Solutions for Humanity Members Handbook |

CHANGES / PIVOT - as of 1 July 2021

In light of recent discussions and observations, the concept of SFH as a functioning members coop while there is no employees of SFH, has been found to not be working as intended. Therefor, the concept of "Members" and "Coop" has been deferred indefinitely.
SFH will still operate as a philanthropic and research and development charity, with the same purpose; but, there is NO concept of members or coop, it is just the NFP behind the good we do.
For any project of which SFH is a part, the rules of contributors to abide by all other requirements of this handbook remain in place.
This document will be updated accordingly.


This agreement sets out the mutually agreed framework of membership within the Solutions for Humanity Inc. workers' cooperative (from now on referred to as "SFH" or "the organisation"). We are a ACNC Registered Charity (Non-Profit Association Registration #A0109545Q) established to grow and empower a community of purpose-driven members to solve humanitarian and social problems at global scale using technology-based solutions. is the first project of SHF, which will help fund the growth of the coop and other future projects.
The aim of this handbook is to highlight the shared expectations between an individual member/contributor and the cooperative as a whole (operational structure, collective ownership, decision making, project management processes), along with key policies that are absolutely essential to the success of the organisation.
Disclaimer: This is a LIVING DOCUMENT, that is enhanced and improved over time to best serve the purposes of the members/contributors. This is a collaborative working document that is subject to change and updates on a recurring basis with agreement from members. All SFH members and relevant contributors to associated ventures and projects (e.g. will receive email updates whenever changes have been made.
We are excited about your interest in working with us and look forward to working together to build a better world!


By choosing to be part of our tribe, you are agreeing to all the policies in this document and agreeing to commit a reasonable amount of energy and effort into fulfilling the vision of Solutions for Humanity Inc. and its associated Projects.
While there are individuals within the collective who are working in the organisation nearly full time, at this early stage we expect all contributors to commit at least 5 hours per week minimum. If we grow the ventures successfully, the expectation is that we will all be able to move to increased paid employment and remuneration for our contributions within the ventures.
This document is subject to review on a 6 monthly basis.


As an organisation with a cooperative model, SFH will always have a sizeable portion of shares that are owned by its members, who are all shareholders and hold the responsibilities of business co-owners.
Both contributors and members must agree to comply with the intent and purpose of this membership agreement.

Contributors vs Members

Contributors are individuals who have become involved with SFH initiatives such as, but are not full members. They are essentially volunteers, student interns or employees who contribute to one or several initiatives according to what their assigned role is and may be offered the opportunity to become full members.
They do not have the responsibilities of a full SFH cooperative member to the same capacity or participate in broader member based decision-making. However, as their involvement grows, they can become increasingly involved with decision-making where relevant to them.
Contributors do not own shares of equity. After 3 months (FTE) of being an active contributor, members can nominate contributors to become fellow members. An individual must be an active contributor for three months before being able to be a full member. The final decision around who is admitted to the cooperative must be made through collective decision making either through an online decision tool like loomio or with an offline quorum.
Contributors are subject to the same IP, NDA and non-compete requirements as members.
Contributors may be covered by their own set of agreements provided as part of their onboarding process.


Members are the ultimate decision-makers for SFH. While we often delegate decision-making, such as to board members, directors, coordinators, and leads of work areas, all mandate traces back to the members.
Two important principles inform our decision-making processes: (1) anyone affected by a decision should be able to participate in making it, and (2) a person’s influence over a decision should be in proportion to the degree to which it affects them.
When decisions are made by a smaller group, they will take active steps to maintain their mandate from the wider group, and to operate transparently.


Board Members

Board Members are a group of members and advisors of SFH. They are responsible for legal maintenance and governance infrastructure duties that may involve but are not limited to distribution of surplus, moderating Impact Points, overseeing legal due diligence and quick response decision making in specific time-sensitive instances. Their mandate comes entirely from the members of the cooperative and they are accountable to all stakeholders that their decisions affect.


Directors/Executive Officers are members who for external relations reasons have been mandated an outwards facing role for the purpose of engaging with external parties. They are also formally appointed as SFH members.
Maintaining the structure of a cooperative while having outwards facing delegated “roles” allows us to seek funding from and maintain commercial relationships with traditionally structured companies, agencies and external entities. They represent key departments of work within the organisation and may hold the responsibility of legal officer title within the structure of the company. Examples include Chief Operating Officer, Chief Financial Officer and Chief Executive Officer.

Team Leads

Team Leads are members or volunteer contributors who have been mandated the responsibility of looking after a specific functional area within a project or the organisation. They are responsible for pulling together and bottom-lining specific tasks, consolidating the work that has been done and representing this internally within the organisation. There can be co-coordinators and multiple coordinators within a given team if it had been mandated by the team to be so. Examples of this could be Marketing Coordinators, UX Coordinators, Dev Coordinators, Fundraising Coordinators.

Task Coordinators

Task Coordinators are members or contributors responsible for pulling together and bottom-lining specific tasks connected to a specific temporary project, consolidating the work that has been done and representing this internally within the organisation.


The members and contributors commit to creating and maintaining the culture of SFH by doing their best to ensure it stays in line with the principles and ideas which act as a base or foundation for action.
This sometimes means making hard choices. In the worst-case scenario, this might involve asking someone to leave if their behaviour is undermining the principles that we exists to promote. As members and contributors, we take responsibility for ourselves, each other, and the organisation as stewards.

Characteristics of a Member

Approach. You’ve woven yourself in with an inquiring attitude. You are flexible and responsive to the needs of the company.
Commitment. You’ve been making regular contributions over a sustained period of time. The bigger vision matters to you, and you’re committed to furthering it into the future.
Skills. You bring a particular skill set and perspective, adding a special contribution that we value immensely. You’re continuously learning and generously sharing your skills with others.
Values. Your values match the values of SFH. We’re proud to imagine you representing the cooperative to the world.
Communication. You have actively engaged in the stewardship of SFH, bringing your knowledge and experience to the collaboration and decision-making that guide as a whole. Your communication inside and outside the group is open, respectful, and honest.

Responsibilities of a Member

Members set the strategic direction and are expected to keep sufficiently up to date to participate in a meaningful way. It’s important that we’ve all got the context for well-informed decision-making.
Members have all the responsibilities of owners, as well as being the core working staff.
  • Creating and maintaining the culture of SFH and its Projects (e.g.
  • Set and maintain the strategic direction, organisational purpose, vision, and values
  • Mandate and hold to account the planning process, deliverables and coordination
  • Participate in organisational decision-making, online and in meetings
  • Attend members meetings (physically or remotely), or figure out a way of keeping up to date otherwise
  • Keep up to date with coordinators’ reports and Board meeting notes
  • Keep up to date with financials, and understanding the risks and opportunities involved in decision-making
  • Attend annual/quarterly planning sessions and retreats where possible
  • Appointing Board members, and approving employee pay and equity remuneration rate
  • Vetting and approving new company members (recommendations to the Board)
  • Participating in the SFH stewardship system
  • Approving major transactions (spot approval below $200 by tribe leads)
  • Approving an amalgamation of the company or appointing a liquidator
  • Approving Board recommendations on making a distribution to shareholding members
  • Give notice to the directors of a matter they want raised in the Board


Impact Points

We will track any early stage unpaid work in SFH and it's projects with a system called Impact Points. This applies to members and non-members (ie. contributors) alike, and is separate to distribution of profit. Membership status does not affect Impact Points.
Because SFH is a cooperative owned by its members, we don't have sweat equity in the same way as some other startups, when working in SFH startup projects. Instead, we have a separate system to acknowledge the work people did without remuneration to get projects off the ground, and the opportunity cost people wear by volunteering or accepting pay below market rates while we get the things going. We acknowledge the risk people took giving their time to an early stage initiatives with no guarantees by putting a multiplier on points earned during the early days.
People keep their Impact Points even if they leave the co-op, and they are totally separate to ownership or investment shares. At some stage, when SFH and it's projects are thriving, we look forward to paying them out.
The “Impact Points” system is designed to be a clear mechanism in place to enable the SFH Board to consider and fairly set a possible future discretionary remuneration for contributors to the coop it's projects based on the overall performance of the cooperative. Impact Points are accrued based on the value a person contributes to the cooperative and projects. When a project is determined by the Board to be in a secure financial position, the Board may, at its absolute discretion, resolve to make financial remuneration to contributors that hold Impact Points in those projects.

Tracking Impact Points

  • Impact points are determined by the contributions towards a project or projects as a whole.
  • The value of these impact points is determined by the work completed, as determined by the "value" and "effort" of tasks completed in our project management, collaboration and other systems we use for work and communication.
  • Some organisational roles may have a lot of effort in the actual coordination of tasks and people, so they will have an extra factor applied, for the number of tasks created, managed, delegated in their management role; as well as other contributions valued by the coop.

Impact Points Principles

SFH members wish to value all effort contributed to SFH and it's projects, even while in startup phase and unable to provide immediate direct remuneration and monetary reward.
The Impact Points system will provide a clear mechanism for the SFH Board to value this effort at a future point when a project is financially sustainable and payment will not threaten viability.
Impact Points payments will be treated as a discretionary remuneration that is based on the performance of the coop and it's Projects.
The Board may, at its absolute discretion, determine when SFH Cooperative or it's projects are in a position to pay out Impact Points, and how the valuation of Impact Points will be calculated at that time. The process for determining the value of these Impact Points will be developed at a later date.
The Board, at its absolute discretion, may then resolve to make paid remuneration to contributors that hold Impact Points. The distribution of remuneration for Impact Points is intended to be aligned with full commercial remuneration for members and contributors to the SFH cooperative and any of its associated projects.
Distribution of any remuneration will be proportional to the number of points that have been accrued and market data from tools such as
A risk multiplier will be applied to Impact Points accrued in the earliest phase to recognise the increased level of risk taken. The rationale is that the risk involved reduces as SFH and associated projects develop.

Project Equity

At SFH equity within project companies (such as is held on behalf of members in trust by that project; that is collectively administered, owned and maintained for and by members of SFH.

Equity for Members

Unless specified separately for individual projects or ventures, being a member of SFH means that you are allocated an equal vested coop share starting after six months of involvement with any SFH projects, as a member of the coop. The vesting time is based on Full-Time Equivalent (FTE) dedication to the project, not just on the time that has passed. The FTE rate is based off contribution and activities, with full members usually dedicating between one to five days per week.
Vesting is accrued at the FTE periods after starting as a member:
  • 20% vesting at 6 months FTE.
  • 20% vesting every 6 months FTE thereafter.
  • Full 100% vesting occurs at 30 months FTE.
Vesting from 6 months FTE onwards must be approved by a quorum based membership decision, deeming that the individual delivers enough value to the cooperative. Vesting does not interpret to a share to have been acted upon for the purposes of CGT or other regulations, and is still held in trust by the project for SFH.
See also Lifetime Membership, regarding permanent equity allocations via the coop.

Equity Dilution & Investment

This shared member equity may be retained or made available to investors, partners or other stakeholders who provide meaningful capital or value in exchange for equity. This externally owned equity should be taken out of the pool of equity owned by all stakeholders equally, unless agreed otherwise; which, while existing owner percentages decrease, the value of the equity actually increases.

Profit & Surplus

“Profit” is what’s left of revenue after operating expenses, wages, contributor remuneration and certain other financial commitments have been met. Examples of other financial commitments may include capital expenditure, reinvestment in the company, distribution to investors, all trading debt and member mandated distribution to other social projects.
The membership determine what proportion of the profit from Projects are reinvested into SFH and/or its Projects, what proportion is directed to support other socially beneficial projects, and what proportion is allocated to members remuneration. Being a member makes you eligible to receive the allocation, but does not mean any allocation will necessarily be made. The key priority for distribution of funds is on enabling purpose driven projects that have benefit to people and planet. This is highlighted in the manifesto, being our first project.
Surplus (retained earnings after all outgoings) is what is left after all of the above considerations and commitments have been met. As a non-profit entity, it is illegal for SFH to distribute surplus to members.

Entering Membership

The first step toward membership is by applying to take part in our activities as an active contributor. Contributing to an SFH project on an ongoing basis with a minimum of 5 hours per week, in a long-term contribution towards a Project, puts you on the membership pathway. (We may also work with contractors or staff who are not on the membership pathway).


1. Confirm eligibility

Added value ("transacted") in the last 12 months on the membership pathway on a long-term basis, and is likely to continue adding value in the next 12 (as determined by the individual and the contributor panel). They have to have “actively contributed” for at least three months in their role and as a member they are expected to contribute on an ongoing basis for at least one day per week.
Contributor is committed to fulfilling member responsibilities for the long-term.

2. Invitation decision

Coordinators and the worker's steward gather eligibility data and facilitate a decision process on SFH with all members. This eligibility data consists of an evaluation of the person’s skills, value to the cooperative and an assessment of character. While this is currently occurring on an informal basis, an assessment framework will be developed in the future.
The members decide to extend an invitation of membership to the contributor.

3. Board confirms eligibility

The SFH Board of Directors is responsible for making sure that the shareholding of SFH is held by eligible worker-members who meet the criteria set out in our constitution. The Board confirms this for specific individuals at the recommendation of the members.

4. The contributor accepts the invitation

Becoming a member must be a mutually agreed decision between the individual and the cooperative, and people take the commitment seriously. Full responsibilities need to be explained to the new member prior to accepting the invitation so they are making to make an informed decision. If someone does not wish to take on the responsibilities of membership, they may choose to go on contributing as a non-member.

5. Share issued

The Board officially issues a share in the cooperative to the new member, making them an equal co-owner with the other members. This share reaches full maturation after two years, with staged vesting throughout their membership with the SFH cooperative.

6. Onboarding & Celebration

The new member is welcomed into the Member's group, and their new responsibilities are explained. Full team gatherings occur on a regular basis and on each occasion, new members will be formally welcomed into the cooperative at these events - examples include team BBQs, social events or gatherings. They will now participate in the Members group, attend Members meetings, and take on stewarding others.
Onboarding involves a process of taking new members through internal processes, ways of working, structure, training around use of various platforms and introductions to both the wider team and the team that the new member will be working within. Team onboarding will also be organised among their team itself.

Exiting Membership

Someone may cease being a member for the following reasons:
  • The Member decides to resign (and become a non-member worker or leave the company entirely)
  • The Member is no longer eligible (due to no longer being engaged or not meeting their member responsibilities)
  • The Board regularly reviews membership eligibility, every 3-6 months, to make sure membership remains aligned with the policies we have agreed and criteria set out in our constitution.
If a member goes on extended leave (for health or other reasons), a discussion happens with them, their steward, and the coordinators about their desire and ability to fulfil member responsibilities while away. If the leave is temporary, they may opt to abstain on decision-making or nominate a proxy, and still fulfil basic responsibilities such as signing required shareholder paperwork. If this is not possible, they will step down as a member and give up their share.
As a worker cooperative, membership and workership are intimately linked. It's against the principle of a worker company to have owners who are not workers. While we allow flexibility on a case by case basis, ultimately if someone is not working for the benefit of the cooperative they cannot remain a member unless they are deemed to be “Lifetime Members”.
It is important to note that to preserve diverse perspectives within discussions and decision making processes, members cannot have their membership ceased for their views/perspectives in these processes. They can have their membership ceased for their conduct around these decisions, but not because they have an unpopular perspective.

Lifetime Membership

Some members can also be deemed as “Lifetime Members” as recognition of their ongoing and highly valuable contribution to the SFH cooperative. This means that they retain a portion (or all) of their Project equity and are included in decision making processes as an advisor. An individual’s lifetime membership and Project equity is guided by industry data and research information from and agreed upon by a quorum based decision that is mandated among the wider members of the cooperative.

How We Work

SFH is a non-profit incorporated association and registered charity, focussed on solving wicked systemic humanitarian and social problems at global scale. Using evolutionary frontier technology, we are creating the levers to help make this happen. We partner with other organisations where possible, enabling and supporting technological innovations to solve the world’s most complex problems.
To be self-sustaining and grow the scale of the positive impact we can make, our Projects are setup as social enterprises, with purpose and doing good at the heart of what they do, and in their constitution. Solutions for Humanity Inc retains part ownership, as well as a share of profits, so the non-profit entity can keep operating to develop and support further solutions.

Project Teams

The Cooperative operates through a number of semi-autonomous project teams that manage specific areas of operations and outcomes within the organisation. These teams are responsible for the day to-day running of different elements of Projects. is the founding and funding project for the growth of SFH and future projects.
Cooperative member meetings should occur regularly, ideally on an alternating weeks to project team meetings. These cooperative meetings must have at minimum at least one representative from each project team to provide project updates, listen to and share any learnings with their specific team. All cooperative members are invited to these meetings and should try and attend if possible.
At least once a month there will be a member and contributor meeting/event which will be focused on building connections across the cooperative, facilitating innovation, developing shared understanding/vision, facilitating key decisions and also to have fun, socialise and welcome new members. These will always have a formal element and a social fun element and will range from small evening get-togethers, through to day long retreats/activities, weekend or week long retreats. (this frequency may change once established).

Functional Areas

Each Project is in turn divided in teams that represent different functional areas relevant for a project. Each functional area has an appointed Team Lead, who can be a member or a contributor, that manages the day-to-day activities.
These various functional areas stay interconnected through the use of project management and collaborative tools. This might change as we find and utilize more effective tools in the future. This maximises transparency and effective tracking of project progress/milestones. Updates to projects, milestones and progress on various work areas needs to be updated here on a regular basis.
Teams are expected to meet at least once a fortnight to discuss their various work area and maintain cohesiveness as an agile and effective group. These can occur offline, online or potentially through a mixture. Some people will be involved across multiple project teams but should have one key focus area within the organisation. Examples of functional areas could be: Funding, marketing, business development, UI, development, partnerships, finances and people/culture.

Working Groups/Pods

These are temporary teams that do not fit within specific functional areas and are created to address specific set components of work within a project. They include members from across various project teams who come together to address specific challenges or workloads that are relevant to all members of the cooperative.
These are self organised and can sometimes be responsible for facilitating specific changes within SFH or a Project such as building new agreements/guides, maintaining organisational infrastructure, organising retreats, developing new procedures and to address certain wellbeing or personal issues that the cooperative may be facing.
Working groups draw their mandate from the wider cooperative and need to gather wider membership based approval for their work if it is going to affect and have relevance to other members of SFH cooperative. New pods are proposed either in quorum based meetings or via decision making tools such as to get a wider mandate from the wider membership and be approved.


This section defines how formal decisions are made at SFH's Projects. It identifies a number of different types of decision-making protocols, and describes processes for participating in formal decision making.
Key decisions at SFH are made both online (through loomio), polling based in tools such as Slack, or through in-person group based discussions/votes that require a quorum of members present for decisions to be made. At this time, the quorum required for key decisions to be made with members present is at least 70% or greater (ie. if the cooperative has 20 members then 14 must be present for a major in person decision to be made).
Members are the ultimate decision-makers for SFH. While we often delegate decision-making, such as to directors, coordinators, and leaders of work areas, all mandate traces back to the members.
Two important principles inform our decision-making processes: anyone affected by a decision should be able to participate in making it, and a person’s influence over a decision should be in proportion to the degree to which it affects them.
When decisions are made by a smaller group, they will take active steps to maintain their mandate from the wider group, and to operate transparently.

Decision Protocol: Consensus

For formal decisions, SFH uses consensus decision-making, a methodology with a specific meaning and practice. Consensus does not mean unanimous agreement or engagement from everyone on all decisions. The key concept is consent (you can live with it), which is distinct from agreement (it’s your preference or first choice).


Formal decisions with everyone are only intended to be used when they will have significant impact on the wider cooperative. This Agreement is the core agreement from which all others derive their mandate.
In order to enable efficient decision-making, provide clarity to participants, comply with laws, and protect the network, certain formal decisions are delegated to specific people, groups, or processes other than a consensus decision. Decisions to change existing Agreements or create new ones are made by everyone in the network together.

Decision Tool(s)

At SFH, formal decisions are made using a social tool called loomio, which helps groups make collective decisions using constructive deliberation. This process is based on the principle that diverse perspectives can be synthesised to achieve better solutions that work for more people.
While making use of other channels (online and offline) to enrich input into a decision is strongly encouraged, the results are considered the official outcome. This is so that we can keep a clear record and archive, and to ensure that everyone who desires to participate in a given decision-making process has the opportunity to make their voice heard.
Not every proposal constitutes a formal decision. Some proposals are created simply to gauge interest or share information. For the purposes of this Agreement, a “formal decision” is a clearly worded proposal seeking a specific mandate on behalf of the cooperative.
Any type of asynchronous decision can be initiated on Loomio. Something where we discuss things for a few days or weeks, is a perfect use of Loomio, as it does not get lost in a stream of chat messaging. Discussions like where to go for the retreat, what to do for the party, etc are all discussions that can take a while and have a number of votes and decisions made - so, highly recommend using Loomio for that.
An adhoc informal decision is usually done via the poll or other plugins in slack (or other collab tools we may use), or simply as a group message. Informal decision are usually synchronous in nature and don't need formal records to refer to at a later date, such as "when shall we have a chat".
Please note that the guide for using loomio is applicable both offline as well, but all decisions and discussions around these need to be recorded to ensure that we have accessible resources that highlight how we’ve come to specific decisions.

Discussions & Proposals

Decisions are generally preceded by a discussion. It is recommended to allow space for open discussion before starting a proposal, to give people an opportunity to be actively involved in shaping the context of the decision, and to share relevant information and opinions.
Any participant can raise a proposal in Loomio, which describes a clear course of action or resolution. Once a proposal has been created, participants are asked to state a position.
You’re happy with the proposal.
You’re happy for the group to decide without you.
You think there might be a better alternative, but you’re willing to go with the group’s decision.
You’ve got serious objections and you’ll be extremely unhappy if this proposal goes ahead.


At SFH, a single block is sufficient to stop a proposal proceeding in most cases. This places a considerable responsibility on someone blocking to deeply consider their choice, and on everyone involved to respect the right to block and to work toward a resolution.
A decision to block should not be taken lightly, but if you feel strongly about an issue and really want to stop a proposal you actually need to block it, because simply disagreeing or arguing against is not a guarantee that it won't be passed.

Blocking Policies

Place the good of the whole group above your own individual preferences.
You are not required to propose an alternative solution to raise a block, but you must articulate the nature of your block clearly so the group can understand the concern and work toward a resolution.
Simply vetoing a decision is not considered a responsible use of consensus blocking - you must be prepared to work collaboratively to try and reach a resolution, make time for conversations, and to help others understand the issue.
Blocks should only be used in cases where the blocker genuinely believes there is a significant risk of harm to the network, or that the proposal contravenes the fundamental values of SFH.
Note: Blocks by SFH Members are binding. The question of whether blocks by contributors are or should be binding as well is ambiguous, with people in the community feeling strongly both ways. That ambiguity is intentionally left unresolved in this agreement.

Making Formal Decisions

Anyone can propose a formal decision at any time. We seek open, transparent decision-making and strive to enable the people who are affected by a decision to participate as fully as possible in making it. SFH tries to make decisions with the widest possible circle of participants, while recognising the necessity and wisdom of delegating responsibility for certain decisions.
A formal decision is only required whenever there is a significant impact on the network. It is difficult to specify exact criteria for every case, so everyone is encouraged to use their best judgement to balance exercising autonomy with gaining shared understanding.
Formal decisions are needed for the following areas (some with the whole network, some with a subset of people or by a process which has been delegated by an Agreement).
Decision area
Creating new rules about how SFH or an associated project works
Changing the SFH logo, a project-specific logo (e.g. and identity or utilising it in a new context which may affect brand well-being (e.g. creating new pieces of collateral)
Spending collective funds or for actions that impact our financial outlook
Tools & Processes
How the network as a whole will work and communicate
Commitments as a network with individuals or entities (such as invitations to membership, appointing directors, MOUs with ventures or other entities)
Buy-in & Awareness
When seeking a shared sense of ownership and support from the network as a whole

Decision Types

This agreement sets out the types of consensus decision making protocols that are used within SFH. These protocols are named here so they can easily be referred to in other Agreements and contexts, and people can consider which is most appropriate for the situation.
The default for all formal decision making in SFH is the Standard Decision. Additionally, we have other types of formal decisions for specific circumstances. When using any of the decision types below, it must be clearly specified in the proposal.
  • Type
  • Passing Criteria
  • Engagement Threshold
  • Minimum Timeframe
  • Description

Standard Decision

Passing Criteria
Passes as long as there are no blocks
Engagement Threshold
Minimum Timeframe
3 working days (5 working days encouraged when possible)
This is the default option and is used for most decisions at SFH. Ensures that no one strongly opposes a course of action, while allowing progress to move forward. If there are a large number of “no”s, it’s strongly advised to work on another iteration to find a better solution, but the proposer may move ahead at their discretion.
Significant Decision
Passing Criteria
Passes as long as there are no blocks
Engagement Threshold
Minimum Timeframe
5 working days (10 working days encouraged when possible)
This option should be used for more consequential decisions, such as changes to SFH Agreements.
Quorum Decision
Passing Criteria
Passes as long as there are no blocks
Engagement Threshold
Requires at least 75% of all eligible voters to agree or abstain (meaning at least ¾ of all group members must participate)
Minimum Timeframe
5 working days (10 working days encouraged when possible)
This option is used when a Special Resolution (as defined in the Constitution) is required.
Emergency Decision
Passing Criteria
Passes even if there are blocks, but requires 75% of those stating a position to agree.
Engagement Threshold
Minimum Timeframe
10 working days. If faster action is required, the board can exercise its emergency powers.
This option is a safeguard when the normal decision making processes fails. This option is only used in specific circumstances where a minority block would be destructive, such as removing a member, contributor, catalyst or venture from the community or a role.

Decision Culture & Practice

While this document defines our formal decision making protocols, the effectiveness of our decision-making practice depends on our collective culture. The following principles have been found to be helpful in supporting formal decision-making at our first venture,

Your Participation

  • Share your genuine and honest views and opinions.
  • Be succinct and clear in your communication.
  • Modulate the volume of your contributions to leave space for equitable participation from others.
  • Practice empathy and ask questions. Listen to understand, not to find fault.
  • Contribute to discussion and decision making processes without concern that your views/perspectives will be grounds for cessation of membership.
  • Actively engage in order to help the group make progress.
  • Be prepared to have your mind changed - don’t be overly attached to your ideas.
  • Consciously embrace diverse perspectives to reveal blind spots.
  • Ask for help if you are not adequately engaged or don't understand an issue.

Enriching Engagement

  • Open multiple channels to get well-rounded input (not just loomio, not just online).
  • Involve people who are not in your geographical location and those you do not work with regularly.
  • If you encounter tension, conflict, or confusion, escalate communication to a higher bandwidth channel (loomio to chat, chat to video, video to one-on-one, one-on-one to mediation by a third party), and then report outcomes back to the group.
  • Take considered acts of facilitation to improve the experience of the group overall (examples: inviting in those we have not yet heard from, clarifying and summarising points raised, suggesting good timing for a proposal, etc).

Intellectual Property

Collective Ownership of IP

Ownership of intellectual property that is produced while contributing to SFH or any of its associated Projects, is retained by SFH and/or the projects, and hence the members.
All members at SFH agree to transfer all intellectual property rights and interests (including copyright) in any ideas or materials they create relating to their provision of services to SFH and the associated Projects.
Members are taken to consent to SFH's use of such creations in a manner reasonably contemplated by their contribution and membership as discussed in this document. As a member and contributor you also agree not to bring any claim for infringement of your moral rights in respect of that use by SFH or its associated Projects.
Members undertake not to compete or work for competitors, who are not collaborating officially with SFH for a period of two years after after ceasing to contribute or be a member of SFH.
Members must agree to the current NDA required for their position (general requirement is the as of September 2019).
Contributors of any form are subject to the same IP, NDA and non-compete requirements as members.


SFH is committed to developing and fostering a culture of diversity within an equitable workplace where all people are respected and valued. SFH will take active steps to reflect the diversity of the communities it works in. This policy provides a framework to which all other policies should align. It provides direction to everyone at SFH.
SFH will better reach its overall goals if it is successful in systematically identifying and removing barriers to full participation in all aspects of our work. Increasing diversity has been consistently shown to help organisations succeed. It is essential for reaching both our financial and social goals.
SFH will:
  • Be guided by the principle that equity means more than treating people in the same way; it requires special measures and the accommodation of differences.
  • Advocate for learning and development opportunities to raise awareness and build understanding of equity and diversity in practice.
  • Not tolerate discriminatory behaviour, such as harassment, name-calling, and disparaging jokes, and will take responsibility for appropriately addressing such incidents.
  • Include a commitment to diversity in the selection process for who we bring into our community.
It is the responsibility of everyone at SFH to ensure that we uphold its principles of equity and diversity in all its practices.

Personal Conduct Guidelines

SFH's value resides in the people and the relationships that make up our inspiring, changemaking network. We collectively strive to foster an increasingly open, inclusive and caring culture. Delegated wellbeing focused working groups will support this mission by developing network resources for constructive dialogue and co-working.
We ask all SFH participants to support these Personal Conduct Guidelines:

Respect diversity

We are committed to supporting social diversity and cultural sensitivity. Please support our Diversity Agreement in all interactions.

Communicate gently

SFH participants are expected to support contemplative awareness and nonviolent communication in our relationships. This is especially important in online communications. Please consider other perspectives in network-related activity.

Communicate effectively

Your voice is welcome. Your perspective is valued. Your interests are interesting. The best thing you can do to give and receive value is participate.

Discuss concerns and questions

If you feel uncomfortable or uncertain about SFH issues or processes, please identify your concerns. If they've already been identified in SFH Improvements or in active (Loomio) discussions, please join the conversation. If not, start a conversation which could help the whole network.
In the instance that you feel like Loomio is not the correct avenue for this concern to be discussed, we advise you to speak with another member that you trust who can raise these concerns on your behalf. There is also an intention to create a wellbeing focused working group who is responsible

Resolve conflicts inclusively

We commit to resolve conflicts inclusively using a Conflict Resolution approach, aiming to strengthen community and to fairly recognise all serious concerns. We encourage all conflicts to be resolved with the fewest people necessary, again acknowledging that everyone directly affected by the conflict needs to be involved. Refer to our Conflict Resolution Guide which further explains this.

Mutual responsibility

We're all responsible, all of the time, to take positive action in response to harassment and abuse. In some instances, this may include reporting to external authorities. SFH expects all participants to take this responsibility seriously.
Last modified 10mo ago