# Abstract Hestia is an innovative multi-agent system designed to revolutionize condominium community management by fostering collaboration, enhancing decision-making, and ensuring sustainable, community-driven outcomes. By integrating advanced AI, blockchain technology, and decentralized identity (DID) solutions, Hestia empowers condo corporations and their diverse stakeholders—including residents, property managers, and board members—to work together more effectively. The system leverages a peer-to-peer, economy-incentivized network to reward positive contributions and align individual actions with the collective good, thereby overcoming common challenges such as resource mismanagement and disengagement. Hestia’s platform offers robust features, including secure data storage, transparent financial management, AI-driven maintenance scheduling, and incentivized community participation, all while safeguarding privacy through cutting-edge encryption and zero-knowledge proof technologies. Additionally, the system provides the option to expand into decentralized physical infrastructure networks (DePIN), enabling condos to participate in peer-to-peer cloud computing and storage. By merging existing property management functionalities with advanced technology, Hestia transforms condo living into a more connected, efficient, and thriving experience for all involved. # Introduction Condominium communities are complex ecosystems, where the interplay between residents, owners, superintendents, property managers, board members, and various service providers shapes the real estate market price, the wellness and longevity of the physical infrastructure and the quality of life for all involved. Traditionally, the management of these communities has relied heavily on centralized property management companies, which, while effective in certain areas, often fall short in fostering true collaboration, transparency, and community engagement. Lacking the incentive to act in the best interest of the condo and its community, property management companies and third-party vendors have often taken advantage of condo corporations, which typically lack professional experts to guide them. This leaves volunteer board members vulnerable to mismanagement and inefficiencies that result in financial penalty or deficit for the condo. This vulnerability has led to increasing corruption \[10], theft, and even bribery by third-party vendors or property management companies \[11], further exacerbating the challenges faced by condo communities and leading to widespread dissatisfaction. In recent years, the advancement in disruptive technologies, including blockchain, artificial intelligence (AI), gamification, and the emergence of their application for general use has opened up new possibilities for transforming how communities are managed. These technologies offer the potential to create more resilient, transparent, and participatory management frameworks that align the interests of all stakeholders. Hestia is a response to these evolving needs, designed as a multi-(ai-)agent system (MAS) that leverages the power of decentralized technology to bring about a paradigm shift in condominium community management. Named after the Greek goddess of hearth and home, this peer-to-peer network of AI agents embodies the principles of collective well-being, security, and harmony. The platform merges the strengths of traditional property management tools with cutting-edge innovations, creating an interconnected network of AI-powered condo representatives that work in tandem to enhance decision-making, optimize resource use, and incentivize active community participation. This whitepaper outlines the vision, architecture, and key features of the Hestia system, demonstrating how it addresses the common challenges faced by condo communities and sets the stage for a more sustainable and thriving living environment. By integrating advanced AI, blockchain into a gamified platform, Hestia not only empowers condo corporations but also redefines the concept of community management in the 21st century by bringing the condo corporation "alive"—both as a lively, engaged community and as an intelligent, autonomous agent capable of protecting its own rights and interest in representation of its owners. ## Reference \[10] ICAC sees 30 percent jump in property management cases - RTHK. (n.d.). \[11] McMahon, T. (2016, April 8). Condo sues property manager alleging theft and mismanagement - again. The Globe and Mail.

# Problem The challenges faced by condominium communities exist on two levels: Neighborhood Level (between condos) and Community Level (within a condo). ### Neighborhood Level (Condo Corp to Condo Corp) At this level, individual condo corporations struggle to collaborate and share information effectively with other condos in the same neighborhood or with similar situations. Condominium communities frequently encounter persistent challenges that undermine effective management and diminish resident satisfaction. Financial deficits are a common issue, often arising from a lack of informed decision-making or inadequate management practices—deficits that might have been avoided or minimized with better oversight and shared knowledge. Throughout the life cycle of a condo building, recurring problems emerge, especially during difficult economic periods. Despite being situated in the same neighborhood and facing similar circumstances, condo corporations often operate in isolation, making critical decisions without the benefit of collective wisdom. The sharing of knowledge and experience between condos is typically limited and costly through industry professionals like third-party management, vendors, lawyer firms etc which oftentimes prioritize their own profit and business over the condo corporations interest. The lack of a connected infrastructure hinders open participation and information flow between these corporations, leading to isolated decision-making, repeating mistakes and inefficiencies. ### Community Level (Within Condo, Homeowner to Homeowner, Assistance to Condo Board) Within individual condo corporations, a different disconnection exists. Information travel between residents (homeowners or tenants), superintendent, management office and the condo board are ineffective, resulting in misunderstanding of issues, fragmented community and poor decision-making. Homeowners may feel disengaged or underrepresented, while condo boards struggle to unify the community and address the diverse needs of residents effectively. Examples of these issues can include: 1. Lack of Transparency: 2. 1. Owners often have or feel they have limited visibility into condo matters and condo’s decision-making processes. 2. Financial transactions are not easily accessible or understandable. 3. Poor Tracking and Accounting: 4. 1. Inadequate systems for tracking and managing maintenance tasks. 2. Difficulty in keeping accurate records of past decisions and actions especially since many board members are termed volunteers and management teams also change from time to time. 5. Uninformed Residents and Owners and Limited Engagement: 6. 1. Many residents and owners are not educated about condo rules, laws, and the Condo Act. 2. Unawareness about current condo issues and developments. 3. Low levels of resident participation in community activities and decision-making. 4. Limited feedback and input from owners on important matters. 7. Inefficient Decision Making or Mismanagement: 8. 1. Slow and cumbersome processes lead to delayed actions and poor responsiveness. 2. Difficulty in reaching consensus among diverse stakeholder groups. 3. Financial mismanagement due to lack of oversight, experience and industry standardized best-practices. 4. Difficulty in making an accurate budget leading to unexpected expenses and financial instability. 5. Single point failure where one bad management decision can result in many years of financial debts of the whole condo. 9. Limited sources of revenue for condo 10. 1. Most condo’s main source of revenue is the annually calculated maintenance fee paid by unit owners plus modest interest from low-risk investment like GIC from reserve funds. # Solution Hestia is a multi-agent system (MAS) \[2] where each agent acts as an AI-powered condo representative, connected in a peer-to-peer, economy-driven network that incentivizes collaboration among condos and their diverse stakeholders. These stakeholders include residents, property managers, contracting vendors, superintendents, and board members, all working together to advance the best interests of their shared community. By aligning the goals and efforts of these various parties through economic incentives and gamified systems, Hestia effectively mitigates the "tragedy of the commons" and fosters a positive, cohesive, and thriving living environment. Hestia achieves this by providing: 1) “what to do” – the insight to identify and prioritize the “greater good” through agents that are constantly connected with the community, representing each individual as well as the collective, 2) “how to do it” – the capability to execute plans through AI-powered computation and automation, and 3) “why bother?” – the critical, often overlooked, incentive to act via a thoughtfully designed system of tokenomics and gamification. Two key technological components address the two-level problem mentioned earlier: 1. Networked System Technology For Incentivizing Neighborhood Level Knowledge-Sharing and Collaboration (between condos): Utilizing web3 principles and a multi-agent systems approach, Hestia introduces a technology that connects condominiums together as networked agents rather than being controlled by a top-down reward function. This approach enables open participation and seamless information flow between condo corporations at the neighborhood level, fostering collaboration and collective decision-making. 2. Agentification Technology To Enable Community Level Care And Union (within a condo): Leveraging AI/ML and gamification techniques, Hestia transforms each condominium corporation into an intelligent agent. This technology assists condo boards in engineering positive social behaviors within their communities, unifying homeowners, and enhancing community engagement at the community level. By having an underlying gamified incentive layer at its core, Hestia will encourage engagement and foster collaboration organically. ## Reference \[2] Intelligent Software Agents. (n.d.). # Development Roadmap \ Hestia’s phased development starts with one condo then expand to a selected target group and eventually permissionless open participation to include all.
# System Functionalities ## System Functionalities Hestia’s system includes merging some of the existing property management and condo communication platform features with advanced AI-driven analytics through a decentralized multi-agent network to allow seamless collaboration, enhanced decision-making, and incentivized community engagement. #### Resident and Owner Engagement * Easy Access to Information: Residents have easy access to find answers they need, receive important announcements, and stay engaged in their community. * Community Involvement: Platforms for residents to participate in discussions, voice opinions, and vote on issues. * Incentivized Participation: Incentives are given for community engagement or volunteer hours, encouraging active participation. * Feedback Systems: Residents can submit feedback and report maintenance issues, fostering a responsive community. #### Security, Safety, and Privacy * Role-Based Access Control: A controlled archive system ensures that information is accessible only to authorized users. * Secure Data Storage: Data is stored securely with encryption to protect sensitive information. * Privacy-Aware Information Sharing: Condos are incentivized to share information and feedback about vendors and contractors using zero-knowledge proof infrastructure and attestation systems. * Regular Security Audits: The system undergoes regular security audits and updates to safeguard against vulnerabilities. #### Efficient Decision-Making * Streamlined Decision Processes: Proposals and voting on decisions are streamlined for efficiency. * Transparent Decision Tracking: The tracking of decisions and actions taken is transparent, promoting accountability. * AI-Driven Recommendations: AI provides recommendations to aid in decision-making, ensuring well-informed choices. #### Financial Management * Transparent Financial Records: Financial records are transparent and easily accessible to all stakeholders. * Budget Tracking and Forecasting: Tools for tracking budgets and forecasting financial needs are provided. * Automated Financial Reporting: Financial reporting is automated, with alerts for any budget anomalies. #### Maintenance Tracking * Maintenance Logging: Systems are in place for logging and managing maintenance tasks. * Historical Records: Maintenance actions and decisions are recorded and stored for future reference. * AI-Driven Maintenance Scheduling: AI helps schedule and remind about maintenance tasks, ensuring timely upkeep. #### Data and Revenue Management * Aggregated Anonymous Data: Useful anonymous data is aggregated by location and community. * Revenue Generation: Owners can vote to allow the Condo corporation to sell aggregated data (e.g., internet provider preferences, demographic info) as an additional source of revenue. DePIN Network Integration: Condos have the option to expand into or join decentralized physical infrastructure (DePIN) networks for peer-to-peer cloud computing and storage. # Roles Before designing an incentive layer for the network, we study the types of roles existing in the ecosystem. These include: 1. Condo Corporation: 1. A condominium corporation is a legal entity created to manage and maintain the common areas and shared elements of a condominium building or complex. 2. Owners: 1. Hold ownership stakes in the property. 2. Participate in major decision-making processes. 3. Provide input and feedback on condo management issues. 3. Residents: 1. Live in the condo units, either as owners or tenants. 2. Engage in community activities and report maintenance issues. 3. Vote on certain decisions and provide feedback. 4. Board of Directors: 1. Elected representatives of the owners. 2. Make strategic decisions and set policies for the condo. 3. Ensure compliance with governing documents and laws. 5. Superintendents: 1. Maintain the physical infrastructure of the condo. 2. Address maintenance issues and manage repairs. 3. Work under the supervision of the property manager. 4. Can also be owners or residents. 6. Property Manager: 1. Oversees the day-to-day operations of the condo. 2. Implements decisions made by the Board of Directors. 3. Manages maintenance tasks, financial transactions, and resident inquiries. 7. Vendors: 1. Third-party vendors that provide services for condominiums on contracted terms. 2. Selected by Condo’s Management or Board 3. Their work and time on property is supervised by the Superintendent # Condo Corporation A condo corporation is formed when a developer registers the condominium with the relevant government authority, typically at the time of the condominium's creation. All unit owners automatically become members of the condo corporation. Their ownership percentage usually corresponds to the size or value of their unit. The condo corporation is responsible for maintaining and repairing the common areas, enforcing the rules and regulations (often called bylaws), and managing the financial aspects of the condominium, including the collection of monthly maintenance fees from unit owners. The condo corporation sets bylaws and rules that govern how the condominium is used and managed. These can include rules about noise, pets, renovations, and the use of common areas. The condo corporation typically maintains an operating fund for operating the condo and a reserve fund, which is a savings account used for major repairs and replacements of common elements, like the roof, elevators, or HVAC systems.
# Unit Owners, Residents and Tenants Condo unit owners are individuals or entities who own a specific unit within a condominium building or complex. Ownership of a condo unit comes with a unique set of rights, responsibilities, and considerations that differ from owning a standalone property like a house. In addition to the private ownership of their unit, each condo unit owner also has a shared ownership of the common elements of the condominium ( usually proportional to the size or value of their unit). All owners have the right to vote on important matters (including the election of the Board of Directors) at the annual general meetings. Unit owners are required to pay maintenance fees (sometimes called condo fees or strata fees) to the condo corporation. These fees are used to cover the costs of maintenance, repairs, utilities, and reserve funds for future capital expenses. Residents of a condo can be owners (and their family or roommates) who live in their units or tenants who pay rent to the owner. Tenants have the right to use the unit and common areas, but they must follow the condo's rules and regulations, just like owner-occupants. Tenants usually do not have voting rights in the condo corporation but may have other obligations defined by their lease.
# Board of Directors The Board of Directors in a condominium corporation is a group of individuals elected by the unit owners (during annual general meetings) to manage and oversee the day-to-day operations and long-term planning of the condo. The board typically consists of unit owners who volunteer their time to ensure that the condominium is well-maintained, financially stable, and compliant with relevant laws and regulations. The fiduciary relationship between the board and the condo requires the board members to act in the best interests of the condominium corporation and its unit owners, rather than their personal interests.
In Ontario, Canada, the Condominium Authority of Ontario (CAO) outlines specific responsibilities for the Board of Directors of a condominium corporation. These responsibilities are designed to ensure that the condominium is managed effectively, transparently, and in compliance with the law. Here’s a summary of the key responsibilities of the board according to the CAO: 1\. Governance and Management * Bylaws and Rules: The board is responsible for creating, amending, and enforcing the condominium's bylaws and rules. These rules govern the use of units, common elements, and the behavior of residents. * Meetings: The board must hold regular meetings to conduct the business of the condo corporation. This includes Annual General Meetings (AGMs) and special meetings when necessary. * Decision-Making: The board makes decisions on behalf of the condominium corporation, which should always be in the best interest of the condo and its unit owners. 2\. Financial Management * Budgeting: The board must prepare an annual budget that reflects the anticipated expenses for the upcoming year. This budget forms the basis for setting the maintenance fees that unit owners must pay. * Reserve Fund: The board is required to ensure that the condominium’s reserve fund is adequately funded. This fund is used for major repairs and replacements of common elements and assets. * Financial Reporting: The board must provide unit owners with regular financial reports, including the audited financial statements at the AGM. This ensures transparency in how the condo’s funds are managed. 3\. Maintenance and Repair * Common Elements: The board is responsible for the maintenance and repair of the common elements of the condominium, such as hallways, lobbies, elevators, and exterior grounds. This includes hiring and overseeing contractors or service providers for these tasks. * Regular Inspections: The board must ensure that regular inspections of the property are conducted to identify and address any maintenance or safety issues promptly. 4\. Compliance with Laws * Condominium Act, 1998: The board must ensure that the condominium corporation complies with all requirements under the Condominium Act, 1998, and any other relevant legislation. * Human Rights: The board must ensure that the condominium operates in compliance with human rights legislation, ensuring that all residents are treated fairly and without discrimination. 5\. Record Keeping * Maintenance of Records: The board is responsible for maintaining the condominium’s records, including minutes of meetings, financial statements, reserve fund studies, and records of bylaw and rule amendments. * Access to Records: Unit owners have the right to access certain records of the condominium corporation. The board must ensure that these records are available upon request, in accordance with the Condominium Act. 6\. Communication * Notices and Updates: The board must provide unit owners with notices about important issues, such as meetings, changes to rules, and significant projects or repairs. * Engagement with Owners: The board should engage with unit owners to keep them informed and involved in the decision-making process, fostering a sense of community and transparency. 7\. Insurance * Condominium Insurance: The board is responsible for ensuring that the condominium corporation has adequate insurance coverage. This typically includes property insurance for the building and liability insurance for the corporation. * Reviewing Policies: The board should regularly review insurance policies to ensure they are adequate and meet the needs of the condominium corporation. 8\. Dispute Resolution * Mediation and Arbitration: The board must manage disputes between unit owners or between owners and the corporation. This may involve mediation, arbitration, or other forms of dispute resolution as outlined in the Condominium Act or the condominium's governing documents. 9\. Director Training * Mandatory Training: Newly elected or appointed directors are required to complete mandatory training provided by the CAO. This training ensures that board members understand their roles, responsibilities, and the legal framework governing condominium corporations. 10\. Conflict of Interest Management * Disclosure: Board members must disclose any conflicts of interest in decisions they are making on behalf of the condominium. They must act in the best interest of the corporation and avoid situations where personal interests might conflict with their fiduciary duties.
# Superintendents A superintendent in a condominium is typically responsible for the day-to-day maintenance and operations of the property, ensuring a safe and well-maintained environment for residents. They may be directly employed by the condo corporation, work for a property management company, or serve as an independent contractor. In many cases, especially in larger condos, superintendents live on-site to provide quick responses to emergencies and immediate maintenance needs.
Key responsibilities of Superintendents include: 1. Maintenance: Perform routine tasks like checking HVAC filters, conducting preventive inspections, and handling minor repairs. 2. Cleaning and Upkeep: Ensure common areas are clean and manage waste disposal, including garbage and recycling. 3. Security and Safety: Maintain building security systems, ensure fire safety, and respond to emergencies promptly. 4. Resident Services: Address service requests from residents, communicate important updates, and assist with moving logistics. 5. Coordination with Management: Report to management on building conditions and coordinate with contractors for repairs. 6. Property Inspections: Conduct regular inspections to identify maintenance needs and ensure compliance with regulations. Emergency Response: Serve as the first point of contact during emergencies and coordinate necessary actions. # Property Managers Property managers play a crucial role in the administration and operation of a condominium, acting as the professional link between the condominium’s board of directors, the residents, and service providers. Their primary responsibility is to oversee the day-to-day operations of the condominium, ensuring that the property is well-maintained, finances are properly managed, and residents' needs are addressed efficiently. Key Responsibilities: 1. Operational Management: Property managers are responsible for the overall management of the condominium, including overseeing the maintenance of common areas, managing service contracts, and ensuring that all building systems (such as HVAC, plumbing, and electrical) are functioning properly. 2. Financial Management: They manage the condominium's finances by preparing budgets, collecting maintenance fees, paying bills, and ensuring that the reserve fund is adequately maintained. Property managers also provide financial reports to the board of directors and assist with financial planning. 3. Communication and Resident Relations: Property managers serve as the primary point of contact for residents, addressing their concerns, handling complaints, and providing information about the condominium’s rules and regulations. They also communicate important updates from the board of directors and organize annual general meetings (AGMs). 4. Enforcement of Rules and Bylaws: Property managers ensure that the condominium's rules and bylaws are enforced consistently. This includes addressing violations, mediating disputes between residents, and taking necessary action to maintain order within the condominium community. 5. Board Support: Property managers provide administrative support to the board of directors, including preparing meeting agendas, recording minutes, and implementing board decisions. They also offer professional advice on legal, financial, and operational matters to help the board make informed decisions. 6. Vendor and Contractor Coordination: They are responsible for hiring and managing vendors and contractors for various services, such as cleaning, landscaping, and major repairs. Property managers ensure that work is completed to a high standard and within budget. 7. Compliance and Legal Matters: Property managers ensure that the condominium complies with all relevant laws and regulations, including the Condominium Act, health and safety regulations, and municipal bylaws. They may also manage insurance policies and handle legal matters on behalf of the condominium corporation. # Service-Providing Vendors Third-party service-providing vendors are external companies or contractors hired by the condominium corporation to perform specialized tasks that are essential to the maintenance, operation, and overall management of the property. These vendors provide services that may range from routine maintenance and cleaning to more specialized functions like landscaping, security, plumbing, electrical work, and major repairs. Key Roles and Responsibilities: 1. Specialized Expertise: Third-party vendors bring specialized skills and expertise to the condominium, performing tasks that require professional knowledge or equipment that the in-house staff may not possess. This includes services like HVAC system maintenance, elevator repair, and pest control. 2. Routine Maintenance and Cleaning: Many condominiums contract out regular maintenance and cleaning services to ensure that common areas like lobbies, hallways, and recreational facilities are kept in pristine condition. These vendors help maintain a clean and safe environment for residents. 3. Major Repairs and Renovations: When significant repairs or renovations are needed, such as roof replacement or exterior painting, third-party contractors are brought in to handle these large-scale projects. They are responsible for completing the work to specified standards and within the agreed timeline. 4. Cost-Effective Solutions: Hiring third-party vendors can be a cost-effective solution for condominiums, as it allows them to access professional services on an as-needed basis without the overhead costs of maintaining a large in-house staff. 5. Contract Management: The property manager, often in coordination with the board of directors, manages the contracts with these vendors. This includes negotiating terms, ensuring that work is completed to satisfaction, and handling any issues that arise during the course of the work. 6. Quality Assurance: It is the responsibility of the property manager and the board to ensure that third-party vendors deliver high-quality services. This includes regular monitoring, providing feedback, and addressing any deficiencies in service. # Governance Hestia Network's governance is driven by an incentive economy, fostering a collaborative and engaged community through a system of token rewards. Utilizing the concept of Nash equilibrium, where individuals' optimal actions lead to the best overall outcome for the community, Hestia encourages owners and residents to voice their opinions, raise issues, vote, help fellow residents, and volunteer. This direct democracy is facilitated through user-friendly apps and zero-knowledge (zk) voting, ensuring secure and private participation. Residents are incentivized with tokens for their contributions, which can be redeemed for perks such as free entry to condo parties, chances to win in Christmas raffles, or subsidized booking fees and priority access to common facilities. This system not only motivates active participation but also strengthens the sense of community and shared responsibility among residents. Hestia AI agent follows and facilitates governance guidelines provided by its legislative region. In Ontario, condos are governed by their governing documents \[1]. 1. The Condo Act: The legal framework governing condo operations and management. Changes to the Condo Act can only be made through legislative amendments by the Ontario government, often involving consultation with stakeholders and legal experts. 2. Condo Declaration: The foundational document outlining the condo's structure, units, and common elements. Amendments to the Condo Declaration require written consent from 80-90% of the unit owners, depending on the nature of the amendment. The high threshold makes changes difficult but ensures significant owner agreement. Amendments must be registered with the Land Registry Office to be effective.​​ 3. Condo By-Laws: By-laws governing the administration and management of the condo. Changes to the condo by-laws usually require a vote by unit owners, with a majority of unit owners (50% + 1). The proposed changes must be presented at an owners' meeting, and if approved, they must be registered with the Land Registry Office to become enforceable​. 4. Condo Rules: Regulations for the use of units and common areas. Alterations to the condo rules generally require a board resolution followed by a notice period of 30 days during which unit owners can review and, if necessary, requisition a meeting to discuss or challenge the changes. Rules must be reasonable and consistent with the Condo Act and the condo declaration​. 5. Condo Policies: Specific guidelines and procedures for various aspects of condo living, shared facilities and management practices. Policies can be created and amended by the condo board without needing owner approval. These policies typically cover operational matters like room bookings and amenity hours. While owner approval is not required, boards should regularly inform owners of any policy changes​. ## Reference \[1] Governing Documents - Condominium Authority of Ontario. (2023, August 17). Condominium Authority of Ontario. # AI Agent # Network Architecture Decentralized Network: The Hestia Network employs a decentralized architecture using hashgraph-like technology, which offers efficient, secure, and scalable operations. This ensures high availability and fault tolerance, critical for community-driven environments. Gossip Protocol: To facilitate rapid and consistent information sharing among nodes, the network utilizes a gossip protocol. This method allows for quick dissemination of updates and ensures all nodes have a synchronized and up-to-date view of the network. # Decentralized Storage Encrypted Storage: All data within the Hestia Network is encrypted to safeguard sensitive information. By building on backbone decentralized storage projects like Siacoin \[4], Ceramic \[5], Filecoin \[6], Arweave \[7], the network ensures that data is stored securely and redundantly across multiple locations. Distributed Ledger: A distributed ledger is used for transparent and immutable record-keeping. This ledger tracks all transactions, votes, and updates within the network, providing an auditable history that enhances trust and accountability among residents and stakeholders. ## Reference \[4] Sia - Decentralized data storage. (n.d.). Sia. \[5] Ceramic - the composable data network. (n.d.). \[6] Filecoin. (n.d.). A decentralized storage network for the world’s information. Filecoin. \[7] Arweave - A community-driven ecosystem. (n.d.).
# Identity Solution Decentralized Identity (DID) Technology: Hestia leverages DID technology, such as Worldcoin \[8] or 3ID \[9], to create a user-centric data ownership infrastructure. This ensures that each user retains ownership and control over their personal data. Private and Secure: With DID technology, users' identities are managed in a decentralized manner, enhancing privacy and security. Only the users themselves can access and manage their identity information. Data Ownership: This approach gives back data ownership to each user, allowing them to decide how their data is used and shared within the Hestia Network. It empowers residents by putting control of their personal information firmly in their own hands, fostering a greater sense of trust and participation in the community. ## Reference \[8] Worldcoin. (n.d.). For every human. \ \[9] xPottery. (2021, May 5). What is 3ID Connect? The Ceramic Blog.