A performance management process for a small self-managed co-op that allows for democratic overturn of panel decisions if over half of the co-op members object.

A redundancy policy for a collectively-run organisation, which aims to avoid situations of coop member redundancy and offers structures to support staff who may be made redundant, as well as offering alternative employment within the organisation, where possible.

This peer review policy and procedure aims to support all employees to achieve and maintain their maximum (reasonable) contribution to their role at the project. It’s an opportunity for all employee members to have time to reflect on their role, to think about how their work is going and what the issues are. It’s a chance to have someone else engage with their job, listen to them and support them with anything they need help with, and to grow and develop within the role.

In recognition of the gravity of the climate emergency, the PTC will donate up to 6 days leave per year (pro rated depending on your working hours) to every employee to spend on direct action – e.g. attending or preparing for demonstrations or other related voluntary activity.

In our flat structure, we have created a “Buddy system” where each team member acts as a buddy to another. This aims to ensure that we don’t lose the good bits of management, and that we all feel supported and able to hold ourselves accountable.
The buddy system is closely related to our feedback processes which are also detailed here.

A radical approach to safeguarding that questions the definition of “vulnerable” and instead places all people we work with at the heart of the policy holistically. We propose a shared opportunity to use non-punitive procedures, ask for consent, offer a matrix to attempt to diffuse conflict or avoid involving external agencies and supporting both victim and perpetuator.