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Decision Making

Can I decide that?​

While our members hold significant decision making power, there are some limits in place to protect our work and values, as well as to make sure we are operating within regulations.

Financial decisions​

Any decisions relating to finance must have [Leadership Approval], questions relating to finance can be directed towards the Operations Team.

Example of financial decisions are:

  • Spending and procurement.
  • Sale/transfer of assets.
  • Sale and/or distribution of products/services.
  • Receiving income for or on-behalf of the organisation.
  • Sponsorships/partnerships.

Press & publication​

Any release of information or formal press statements must be approved by the Operations Team.

Examples of these decisions:

  • Publishing content on our social media or websites.
  • Providing a statement to press/journalists on behalf of Conex.
  • Releasing any information covered by our NDA and confidentiality policies.
  • Using our brand assets or designs in your own work.

Safety & security​

Any decisions that would directly or indirectly impact the safety, security, or reputation of our organisation, team, systems, or information must be approved by the Operations Team and may need Leadership Approval.

Examples of these decisions:

Leadership decisions​

How do we make decisions?​

Members of the leadership team are duty bound to put the interests of Conex and its members before their own, and this means that their decision making is guided by Conex's values.

Where possible, the input and opinions of members should be considered when making important decisions that could impact everyone at Conex. There should also be transparency in decision making, and decision makers should be accountable and ready to justify decisions to members when asked.

How do we vote?​

The way in which votes on decisions should be made is defined in our Articles of Association, and members of the leadership team are legally bound to follow this process.

For a decision (also known as a 'resolution') to pass, it must gain a simple majority of votes - meaning that greater than 50% of votes are needed for a pass.

We also have a unique modification to our voting system that gives those in the role of Co-Executive Director two votes each, and requires that every resolution has the support of at least one Co-Executive Director. These 'double votes' must be equal, for example you couldn't vote both for and against a resolution, but the votes of either Co-Executive Director don't have to match.

This model of voting may sound complicated, but it's what we've been using since the start, and it gives us a great balance between ensuring Conex follows what it was founded to do, while maintaining sufficient checks and balances.

Does everything need a vote?​

No, we believe in empowering everyone to do what they think is right for the team and organisation, but there's some decisions that do need more careful consideration.

Also, to ensure the organisation runs efficiently members of the leadership team have the capacity to make unilateral decisions relating to their role, such as being able to post social media content, or sign a legal document, without needing a resolution to be brought forward. However, these decisions can be challenged - as outlined below.

What if we get it wrong?​

Everyone makes mistakes, and when we do it's important to put them right. Accountability is also extremely important at Conex, and this doesn't mean putting blame on individuals or groups, but rather making sure decisions have valid justification and due process.

When members of the leadership team disagree with a decision that's been made unilaterally (without a prior vote), they can formally challenge it to a vote, where the decision can be sustained or overturned. In extreme cases, there can also be a vote held amongst members of the leadership team to deem one of them to be unsuitable to hold their position, and remove them from it.

If members of Conex disagree with a decision made by the leadership team, they should bring this up with someone from that team.

note

Serious allegations of wrongdoing must be handled following our Gross Misconduct Policy.