access to health care, or the effects of environmental racism. Others may decide to work to empower young people or to educate their communities about the need for compassion in addressing environmental issues. A FRAMEWORK FOR GETTING STARTED The Charter for Compassion has developed a four-part model or framework for building a Compassionate Community. In many ways, the model is similar to other models for organizing a community-building effort. The objectives of various efforts are usually related to the well-being of the community, e.g., improved health care, decreased crime, increased assets for youth, economic improvement, and increased resilience. The Charter, too, is interested in the well-being of communities and applauds all of these efforts since many of them do indeed address pain and suffering within the community. The difference in the Charter’s model may be understood as a difference in breadth of perspective and intention. Those working to create Compassionate Communities are moved through empathy to compassionate action—a desire to address pain and suffering wherever it occurs—not only in their own communities but in all communities and for all living beings everywhere. That perspective is perhaps best articulated by His Holiness the Dalai Lama: “When we are motivated by compassion and wisdom, the results of our actions benefit everyone, not just our individual selves or some immediate convenience. When we are able to recognize and forgive ignorant actions of the past, we gain strength to constructively solve the problems of the present.” ― Dalai Lama XIV Grounded in the concepts of the Charter for Compassion, this model is intended to guide your process, and to provide a place to begin. It can and should be adapted to the unique circumstances of any community that seeks to become a Compassionate Community. Each of the four broad phases includes more specific steps along with stories and examples that you may find helpful and even inspiring. Depending on the community, its particular issues, and available resources, this process may take one or more years. There is no quick fix to transforming a neighborhood, city, town, or region. The Charter currently describes four broad phases: Discover Commit Build Evaluate The current framework includes ten suggested steps across those four phases. The steps are meant as a guide, not as a rigid formula. PHASE 1: DISCOVER The first phase involves discovery and assessment. What is the current situation related to compassion, and what assets can we draw on as we work toward a more compassionate community? Step 1: Bring together people who are open to identifying “discomforts” in your community—those issues that are causing pain and suffering to individuals or groups or the entire community—which can be addressed and relieved through compassionate action. Perhaps you are part of your community’s local government, or you may work in social services or health care, and you have wished that something more could be done to resolve the difficulties facing people in your community—for example, people experiencing homelessness, isolated or depressed older adults, an immigrant population, or youth who are pressured to be part of a gang culture. Maybe you work with the community’s youth as an educator, a counselor, or in recreational services, and you have recognized both the promise of youth as well as the difficulties they face in our rapidly changing world. Or, you may be a community member who has deep concerns about the safety, the health, or the emotional well-being of other groups of community members—people with disabilities, orphaned or abandoned children, people with mental health conditions, or racial or ethnic groups who are confronted by discrimination. You may be concerned about the transport of hazardous materials through your area, or about increasing air pollution or the lack of clean water in your community. Or you may be an observer who has recognized other issues that cause suffering in your community. Perhaps you have been motivated by your concern to identify possible ways to relieve suffering—quality, affordable childcare; anti-bullying programs in schools; or compassionate care for veterans in your city or town or neighborhood. All of these issues are what author Karen Armstrong means when she talks about those issues that are “uncomfortable” for a community and therefore in need of compassionate action in order to provide for the well-being of all community members. Some Examples of Issues and Actions in Compassionate Communities In one example, when Rev. Shayna Lester, a volunteer chaplain at the California Institution for Women, heard about the Compassion Games, she knew she had to bring the idea to the incarcerated women. Immediately the women responded and self-organized. They appointed leadership, created “games,” and agreed on how they would account for their points. They coined the term “Compassionistas” and came up with games like: walk away from gossip; do a kind deed for another; let another go ahead of you in line; share magazines, food, and personal items. The Forgiveness Project, a UK-based charity, uses storytelling to explore forgiveness, reconciliation, restorative practices, and responses to crime and violence through the experiences of people who have been harmed and people who have caused harm. One useful Charter resource for beginning this kind of exploration is its material on Determining Issues. Other helpful resources from the Community Tool Box are listed below at the end of Phase One. Step 2: Find out what is already being done, or has been done, to address issues in your community, learn what has worked and not worked, and recognize and acknowledge those successes. Even if you, as an individual, have already identified the major challenges and “discomforts” of your community, your initiative will benefit from some investigative work alongside others who care about the community. Discover who else is working to improve your community, and working to provide a place of well-being. Recognize and acknowledge that work, and invite those people to join you in creating a Compassionate Community. Key words here are: recognizing and appreciating work that has been and is being done. The Dutch Compassion Movement in The Netherlands provides a wonderful historical example and model related to this step: In the Dutch Compassion Movement, city and community initiatives and partners were organized under a charity trust originally called Handvest voor Compassie. In 2013, the organization decided to design a project to find out how various groups in the greater Amsterdam area were going about handling complex social issues. They wanted to produce a book to showcase how local problems were being handled and to provide the impetus for other groups to follow suit, locally and throughout the country. In early 2014, the Amsterdam project resulted in the publication of De Ander (meaning “The Other”), a book that recorded more than 50 stories about how social service organizations were dealing with complex issues, including challenges arising as Amsterdam became home to people from increasingly diverse backgrounds. De Ander presents heart-warming stories of conflict addressed between families, neighbors, and among ethnic groups. For example, it showcases the story of a group of medical students working to reform health care delivery processes, an education organization working to teach mediation skills to young people, and groups helping children of immigrants learn about their families’ cultures while also navigating life between cultures. Step 3: Invite people to join you in assessing your community. Include community leaders as well as those informal leaders of other community constituencies who can give voice to the needs, strengths, and experiences of the community. During Phase One of creating a Compassionate Community, it may be helpful to bring together community leaders and influencers to discover, assess, and evaluate the community’s existing strengths as well as those challenges that need to be addressed. You may find people in formal leadership positions—for example, in local government or health care or education—who can make valuable contributions to your initiative or may already be addressing the issues you have identified. You may also invite more informal leaders, for example, those people who have influence in their neighborhoods, faith groups, cultural communities, or other community networks. Together, you can discuss what it means for a community to take care of all community members—and to relieve pain and suffering wherever it exists in your community. You may find it useful to provide presentations that inform people about the community’s current opportunities and challenges. In a collaborative and inclusive discussion, you will gain a clearer picture of what is good about your community and where compassionate action is working—those will be strengths to build on—and together you can discover the issues that are causing pain and suffering to some individuals or groups—those are the places where the community is vulnerable and in need of compassionate action. Each community will find its own way to explore how compassion can bring well-being to all community members. As one example, Pakistani journalist Naween Mangi started the Ali Hasan Mangi Memorial Trust in memory of her grandfather, whom she describes as “compulsively compassionate.” The Trust worked with residents of Khairo Dero, a village in southern Pakistan, on such needs as clean water, sanitation, housing, education, income-generating opportunities, and health care. As the work developed, Mangi and others sought to make compassion a part of village life and a practice rather than simply an idea. The community began holding regular activities exploring how to live compassionately. Some of the activities included: Readings from the Charter for Compassion and group discussions. Readings from Karen Armstrong’s Letter to Pakistan and Twelve Steps to a Compassionate Life. Short plays developed and performed by village children on the theme of compassion. Drawing competitions about compassion. A “Compassion Counter,” where adults and children could record their acts of compassion. “Compassionate Living Days,” marked by cultural performances, plays, and speeches about how community members could treat one another as they themselves would like to be treated. RESOURCES Determining Issues Partners and members of the Charter for Compassion have developed a Determining Issues resource that communities can use to reflect on and discuss a broad range of community concerns. The current resource includes 21 topics with related questions. The list and questions may not be exhaustive, but they can provide a good place to begin. The resource can help you: Discover the community’s strengths—which can be celebrated and serve as a foundation for further building a Compassionate Community. Discover the “discomforts and fears”—those challenges and issues that bring pain and suffering to individuals or groups in the community. Assist in understanding the big picture in your community so your initiative can focus on the most significant issues for compassionate action. Community Tool Box Resources -- for Discover Toolkit 2: Assessing Community Needs and Resources Chapter 3: Assessing Community Needs and Resources Section 1. Developing a Plan for Assessing Local Needs and Resources Section 2. Understanding and Describing the Community Section 3. Conducting Public Forums and Listening Sessions Section 4. Collecting Information About the Problem Section 6: Conducting Focus Groups Section 8: Identifying Community Assets and Resources Section 10: Conducting Concerns Surveys Section 12: Conducting Interviews Section 20: Implementing Photovoice In Your Community Community Tool Box Coalition-Building Resources Toolkit: Creating and Maintaining Partnerships Chapter 7, Section 2: Promoting Participation Among Diverse Groups Chapter 7, Section 6: Involving Key Influentials in the Initiative Chapter 7, Section 8: Identifying and Analyzing Stakeholders and Their Interests Chapter 7, Section 7: Involving People Most Affected by the Problem PHASE 2: COMMIT After a period of discovery and assessment, it is necessary to focus efforts and ensure commitment. Step 4: Analyze challenges and opportunities from information gathered during the Discover phase. Then choose an initial focus, perhaps one to four of the most significant areas that are of importance to the community and that could benefit by being addressed through compassionate action. Your group may easily agree on the significant challenges facing your community. But just as likely, you may find some disagreement about what issues you should focus on first. If you have an inclusive group, and if you’ve done your homework in Phase One, your group will have a pretty clear picture of what is going on in your community. You should know not only what the problems are but also what is currently being done to address those problems. Take the time to consider and evaluate the impact of each challenge on the community and to develop information that will help you to prioritize action plans. Group discussion may include questions about where and how your group can make the most positive impact—alleviating pain and suffering—given your current resources. For example, once the group has a list of what it believes to be significant issues, it might ask the following questions about each of the issues, to help the group decide what is most important now and to plan and prioritize next steps. What is the most significant challenge facing our community? How do we know this is a significant challenge? Who is suffering as long as this issue is not resolved? Who is currently helping to alleviate this issue? What do we know about the causes of this issue? What can we learn from other communities that have faced this challenge? How might we engage others who have been working with this issue to help inform our own work? What resources—time, people, funding, partnerships—would we need to address this challenge? How can we ensure that our intentions and actions are driven by compassion? What difference can we make? What impact will our actions have on our broader community? Step 5: Based upon prioritized choices, create a plan to move forward including specific short-term and long-term objectives, action plans, and anticipated outcomes. Plan purposeful, measurable actions toward fulfilling your objectives with designated responsibilities and appropriate time frames. Below, in the Resources section, you will find some useful ideas and guidelines for planning and for deciding on what to do next. These guidelines can help you decide, for example, whether to work through existing channels to affect policy, work to gain wide community awareness and support, focus on funding to enhance current programs, and/or create and launch a new initiative of your own. Your group may decide to lend its support to an existing group that is addressing some aspect of a particular problem instead of creating a new program. For example, if homelessness is viewed as a significant challenge and an interfaith group or an NGO currently provides meals to people experiencing homelessness on a regular basis, your group may want to help enlist volunteers, increase food donations, or begin a community garden to assist the group in its efforts. Or you may choose to work with the existing group by providing some related benefit—job counseling, clothing, childcare, mental health services, housing assistance, or other support. When you are motivated by compassion—a heartfelt empathy for those who are suffering that moves you to care about and take action for the well-being of all members of your community—you become part of the growing global compassion movement. Whether you are an individual or part of a group organized to create a Compassionate Community, you can connect with others through the Charter’s international network. As your compassionate action group grows, you may want to seek the support of organizations in your community that also care about the well-being of the community. Building partnerships can expand and strengthen your initiative, extend ownership, increase perspective, and bring new information, funding, in-kind resources, relationships, and other support to your work. The Charter’s global work, once organized through a larger set of sectors, is now organized around seven interdependent pillars: Arts, Music, + Gratitude Education + Wisdom Environmental Stewardship + Respect Health + Compassion Justice + Integrity Play, Courage, + Innovation Spirituality, Love, + Hope Step 6: Make a formal and public commitment to the concepts contained in the Charter for Compassion—by proclamation, resolution, a completed action plan, or another form appropriate to your community. The Charter for Compassion does not prescribe what your group should do and how to do it. It does not provide a simple seal of approval or dictate one path for every community. Instead, it provides encouragement, information, resources, and opportunities to connect with the global movement for compassion. When your group has completed an assessment and created an action plan, it may be time to make a more formal and public commitment. For example, your community may make a proclamation or a resolution within your local government, or organizations within the community may make their own formal commitments. Then share what you are doing so that other communities around the globe can learn from you—and so that you can learn from them. RESOURCES Community Tool Box Resources -- for Commit Toolkit 3: Analyzing Problems and Goals Toolkit 5: Developing Strategic and Action Plans Chapter 8: Developing a Strategic Plan Toolkit 7: Developing an Intervention Toolkit 8: Increasing Participation and Membership PHASE 3: BUILD After establishing a focus and commitment, the next phase involves building momentum and putting compassionate action into practice to create a more compassionate community. Step 7: Build momentum by involving other community members, linking to community events, and inviting nearby communities to participate. Educate the broader community about what it means to become a Compassionate Community, and acknowledge the acts of compassion that are already working within your community. By now, you have established a core leadership team that is diverse and inclusive. You have assessed your community’s strengths and vulnerabilities in order to determine what challenges need to be addressed first. You have made a plan for putting compassion into action, focusing on one or more issues that are causing pain or suffering to some group of people within your community. Now it’s time to bring in as many community members as possible—let them know your plan, gain their support, and build momentum toward the well-being of the entire community. Celebrate and communicate the compassion that is the wellspring of your plans! Depending on the size and resources of your community, you will discover various channels for communicating your plan and enthusiasm to the community. For example, you might launch your effort at a community event—which might be combined with a festival, concert, gathering, or some other celebration. You could contact leaders in various parts of your community, or those in nearby communities, to build a base of support. Offer to provide presentations for community organizations and groups that may be interested in joining in to address the issue you have identified. If your plan includes the need for funds, this may be the time to gain the support of local businesses, community organizations, faith groups, foundations, and individuals who recognize the need for action. And then it’s time to get to work, to put your plans into action. It may be helpful at times to “pilot” a particular activity on a small scale to understand whether you are meeting your objectives. Setting both short-term and long-term objectives—and continually monitoring and evaluating them—will also be helpful, as that will allow you to make adjustments, remain flexible, and create new strategies when necessary. Step 8: Communicate within the community on a regular basis—through meetings, emails, articles, social media, presentations, and whatever other means are appropriate—to keep people informed and energized. Maintaining enthusiasm and energy is important to the success of your project. Regular meetings, emails, articles in local media, postings on social media, presentations, and whatever other means you have to communicate your actions to the community can help keep the work visible and bring further support to your compassionate actions. Communication should flow in both directions. Keep people informed, but also continue to listen. Community members should have opportunities to ask questions, offer ideas, raise concerns, and tell you what they are seeing and experiencing as the initiative moves forward. Step 9: Reach out to share globally—for example, by building relationships with a community in another part of the country or world. Karen Armstrong has spoken of her hope that Compassionate Cities and Communities can help break down the divisions of a polarized world by building relationships across geographic, political, cultural, and other boundaries. At some point, your community may be ready to reach out its hands with compassion to another community—perhaps a city or town or neighborhood that is not far from you, has similar challenges, and could benefit from a partnership with you. Or you may be inspired to reach across the planet to people living in a city or town or neighborhood in another country or on another continent to find a mutually beneficial partnership founded on the concept of compassion for everyone, everywhere in the world. These relationships need not involve one community teaching another how to be compassionate. They can be relationships of mutual exchange: communities sharing problems, successes, stories, resources, mistakes, and ideas, and helping one another continue the work. RESOURCES Community Tool Box Resources -- for Build Toolkit 8: Increasing Participation and Membership Chapter 4: Getting Issues on the Public Agenda Chapter 6: Promoting Interest in Community Issues Chapter 42, Section 1: Developing a Plan for Financial Sustainability Chapter 42, Section 3: Developing a Committee to Help with Financial Sustainability Chapter 46: Planning for Long-Term Institutionalization PHASE 4: EVALUATE As the movement unfolds, it will be important to evaluate what is happening in the community as a result and to plan for adjustments. It is also critical to plan for sustainability—a compassionate community is not built in a day. Step 10: Monitor and measure your progress, and continue planning. Celebrate successes; learn from unsuccessful efforts and adjust subsequent actions accordingly. Then share your experiences and your stories with the Charter community and with others who can learn from what you have done. Remember that the Charter website includes resources to assist you—stories of other communities’ efforts and successes, readings and learning opportunities about compassionate action, and connections to other communities and organizations that may lend support to your efforts. Evaluation is an essential and ongoing aspect of your work. In addition, in the Resources section below, you will find several ideas for developing an evaluation plan and for evaluating your initiative, which can be found in the Community Tool Box. Maintaining enthusiasm and energy is also important to the success and sustainability of your project. Continue communicating with the community as you evaluate your work. Regular meetings, emails, articles in local media, social media, presentations, reports, and whatever other means you have to communicate your actions can help sustain the work and bring further support to your compassionate actions. At this point, you and those who have collaborated with you may have made a positive difference in your community. You have worked hard to develop a spirit of compassion within the community, and you have established processes or programs intended to relieve suffering. You have evaluated the work to learn how effective it has been, and you have adjusted and expanded your plans to keep working toward your vision of a Compassionate Community. Perhaps you have even reached out to share your experiences with other communities that want to build Compassionate Communities. Congratulations! Now you will need to take some time to think about how to sustain the spirit of compassion that has stirred your community to take action, as well as many of the actions themselves. Your aim here should be to ensure that your work will continue to be helpful to other individuals and groups. You may decide that a pilot program that was successful should be expanded and carried forward. And often, you may wish to find or create a local structure—a more permanent group or organization—so that the substance of your work can continue. For example, you may have established a program to provide quality, affordable childcare for families who would not otherwise have access to such care. Your evaluation and analysis have shown that both children and their families have benefited. You develop a plan to expand the program. So that may mean that you have to seek greater funding—from individuals, government, foundations, or other organizations. It may happen that your childcare program becomes part of an existing organization or system that can help sustain it. In addition to financial stability, you may also want to consider how best to communicate the outcomes of your work—providing data and statistics but also giving voice to gratitude and the sense of “elevation” that can be felt by people who experience compassionate action and by those who have been moved to perform compassionate acts. And finally, you will know that the work you have done and that you continue to do is not an isolated act, but rather a flowing stream which flows into the ever-increasing rivers of compassion, which in turn become a sea of compassion—for all living things and for our planet. RESOURCES Community Tool Box Resources -- for Evaluation Choosing Questions and Planning the Evaluation Developing a Framework or Model of Change Developing an Evaluation Plan Evaluating the Initiative Some Methods for Evaluating Comprehensive Community Initiatives Community Tool Box Resources -- for Communication Developing a Plan for Communication Promoting Interest in Community Issues Preparing Press Releases Preparing Guest Columns and Editorials Community Tool Box Resources -- for Sustainability Developing a Plan for Financial Sustainability Developing a Committee to Help with Financial Sustainability Not enough money to sustain the program or initiative. Planning for Long-Term Institutionalization Sustaining the Work or Initiative ``` Contributor Barbara A. Kerr Resources Online Resources Berger, Rony. Building a Resilient and Compassionate Community. Chapter 13: Stress and Coping in the "Introduction to Community Psychology" details stress, its different forms, coping, coping strategies and styles, and how individuals and communities become resilient. Doty, James R. Science and Compassion. Print Resources Barber, B. R., (2014). If Mayors Ruled the World: Dysfunctional Nations, Rising Cities. Bullard, R. D., (2007). Growing Smarter: Achieving Livable Communities, Environmental Justice and Regional Equity (The MIT Press). Glaeser, E., ( 2012). Triumph of the City. Gyatso, T., (2003). His Holiness the Dalai Lama. The Compassionate Life. Somerville, MA: Wisdom Publications. Hanleybrown, Fy, John K., & Mark K., (January 26 2012) .Channeling Change: Making Collective Impact Work, Stanford Social Innovation, #20. Keltner, D., Jason M., & Jeremy A.,S. (2010). The Compassionate Instinct: The Science of Human Goodness (W.W. Norton and Company). Minkler, M. (1997). Community Organizing (Rutgers University Press, 1 edition). Staples, L. (2004). Roots to Power: A Manual for Grassroots Organizing (Praeger, 2 edition). Szakos, K. L., (2007). We Make Change: Community Organizers Talk About What They Do and Why (Vanderbilt University Press). TED Books. (2013). City 2.1: The Habitat of the Future and How to Get There.
