E.0 Beliefs about staff
Summary
This page explains what staff are for and how we approach having them. One point is settled: being on staff is separate from someone's participation level, governance role, and performance role. The rest of the page is still being written.
E.0.1 Why pay staff in a volunteer movement?
This section is still being written. It will explain why a volunteer movement has paid staff, and how staff relate to volunteer leadership.
E.0.2 Hire proactively from organizational needs
Our proposed principle is to hire from the contributions the organization needs, rather than reacting to applicants or vacancies. How those needs are identified, and by whom, is still being worked out; the expectations candidates see are in E.1 Expectations.
E.0.3 Small nonprofit constraints
This section is still being written. It will set out what a small organization can and can't commit to on funding, growth, and career opportunities. For development opportunities, see E.3 Professional development.
E.0.4 What counts as staff?
Four ideas are kept separate throughout the handbook:
| Idea | What it describes | Where to read more |
|---|---|---|
| Participation | How someone takes part in the movement | 1.4.4 Participation, responsibility, and employment |
| Governance role | A specific responsibility and its authority | 1.4.4 |
| Employment | Whether and how someone is paid to work | This section |
| Performance responsibility | How someone contributes: Individual Contributor, Directly Responsible Individual, Player-Coach | E.1 Expectations |
Being on staff does not by itself establish a participation level, a governance role or a performance role. Exactly which arrangements count as staff (for example employees or contractors) is still being defined. For how the organization develops people in general, including volunteers, see 3.3 People.