Our rest policy acknowledges that due to structural inequalities in the cultural sector, not everyone experiences work in the same way. It offers up to three additional days of paid rest per year for staff members who experience inequality.

This policy aims to provide fair and financially secure wages for all workers. It is based on a flat rate plus uplifts, including: length of service, support for dependents, experience of marginalisation, and city weighting. It also contains an emergency waging system and fund, as well as a process for administering the policy.

An outline of how we request staff, clients and visitors to behave in our space. The purpose is to support everyone to feel comfortable and respected, especially those from marginalised communities who regularly face prejudice in broader society.

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.

A detailed process and template guide for a mid-sized collectively-managed organisation, to review its current pay policy. It includes steps for identifying the scope of the review and the types of questions it will and won’t ask (including several specific ones which came up in this organisation), as well as projected timelines for gathering information and developing proposals, collectively and democratically.

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.