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Governance

How decisions get made and how the project stays trustworthy — which matters most the moment others give it money. Keep it light enough for two people, real enough to satisfy a funder.

Non-negotiables​

  • Clear authority: who decides what, and above which size a decision needs more than one person.
  • Transparent finances, kept properly and reported on a schedule.
  • Conflict-of-interest and data-protection policies at minimum.
  • Founders keep enough control that the core purpose can't be quietly redirected.

Options & pathways​

  • Member assembly with a board (association) — legitimate and participatory; slower, depends on engaged members.
  • Director-led (company) — fast and clear; add an advisory board for accountability.
  • Advisory board alongside either — a few unpaid experts; worth having for judgement and credibility.

Decision tiers​

Day-to-day work and small spending sit with whoever runs operations; larger commitments go to the board; mission, structure, or dissolution go to the members. Set the thresholds to your scale and write them down, alongside a few real policies (conflict of interest, financial management, fundraising ethics, data protection, document retention, whistleblower) and a regular reporting rhythm.