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---
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title: Compensation Models When You Have No Money
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title: Compensation models when you have no money
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collection: Public
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path: Public/The Money Question/Compensation Models When You Have No Money
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path: Public/The Money Question/Compensation models when you have no money
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parentDocument: The Money Question
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outlineId: 897d5d63-96ba-46ae-9664-ce6e6d1946d1
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createdBy: Jennie R.F.
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---
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/compensation-models-when-you-have-no-money-EbKTqZbWyC
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:::
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Money is hard. Money has traumatized many of us. But of all the conversations a new studio needs to have, this one – the one that usually gets put off – is most necessary.
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When there isn't any, that conversation can feel pointless, or like you're just pretending to be a business while everyone quietly wonders how long they can keep volunteering.
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@ -40,7 +45,7 @@ Then, as a studio, map out the bigger picture:
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This can be a tough conversation. Disclosing financial precarity is a very vulnerable thing to do. But studios that have this conversation early – even imperfectly or uncomfortably – build a foundation of trust that supports them through much harder decisions later.
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(If you're in the Cooperative Foundations program, this connects directly to "The Talk" and the open-book practices in Session 6. The [Budget Builder at coop.love](https://coop.love/) walks you through the mechanics.)
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(The [budget tools](https://coop.cool/tools) walk you through the mechanics.)
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## Starting from zero
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@ -123,7 +128,6 @@ A bigger risk than picking the "wrong" model is not writing things down.
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You don't need a lawyer for this. You just need a shared, written record that every member has agreed to. A Google Doc everyone signs is better than a verbal understanding.
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:::info
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**How to sign a Google Doc**\nHave each member type their name and the date in a designated "signatures" section at the bottom of the doc. Combined with Google Docs' built-in version history (which records *who* made *what edit* and *when*), this creates a timestamped record of consent.
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@ -159,6 +163,6 @@ Studios that are able pay their members aren't sitting around waiting for their
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## Where to go from here
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1. Our [Budget Builder at coop.love](https://coop.love/) supports 3 of these approaches, with more to come. Plug in your team's numbers and see what's actually possible.
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1. Our [budget tools](https://coop.cool/tools) support three of these approaches, with more to come. Plug in your team's numbers and see what's actually possible.
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2. If you're in the Cooperative Foundations program, Session 6 (Equitable Economics) provides facilitated space for talking about financial need, capacity, and expectations.
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3. Our [Financial modelling](/doc/06990e9a-120e-4944-9899-f76ddbcbe92a) article covers investment readiness, financial statements, and capital-raising for studios ready to think beyond initial compensation.
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3. Our [Financial modelling](https://coop.cool/learn/financial-modelling-yFVGTu2QkK) article covers investment readiness, financial statements, and capital-raising for studios ready to think beyond initial compensation.
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@ -6,13 +6,16 @@ parentDocument: The Money Question
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outlineId: 06990e9a-120e-4944-9899-f76ddbcbe92a
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createdBy: Jennie R.F.
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---
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# Navigating Capital
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/financial-modelling-yFVGTu2QkK
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:::
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## Financial Modelling and Investment Readiness
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**The topic of fundraising can be fraught for folks struggling against capitalism's destructive influence.** This series will walk you through the steps you need to take to be ready to raise money in whatever form you plan to use—bank loans, grants, investments, revenue sharing, preferred share offerings, and more—without losing sight of your collectivist values.
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There is much work to do in Canada to transform the funding mechanisms themselves to be more collectivist, such as promoting community funding models, mutual aid networks, and reinvesting profits directly back into communities and worker benefits. This is Weird Ghosts' mission. **In the meantime, game cooperatives implementing practices that align with their values can create better conditions for all workers now.**
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There is much work to do in Canada to transform the funding mechanisms themselves to be more collectivist, such as promoting community funding models, mutual aid networks, and reinvesting profits directly back into communities and worker benefits. **In the meantime, game cooperatives implementing practices that align with their values can create better conditions for all workers now.**
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## Why do financial modelling?
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@ -53,7 +56,7 @@ This isn't meant to scare you! But the reality of Canada's funding system is tha
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### Biases and Anxiety
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In recent years, funders' mindsets have shifted toward recognizing the challenges faced by marginalized founders and alternatively structured companies. More support is available now, and organizations like Weird Ghosts, Marigold Capital, EDC, Women in Technology Fund, Disruption Ventures, and many others are leading the way. These groups understand the struggles cooperative and worker-centric businesses face in a world that rewards individual entrepreneurs. Unfortunately, these issues are still prevalent, so let's take a look at these biases.
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In recent years, funders' mindsets have shifted toward recognizing the challenges faced by marginalized founders and alternatively structured companies. More support is available now, and organizations like Marigold Capital, EDC, Women in Technology Fund, Disruption Ventures, and many others are leading the way. These groups understand the struggles cooperative and worker-centric businesses face in a world that rewards individual entrepreneurs. Unfortunately, these issues are still prevalent, so let's take a look at these biases.
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#### Reflection
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@ -151,7 +154,7 @@ A good financial model shows the following:
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If you've applied for arts council or other government grants, you'll notice that applications and investor requests are similar.
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# How to Create Your Financial Model
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## How to Create Your Financial Model
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Financial modelling and scenario planning are the core tools we'll focus on in this section. Getting a handle on them will help you reach investment readiness, project future financial performance, and plan for different ways your studio's business might unfold over months or years.
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@ -225,7 +228,7 @@ Some common pitfalls to keep in mind are over-optimistic revenue forecasts, unde
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## For New Game Studios
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📊 [Financial Model Template for New Studios](https://docs.google.com/spreadsheets/d/1SIrgtsRBtXY3d6AwkZS18Jes2AvRNOO4IMcEuk2ChoA/edit#gid=\*\*0\*\*) - choose `File > Make a copy`
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📊 [Financial Model Template for New Studios](https://docs.google.com/spreadsheets/d/1SIrgtsRBtXY3d6AwkZS18Jes2AvRNOO4IMcEuk2ChoA/edit#gid=0) - choose `File > Make a copy`
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If you're a brand-new studio (congratulations! 🎉), you need to build a foundation for investment readiness from the ground up. Here's how to do it:
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@ -270,7 +273,7 @@ Be conservative with initial sales forecasts and factor in ample time for develo
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You're on your way! Your financial model will be a massively useful tool when you approach lenders or investors and for internal planning. Don't worry about your model being perfect—most indies don't do this work, so you're well ahead of the game. You can and should revisit your numbers often, and you'll learn along the way what aspects serve your studio best.
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# How to Prepare for Investment
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## How to Prepare for Investment
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In this section, we'll focus on investment readiness and preparing to talk to investors. We'll cover creating a pitch deck, building a deal room, and developing an investor strategy. We'll also walk through the stages of investment readiness, from initial preparation to pitching and engaging with investors.
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@ -419,7 +422,7 @@ Options are contracts granting the holder the right, but not the obligation, to
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#### Shared-Earnings Agreement
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Similar to a revenue share loan, a shared-earnings agreement (SEAL) is repaid through revenues. However, the total amount that can be recouped is capped, and payback only triggers once founder salaries have been paid. [Weird Ghosts uses this type of agreement.](https://weirdghosts.ca/blog/how-we-make-investments)
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Similar to a revenue share loan, a shared-earnings agreement (SEAL) is repaid through revenues. However, the total amount that can be recouped is capped, and payback only triggers once founder salaries have been paid. [One Canadian fund publishes the terms of the agreement it uses.](https://weirdghosts.ca/blog/how-we-make-investments)
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## The Deal Room
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@ -487,7 +490,7 @@ So… are you ready? And how would you know if you were? 🤔 Here's a rundown o
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* Have you incorporated your cooperative?
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* Do you need to register in additional jurisdictions?
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* Do you have a [business plan](/articles/business-planning)?
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* Do you have a [business plan](https://coop.cool/learn/business-planning-QjR0nQuq4c)?
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* Does the studio have its own bank account?
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**Is your game ready?**
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@ -544,7 +547,7 @@ So… are you ready? And how would you know if you were? 🤔 Here's a rundown o
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**What impact does your team hope to achieve?**
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* What motivated your founding team to start this studio/produce this game?
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* How do you [measure impact](/articles/results-flow)?
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* How do you [measure impact](https://coop.cool/learn/results-flow-rLKvjnqFVm)?
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* What impact have you achieved to date?
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* How do you hope that your customers and community will respond to/contribute to your impact goals?
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@ -1,7 +1,7 @@
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---
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title: IP Ownership & Copyright Basics
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title: IP ownership and copyright basics
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collection: Public
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path: Public/The Money Question/IP Ownership & Copyright Basics
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path: Public/The Money Question/IP ownership and copyright basics
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parentDocument: The Money Question
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outlineId: 78d088cc-deeb-40d0-8d0f-2495093e8dc8
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createdBy: Jennie R.F.
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@ -1,12 +1,17 @@
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---
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title: Communication Norms Guide
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title: Communication norms guide
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collection: Resources
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path: Resources/Communication Norms Guide
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path: Resources/Communication norms guide
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parentDocument: null
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outlineId: a3cd4519-be7f-48d7-84b1-b1d0f2d4aa9a
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createdBy: Jennie R.F.
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---
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*A guide for cooperative game studios to establish shared expectations around how you communicate with each other, both in and outside of meetings.* (This is the resource referenced in the [Conflict Resolution Policy Template](/doc/a30d6e10-d87f-487c-a6b4-07e942990596) under "Make agreements about communication norms.")
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/communication-norms-guide-7bVTTka95o
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:::
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*A guide for cooperative game studios to establish shared expectations around how you communicate with each other, both in and outside of meetings.* (This is the resource referenced in the [Conflict Resolution Policy Template](https://coop.cool/learn/conflict-resolution-policy-template-w1Meaep0GW) under "Make agreements about communication norms.")
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Good communication norms create the conditions where hard conversations can actually happen. When everyone knows what to expect from each other, it's easier to navigate tensions without things spiraling.
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@ -43,11 +48,11 @@ Some practices that help:
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* Default to shared channels. Private messages create information abysses and can make people feel excluded. Use DMs for personal or sensitive matters, not for studio decisions.
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* Be specific about what you need. "FYI, no response needed" vs. "Need a decision by Friday" vs. "Thinking out loud, would love input." This saves everyone the mental work of figuring out what kind of response you're looking for.
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* Don't initiate conflict conversations over text. If something feels charged, move to a higher-bandwidth channel (audio, video, or in person). The [Conflict Resolution Policy Template](/doc/a30d6e10-d87f-487c-a6b4-07e942990596) covers this in more detail.
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* Don't initiate conflict conversations over text. If something feels charged, move to a higher-bandwidth channel (audio, video, or in person). The [Conflict Resolution Policy Template](https://coop.cool/learn/conflict-resolution-policy-template-w1Meaep0GW) covers this in more detail.
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### Sync communication (meetings, calls, video chats)
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Your [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) covers the mechanics of running meetings. These norms are about the communication culture *within* those meetings and any other real-time conversations.
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Your [Meeting Agenda Template](https://coop.cool/learn/meeting-agenda-template-O42fREz1WJ) covers the mechanics of running meetings. These norms are about the communication culture *within* those meetings and any other real-time conversations.
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Questions to discuss:
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@ -143,7 +148,7 @@ When to move to a call: \[e.g. if a text exchange goes back and forth more than
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### Meetings
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\[Cross-reference your [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) for structure. Add any communication-specific norms here.\]
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\[Cross-reference your [Meeting Agenda Template](https://coop.cool/learn/meeting-agenda-template-O42fREz1WJ) for structure. Add any communication-specific norms here.\]
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* How we handle interrupting:
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* How we make sure everyone speaks:
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@ -174,6 +179,4 @@ These norms will be reviewed: \[annually / when adding new members / etc.\]
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Next review date: \[date\]
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\
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> This guide adapts the AORTA Collective's communication practices, the DAWN cooperative evaluation framework's feedback principles, and Gamma Space Cooperative's communication norms.
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@ -1,11 +1,16 @@
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---
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title: Conflict Resolution Policy Template
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title: Conflict resolution policy template
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collection: Resources
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path: Resources/Conflict Resolution Policy Template
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path: Resources/Conflict resolution policy template
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parentDocument: null
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outlineId: a30d6e10-d87f-487c-a6b4-07e942990596
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createdBy: Jennie R.F.
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---
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/conflict-resolution-policy-template-w1Meaep0GW
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:::
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*A customizable policy template for cooperative game studios.*
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Don't wait for a crisis to create your conflict resolution policy! The whole team should talk through this together and collaboratively adapt it. You will have a rich (and possibly enlightening) conversation as a team, and everyone will understand and be able to use this when it is inevitably needed.
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@ -36,7 +41,7 @@ This can't be overstated: *Don't wait until you're in the middle of a conflict t
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How do you want to talk to each other when things get hard? What's OK and what's not? These can be simple ideas like: "we don't bring up conflicts over text" or "we don't discuss issues about someone who isn't present." Write 'em down.
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Resource: [Communication Norms Guide](/doc/a3cd4519-be7f-48d7-84b1-b1d0f2d4aa9a)
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Resource: [Communication Norms Guide](https://coop.cool/learn/communication-norms-guide-7bVTTka95o)
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#### Know who your third parties are
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@ -79,7 +84,7 @@ Use your personal support system (friends, family, a therapist) to help clarify
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When you feel ready, try to work things out directly with the other person. The goal is to reach a mutual understanding. Many of us are socialized to think of disagreements as something to win. But this is antithetical to cooperative work.
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Use behaviourally-specific feedback by describing what you observed and the impact it had on you, instead of guessing at their intentions.
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Use behaviourally-specific feedback by describing what you observed and the impact it had on you, instead of guessing at their intentions.
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**Tips:**
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@ -110,7 +115,7 @@ We encourage studios to try direct conversation when they can, because it often
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* There's a significant power imbalance that makes direct conversation feel unsafe or coerced.
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* Past interactions or trauma make direct contact with this person harmful to your wellbeing.
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* You've thought it through and genuinely believe direct conversation would only escalate things.
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* You've thought it through and believe direct conversation would only escalate things.
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* You need support to communicate what happened but don't know where to begin.
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Have compassion for yourself if you need to skip this step. You're using the process in the way that works for your situation.
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---
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title: Incorporation Readiness Checklist
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title: Incorporation readiness checklist
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collection: Resources
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path: Resources/Incorporation Readiness Checklist
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path: Resources/Incorporation readiness checklist
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parentDocument: null
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outlineId: 6d9f1171-00bd-428d-aec9-8e448c8caa2d
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createdBy: Jennie R.F.
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---
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:::tip
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Before you file, check whether your studio has working agreement on the following. These map directly back to what is covered in [Cooperative Foundations](/collection/b0d3ac0c-8bdd-4227-a638-9cc2ec87d607)!
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/incorporation-readiness-checklist-CedVRpRoau
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:::
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:::tip
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Before you file, check whether your studio has working agreement on the following. These map directly back to what is covered in [Cooperative Foundations](https://babyghosts.org/ghost-guild)!
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:::
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### Identity and Membership
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* Do you have a stable group of at least 3 people who have tested working together?
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---
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title: Meeting Agenda Template
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title: Meeting agenda template
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collection: Resources
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path: Resources/Meeting Agenda Template
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path: Resources/Meeting agenda template
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parentDocument: null
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outlineId: 031b561a-8922-481c-87a9-4d619b9d1102
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createdBy: Jennie R.F.
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---
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/meeting-agenda-template-O42fREz1WJ
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:::
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*A flexible meeting structure for cooperative game studios.*
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Use this as a starting point and adapt it to fit your team. There's no single right way to run a meeting, but having *a* structure beats winging it!
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@ -101,7 +106,6 @@ Regrets:
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Prompt:
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### Agenda
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| Item | Raised by | Time estimate | Decision-making process (if needed) |
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@ -1,11 +1,16 @@
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---
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title: Ontario Funding Landscape
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title: Ontario funding landscape
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collection: Resources
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path: Resources/Ontario Hub/Ontario Funding Landscape
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path: Resources/Ontario Hub/Ontario funding landscape
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parentDocument: Ontario Hub
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outlineId: eba4ff2c-fe24-43dd-be92-bacaffb6e308
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createdBy: Jennie R.F.
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---
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:::info
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📢 This guide is published on coop.cool → https://coop.cool/learn/ontario-funding-landscape-QyfsVmvrk0
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:::
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This article covers Ontario-specific funding, tax credits, and incentives for cooperative game studios.
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@ -96,7 +101,7 @@ SR&ED provides a 35% refundable credit for [Canadian-controlled private corporat
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SR&ED credits are not considered "government assistance" that would reduce OIDMTC eligible expenditures - claiming SR&ED doesn't shrink your OIDMTC. (The reverse isn't true: the OIDMTC is considered government assistance that reduces the SR&ED expenditure base, so do the math carefully. 😵💫)
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Studios should also claim the [Ontario Innovation Tax Credit (OITC)](https://www.ontario.ca/document/corporations-tax/ontario-innovation-tax-credit), which provides an additional 8-10% refundable credit on SR&ED expenditures in Ontario.
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Studios should also claim the [Ontario Innovation Tax Credit (OITC)](https://www.ontario.ca/page/ontario-innovation-tax-credit), which provides an additional 8-10% refundable credit on SR&ED expenditures in Ontario.
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### NRC IRAP
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@ -106,9 +111,9 @@ You must be able to cover 20% of wage costs and 50% of contractor costs. You can
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**Important:** IRAP requires pre-approval before the project starts. Cannot be claimed retroactively. Not all work qualifies - it needs to be truly innovative, risky R&D. You also need to build a real relationship with your assigned Industrial Technology Advisor.
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### CMF Experimental Stream
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### CMF Innovation & Experimentation
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The [Canada Media Fund Experimental Stream](https://cmf-fmc.ca/program/experimental-stream/) offers development funding up to $15,000, production funding up to $250,000, and marketing funding up to $30,000. Use CMF for production costs (voice acting, music licensing, marketing, equipment rental) while OIDMTC/SR&ED cover internal labour.
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The [Canada Media Fund's Innovation & Experimentation program](https://cmf-fmc.ca/program/innovation-experimentation-program/) funds Canadian interactive digital media that is innovative and leading-edge; check the current guidelines for the development, production, and marketing envelopes. Use CMF for production costs (voice acting, music licensing, marketing, equipment rental) while OIDMTC/SR&ED cover internal labour.
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Applicants must have Canadian ownership, control, and key personnel; the project must be innovative and experimental with cultural or educational value; and you need a public distribution plan with a digital distributor and a detailed project plan and budget.
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|
|||
|
|
@ -1,11 +1,16 @@
|
|||
---
|
||||
title: Running Anti-Oppressive Meetings
|
||||
title: Running anti-oppressive meetings
|
||||
collection: Resources
|
||||
path: Resources/Running Anti-Oppressive Meetings
|
||||
path: Resources/Running anti-oppressive meetings
|
||||
parentDocument: null
|
||||
outlineId: a5d6182a-3b31-4e20-bee9-4b035b9943bd
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/running-anti-oppressive-meetings-70Q50jPTKH
|
||||
|
||||
:::
|
||||
|
||||
*A guide for making your meetings more inclusive, democratic, and actually useful.*
|
||||
|
||||
Even teams that share values like cooperation, equity, and shared power can run meetings that inadvertently shut people out and impose informal hierarchy. You need practices that actively work against the factors that make meetings exclusionary.
|
||||
|
|
@ -55,7 +60,7 @@ A visible agenda that everyone has input on is one of the simplest tools for mak
|
|||
1. Label each agenda item with its expected action (decision, discussion, brainstorm, update)
|
||||
2. Name your decision-making framework before each decision point, not after
|
||||
|
||||
*Resource: Your* [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) *covers agenda setup, meeting flow, and roles in detail.*
|
||||
*Resource: Your* [Meeting Agenda Template](https://coop.cool/learn/meeting-agenda-template-O42fREz1WJ) *covers agenda setup, meeting flow, and roles in detail.*
|
||||
|
||||
|
||||
---
|
||||
|
|
@ -74,7 +79,7 @@ Facilitation also means keeping an eye on time, keeping the conversation on topi
|
|||
|
||||
Facilitation should rotate along with other meeting roles. When the same person always facilitates, they accumulate informal power over the meeting even if they don't mean to. Rotating builds the skill across the whole team.
|
||||
|
||||
The [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) includes a full roles table (facilitator, note-taker, timekeeper, vibes checker, tech lead) with descriptions for each.
|
||||
The [Meeting Agenda Template](https://coop.cool/learn/meeting-agenda-template-O42fREz1WJ) includes a full roles table (facilitator, note-taker, timekeeper, vibes checker, tech lead) with descriptions for each.
|
||||
|
||||
## Tools for shifting energy and inviting participation
|
||||
|
||||
|
|
@ -152,6 +157,4 @@ Some techniques for when discussion stalls, the group can't move forward, or dyn
|
|||
* Sam Kaner, *Facilitators Guide to Participatory Decision Making*
|
||||
* Dave Gray, *Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers*
|
||||
|
||||
|
||||
\
|
||||
==This guide draws primarily on the AORTA Collective's Resource Zine and conflict resolution materials, with additional practices from Seeds for Change and Baby Ghosts' own materials, adapted here.==
|
||||
\n==This guide draws primarily on the AORTA Collective's Resource Zine and conflict resolution materials, with additional practices from Seeds for Change and Baby Ghosts' own materials, adapted here.==
|
||||
|
|
|
|||
|
|
@ -1,12 +1,15 @@
|
|||
---
|
||||
title: Actionable Values
|
||||
title: Actionable values
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Actionable Values
|
||||
path: Vault Archive/Actionable values
|
||||
parentDocument: null
|
||||
outlineId: c0d1b387-2eb5-431f-a709-8fe40449ec0d
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Actionable Values
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/actionable-values-wPp7Hyaxo3
|
||||
|
||||
:::
|
||||
|
||||
## Overview
|
||||
|
||||
|
|
@ -35,11 +38,11 @@ Here is how Gamma Space embodies these values in our processes to navigate vario
|
|||
|
||||
First, we see video games as **tools for change**—a concept and *practice* mirroring our values. We prioritize **collective care and well-being**, ranking it high among our top five principles. Emphasizing vertical engagement, we commit to **personal and group accountability**—there's no merit in values without real adherence and engagement. Finally, **empowering individuals** and supporting their personal growth and agency is crucial. We also strive to challenge entrenched industry norms, advocating for equity. While 'equity' is a concise term, it encompasses broader issues we can explore further. By aligning decisions with these values, we can address both immediate challenges and broader concerns, leading to more equitable and sustainable practices.
|
||||
|
||||
|
||||
|
||||
|
||||
Our values should inform our actions: the why, what, and how. At Gamma Space, we're driven by the belief that video games can instigate change. Our goal is to confront systemic biases. And we plan to achieve this through three main strategies: nurturing collective care, fostering accountability, and enhancing creative empowerment. This approach helps us scrutinize and refine our decisions, aligning them with our values. For example, when contemplating new projects or allocating funds, these values provide a lens through which we assess options. A solid, shared understanding of our values allows us to delve deeper into decision-making, applying concrete principles to a broader range of questions and challenges.
|
||||
|
||||
Translating your values into goals is at the heart of [social impact](https://weirdghosts.ca/blog/a-brief-intro-to-making-your-indie-game-studio-impactful). A tool for translating your values into practical, measurable action is the [results flow](/articles/results-flow). This diagram shows how your day-to-day activities flow in the short-, medium- and long-term, up to your ultimate goal. Translating your values into actionable goals is *required* if you're interested in seeking social impact funds, such as from Weird Ghosts, or one of the other social impact funds in Canada.
|
||||
Translating your values into goals is at the heart of [social impact](https://weirdghosts.ca/blog/a-brief-intro-to-making-your-indie-game-studio-impactful). A tool for translating your values into practical, measurable action is the [results flow](https://coop.cool/learn/results-flow-rLKvjnqFVm). This diagram shows how your day-to-day activities flow in the short-, medium- and long-term, up to your ultimate goal. Translating your values into actionable goals is *required* if you're interested in seeking social impact funds, such as one of Canada's social impact funds.
|
||||
|
||||
## Conflict Between Goals and Values
|
||||
|
||||
|
|
@ -67,7 +70,7 @@ The process starts with a template resembling a bullseye or concentric circles,
|
|||
|
||||
Here is an example for an accelerator program for underrepresented game studio founders. This illustrates how initial ideas and potential negative outcomes are considered. One effect is that participants learn various skills, but concerns about reporting, privacy, and intellectual property are also acknowledged as secondary effects. The process involves weighing positive impacts, like community support and network connections, against potential negatives, such as privacy concerns or compromised feelings of independence.
|
||||
|
||||
|
||||
|
||||
|
||||
We also have a spot for the desired outcome.
|
||||
|
||||
|
|
|
|||
|
|
@ -1,14 +1,17 @@
|
|||
---
|
||||
title: Business Planning
|
||||
title: Business planning for impact
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Business Planning
|
||||
path: Vault Archive/Business planning for impact
|
||||
parentDocument: null
|
||||
outlineId: 74c28b8b-1d17-42a7-9201-6edd2c869816
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Business planning for impact
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/business-planning-QjR0nQuq4c
|
||||
|
||||
Business planning is often neglected by indie video game studios, who are more focused on getting *this* game out the door than making plans for the next. On top of that, most game studios are not explicitly oriented around social outcomes, so they may be less rigorous in analyzing their long-term goals. A business plan is a critical document for impact-oriented studios because you've set some concrete goals (and if you haven't, start [here](/articles/results-flow)), and need a realistic way to go after them.
|
||||
:::
|
||||
|
||||
Business planning is often neglected by indie video game studios, who are more focused on getting *this* game out the door than making plans for the next. On top of that, most game studios are not explicitly oriented around social outcomes, so they may be less rigorous in analyzing their long-term goals. A business plan is a critical document for impact-oriented studios because you've set some concrete goals (and if you haven't, start [here](https://coop.cool/learn/results-flow-rLKvjnqFVm)), and need a realistic way to go after them.
|
||||
|
||||
With a business plan in hand, the information you share with potential clients, partners, investors, and the public is backed up by values, goals, and social and financial diligence.
|
||||
|
||||
|
|
@ -30,7 +33,7 @@ Your plan should be a **true expression** of what you intend to do. Yes, you may
|
|||
|
||||
So why do you need a plan? With it, you can create the tools and reports you need to seek financing and report to your community. As an impact-oriented studio, these are crucial outputs.
|
||||
|
||||
Let's recall the foundational elements that will form the basis of your plan. Make sure you're comfortable with the core tools in your social impact kit, including **financial tools**, [**results flow**](/articles/results-flow), and your [**impact measurement framework**](/articles/impact-measurement).
|
||||
Let's recall the foundational elements that will form the basis of your plan. Make sure you're comfortable with the core tools in your social impact kit, including **financial tools**, [**results flow**](https://coop.cool/learn/results-flow-rLKvjnqFVm), and your [**impact measurement framework**](https://coop.cool/learn/impact-measurement-bvudfOTpLL).
|
||||
|
||||
These social impact tools feed into your business plan, which you can then draw on for:
|
||||
|
||||
|
|
@ -42,7 +45,7 @@ These social impact tools feed into your business plan, which you can then draw
|
|||
* Submitting **loan, debt, and credit applications** to banks
|
||||
* **Reporting** to boards, members, and stakeholders ::
|
||||
|
||||
|
||||
|
||||
|
||||
Building on your results flow to develop your business plan will allow you to show the detailed logic behind how you intend to achieve your target outcomes. This, in turn, aids in decision-making, from daily operations to long-term strategies.
|
||||
|
||||
|
|
@ -59,7 +62,7 @@ In addition, your business plan helps you:
|
|||
|
||||
### Planning to plan
|
||||
|
||||
We'll repeat it: Before you get to keyboard clacking, complete your [results flow](/articles/results-flow) and [impact measurement framework](/articles/impact-measurement). They are essential resources for your plan. And having them will make certain sections a snap to write!
|
||||
We'll repeat it: Before you get to keyboard clacking, complete your [results flow](https://coop.cool/learn/results-flow-rLKvjnqFVm) and [impact measurement framework](https://coop.cool/learn/impact-measurement-bvudfOTpLL). They are essential resources for your plan. And having them will make certain sections a snap to write!
|
||||
|
||||
Another consideration is who should be included in the drafting, editing, and finalization processes.
|
||||
|
||||
|
|
@ -81,11 +84,10 @@ Your mission can be written as a summary of the branches of your results flow, p
|
|||
|
||||
|
||||
:::info
|
||||
**Reflect:** Does your mission clearly articulate each of your core activities and how they connect to your ultimate outcome?
|
||||
**Reflect:** Does your mission clearly articulate each of your core activities and how they connect to your ultimate outcome?
|
||||
|
||||
:::
|
||||
|
||||
|
||||
**Example (from a real studio – name changed to protect the innocent):**
|
||||
|
||||
> At Quixelate, we champion LGBTQIA+ narratives through our games, ensuring players not only enjoy diverse characters but also develop empathy and become advocates for inclusion. Beyond the screen, we're cultivating an inclusive community where every member feels seen, heard, and valued. Through our educational initiatives, we aim to share LGBTQIA+ experiences with the wider public, turning passive participants into active allies. Our mission is a world where LGBTQIA+ identities are understood and accepted in games, mirroring a society that celebrates diversity and inclusion.
|
||||
|
|
@ -106,7 +108,7 @@ Your mission can be written as a summary of the branches of your results flow, p
|
|||
|
||||
**Describe how you will fund your projects, team, and mission.** For an impact-oriented studio, there's a delicate balance to strike between social outcomes and financial objectives. Without financial sustainability, you'll be hard-pressed to achieve your ultimate outcome.
|
||||
|
||||
**How does your structure support your model?** Your studio's legal and organizational structure plays a huge role in how you operate and pursue your social goals. Are you a sole proprietorship, partnership, traditional share corporation, co-op, or non-profit? Learn more in our article [Business Structures for Impact](/articles/structures-for-impact).
|
||||
**How does your structure support your model?** Your studio's legal and organizational structure plays a huge role in how you operate and pursue your social goals. Are you a sole proprietorship, partnership, traditional share corporation, co-op, or non-profit? Learn more in our article [Business Structures for Impact](https://coop.cool/learn/structures-for-impact-B6L2ekTNMn).
|
||||
|
||||
\::alert{type="info"} **Reflect:** How have we integrated our social impact goals into our operational strategy? Does our organizational structure support our social impact objectives? ::
|
||||
|
||||
|
|
@ -135,7 +137,7 @@ This section, unlike the rest, focuses on your game(s) in-development rather tha
|
|||
|
||||
**What external validation drives your decisions?** Before launching, test your concept – even on a small scale. Conduct beta tests, gather feedback via surveys and interviews, and adjust accordingly. Describe your testing strategy here.
|
||||
|
||||
**Include indicators that show demand.** A thorough market analysis of your currently in-development game will provide insights into the demand for your style, genre, and price point. Look for trends, surveys, or studies that indicate a gap in the market that your studio can fill. (If you're a Weird Ghosts investee, we have an article and template for market analysis on our [Vault site](https://vault.weirdghosts.ca/insights/basic-market-analysis).)
|
||||
**Include indicators that show demand.** A thorough market analysis of your currently in-development game will provide insights into the demand for your style, genre, and price point. Look for trends, surveys, or studies that indicate a gap in the market that your studio can fill.
|
||||
|
||||
**Articulate what sets your studio apart**. In 2022, over 12,000 games were released on Steam\[^1\]. Why should players choose your games? What experiences or narratives do you offer? How do you engage with your community, and why should players return to your games? What is special about your studio?
|
||||
|
||||
|
|
@ -145,7 +147,7 @@ This section, unlike the rest, focuses on your game(s) in-development rather tha
|
|||
|
||||
> **Example Market Analysis Summary:**\n Quixelate's primary audience consists of players who appreciate narrative-driven experiences with a focus on diversity and inclusion. Our market research indicates a strong demand for such games, with an average sales estimate of approximately 124,751 units per title on Steam alone. The average net revenue from Steam sales for games in our genre and style stands at a promising $1,447,906. This is further validated by the success of titles like "My Time at Portia," which has over 29,000 reviews and an estimated 1 million sales, translating to a net revenue of over $15 million on Steam.
|
||||
|
||||
|
||||
|
||||
|
||||
\[^1\]: [Steam Market Data 2022](https://vginsights.com/steam-market-data)
|
||||
|
||||
|
|
@ -173,7 +175,7 @@ This section, unlike the rest, focuses on your game(s) in-development rather tha
|
|||
|
||||
**What tools and techniques will you use to gather data?** This could involve surveys, feedback forms, analytics tools, or even in-game metrics. Also, provide an overview of how often you'll analyze this data, whether monthly, quarterly, or annually.
|
||||
|
||||
For a deeper dive into the intricacies of the impact measurement framework and how to effectively implement it in your studio, refer to the [IMF article](/articles/impact-measurement).
|
||||
For a deeper dive into the intricacies of the impact measurement framework and how to effectively implement it in your studio, refer to the [IMF article](https://coop.cool/learn/impact-measurement-bvudfOTpLL).
|
||||
|
||||
\::alert{type="info"} **Reflect:** How does our business plan detail the metrics and methods for measuring social impact? Are there clear milestones and timelines for assessing our social impact progress? ::
|
||||
|
||||
|
|
@ -1,12 +1,15 @@
|
|||
---
|
||||
title: Structures for Impact
|
||||
title: Choosing an impactful business structure
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Structures for Impact
|
||||
path: Vault Archive/Choosing an impactful business structure
|
||||
parentDocument: null
|
||||
outlineId: f63f29ef-7e41-4eb7-9238-140030db2caa
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Choosing an impactful business structure
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/structures-for-impact-B6L2ekTNMn
|
||||
|
||||
:::
|
||||
|
||||
*Please note: The information in this article is specific to Canadian companies!*
|
||||
|
||||
|
|
@ -16,11 +19,11 @@ If you've already incorporated or worry about needing to before you've had the t
|
|||
|
||||
Of course, the requirements of the big government funders in Canada may influence your decision, but it should not be the only input, and we want you to have a complete picture of your options.
|
||||
|
||||
Weird Ghosts believes indie studios should **establish their companies in alignment with their social purpose** – instead of being driven by project funding, aka the "old normal" that leaves no room for new founders to create a solid foundation.
|
||||
We believe indie studios should **establish their companies in alignment with their social purpose** – instead of being driven by project funding, aka the "old normal" that leaves no room for new founders to create a solid foundation.
|
||||
|
||||
## Results flow
|
||||
|
||||
A [results flow](/articles/results-flow) is a roadmap describing the impact you want to make and the activities you'll need to carry out to achieve it. If you have the chance, draft your results flow before deciding on the form of your studio. It may make your choice a lot easier.
|
||||
A [results flow](https://coop.cool/learn/results-flow-rLKvjnqFVm) is a roadmap describing the impact you want to make and the activities you'll need to carry out to achieve it. If you have the chance, draft your results flow before deciding on the form of your studio. It may make your choice a lot easier.
|
||||
|
||||
In addition to helping you identify the most appropriate business structure, your results flow also:
|
||||
|
||||
|
|
@ -44,7 +47,7 @@ Whichever path you choose, remember that incorporation will affect your governan
|
|||
|
||||
Whether you decide to incorporate as a for-profit company, a non-profit, or a co-op, demonstrating both financial and social returns will be a requirement if you intend to seek social finance investment.
|
||||
|
||||
|
||||
|
||||
|
||||
The purpose of a corporation is to generate financial returns. Looking at different types of corporations on a spectrum, you'll find "pure" commercial operations on one end. The only thing those shareholders and investors care about is making money. They will not care about a social impact report.
|
||||
|
||||
|
|
@ -56,11 +59,11 @@ While demonstrating financial *and* social returns sounds like a lot – and it
|
|||
|
||||
If you can demonstrate solid financial returns, equity investment from a social investor may be possible. But you will have a hard time capturing the interest of a venture capitalist (VC) without the potential for a very high return on investment.
|
||||
|
||||
> You may be thinking, "We probably won't be able to generate a financial rate of return at or above market." Hey, that's okay! You can focus on investors and partners who will structure a deal with you that isn't equity-based, like low-interest loans or royalties — or Weird Ghosts' [SEAL agreement](https://weirdghosts.ca/blog/how-we-make-investments)
|
||||
> You may be thinking, "We probably won't be able to generate a financial rate of return at or above market." Hey, that's okay! You can focus on investors and partners who will structure a deal with you that isn't equity-based, like low-interest loans or royalties — or a shared-earnings agreement ([example terms](https://weirdghosts.ca/blog/how-we-make-investments))
|
||||
|
||||
## Understanding SPOs
|
||||
|
||||
You may be a social purpose organization (SPO) if you are working on advancing **social, cultural, or environmental objectives** – such as transforming an industry or making an economic impact within a specific community. To access funding from social finance investors, such as Weird Ghosts, you must put impact at the **core** of your mission and operations.
|
||||
You may be a social purpose organization (SPO) if you are working on advancing **social, cultural, or environmental objectives** – such as transforming an industry or making an economic impact within a specific community. To access funding from social finance investors, you must put impact at the **core** of your mission and operations.
|
||||
|
||||
You're here because you're interested in changing what a "normal" video game studio or startup looks like. There's no set template!
|
||||
|
||||
|
|
@ -1,12 +1,15 @@
|
|||
---
|
||||
title: Co-op Structure
|
||||
title: Co-op structure and value flow
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Co-op Structure
|
||||
path: Vault Archive/Co-op structure and value flow
|
||||
parentDocument: null
|
||||
outlineId: 61ee592c-4496-4931-9fae-3c5a146915de
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Co-op Structure and Value Flow
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/co-op-structure-MVLGu3ZND7
|
||||
|
||||
:::
|
||||
|
||||
Welcome to an exploration of the cooperative structure in game studio development, a model that redefines the traditional workspace by prioritizing *collective ownership* and *shared decision-making*.
|
||||
|
||||
|
|
@ -42,7 +45,7 @@ If you haven't registered your co-op yet, here are some things you want to know.
|
|||
|
||||
So, let's talk about how Gamma Space fits into something like this because it's a subject we can talk about. We're in it, we're operating it. Gamma Space is a node-based not-for-profit. It is driven by our values framework. Members develop studio relationships with each other, and we ensure value flows to everyone participating. And we're working towards a regenerative ecosystem of those flows.
|
||||
|
||||
|
||||
|
||||
|
||||
We are different from other studios because we have been involved with both members and non-members for over 10 years. Non-members are not part of our cooperative but are actively involved with us through Slack and other ways. We have not cut them off, and although they do not receive the same benefits as members, they still contribute to the community. Some non-members have even ended up working with members or collaborating with us.
|
||||
|
||||
|
|
@ -74,7 +77,7 @@ We characterize value in our work in four ways. The first is **livelihood** wo
|
|||
|
||||
The third way we value our work is through **community** work. This is the work that glues us together, and is often (otherwise) invisible. It's about social cohesion and collective benefit. For example, someone has to make sure to remember to do the filing for x, or someone has to post that social media reminder, even if there isn't a role yet. We track this type of work, which is often overlooked but essential for the community to function smoothly, with the 🚰 (potable water) emoji.
|
||||
|
||||
|
||||
|
||||
|
||||
All three of these values are transmutable and negotiable. It takes time and space to work these things out, but aligning with our values is important to have a grounded community. This is why we are so focused on values.
|
||||
|
||||
|
|
@ -86,7 +89,7 @@ These are absolutely not prescriptive ideas, by the way. This is how *we* are
|
|||
|
||||
Going back to what we learned about the accelerator earlier, we can now add attributes to it. For instance, the role of being the lead is high intensity, and requires high availability and a strong commitment to stewardship. This means that you'll need to have access to 🌽 livelihood funds flowing in and out for community development purposes.
|
||||
|
||||
|
||||
|
||||
|
||||
### Accelerator Node: High-Intensity Roles and Responsibilities
|
||||
|
||||
|
|
@ -1,16 +1,19 @@
|
|||
---
|
||||
title: Process Development
|
||||
title: 'Collaboration, process development and tools'
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Process Development
|
||||
path: 'Vault Archive/Collaboration, process development and tools'
|
||||
parentDocument: null
|
||||
outlineId: 05d75e6b-a613-4b74-b564-61bbd395916b
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Collaboration, Process Development and Tools
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/process-development-Iftiel1RDH
|
||||
|
||||
:::
|
||||
|
||||
## Overview
|
||||
|
||||
We started by understanding our [goals and values](/articles/actionable-values), which form the foundation for everything we do in developing a collective-minded studio. We then explored the [development and structure of the studio](/articles/co-op-structure) and how collectivism functions within that structure. We also talked about [decision-making](/articles/decisions-and-conflict) and how it informs our processes. In this article, we'll be focusing on **collaboration**, **process development**, and **tools**.
|
||||
We started by understanding our [goals and values](https://coop.cool/learn/actionable-values-wPp7Hyaxo3), which form the foundation for everything we do in developing a collective-minded studio. We then explored the [development and structure of the studio](https://coop.cool/learn/co-op-structure-MVLGu3ZND7) and how collectivism functions within that structure. We also talked about [decision-making](https://coop.cool/learn/decisions-and-conflict-Z3Rm1U3Qa3) and how it informs our processes. In this article, we'll be focusing on **collaboration**, **process development**, and **tools**.
|
||||
|
||||
This isn't about how to use specific tools, though we will take a peek at some Miro flows and UI. More importantly, we'll be discussing why we develop certain processes and how they benefit the collective.
|
||||
|
||||
|
|
@ -1,12 +1,15 @@
|
|||
---
|
||||
title: Decisions and Conflict
|
||||
title: 'Decisions, conflict, and prioritization'
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Decisions and Conflict
|
||||
path: 'Vault Archive/Decisions, conflict, and prioritization'
|
||||
parentDocument: null
|
||||
outlineId: 9e296af5-6a96-4c71-b81c-ad5f22862a91
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Decisions, Conflict, and Prioritization
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/decisions-and-conflict-Z3Rm1U3Qa3
|
||||
|
||||
:::
|
||||
|
||||
## Overview
|
||||
|
||||
|
|
@ -81,7 +84,7 @@ Let's recap the typical location and scope of decisions:
|
|||
|
||||
Members are responsible for decisions that affect the co-op as a whole, so they are co-op-affecting. (If this is not done by members, we're doing something wrong!) Directors are process-affecting. They might hire based on the decisions of the members (this can be written into the bylaws in very specific ways). Management is collaboration-affecting, e.g., how you run a meeting. Workers make decisions around output-affecting things.
|
||||
|
||||
|
||||
|
||||
|
||||
### Node-Based Decision-Making
|
||||
|
||||
|
|
@ -93,7 +96,7 @@ If we dig deeper, our community functions are essential to how the cooperative o
|
|||
|
||||
So, when we talk about the collaboration method, it's still the members who contribute to the output. Each member has a self-contained node, and these nodes have microcosms of all the essential functions. We keep iterating through these different layers and circulating them around, trying to come up with different orders that make sense. We document our progress as we go along.
|
||||
|
||||
|
||||
|
||||
|
||||
## Values-Based Decision-Making
|
||||
|
||||
|
|
@ -148,7 +151,7 @@ Right off the top, we have check-in – usually just a simple question that can
|
|||
|
||||
Next, each person who is bringing a topic forward identifies the relevant value flow emoji and places it on a Cartesian plane. You can see there is a continuum between different value flow types, such as between self and community; and between livelihood (which is really about resources, either for an individual or for the co-op, depending on the scope of the meeting) and intentional work or something that might be traded in kind.
|
||||
|
||||
|
||||
|
||||
|
||||
During the meeting, we move these emojis around the board. Sometimes, we take a snapshot of our value flow map before and after the meeting to see how perspectives changed.
|
||||
|
||||
|
|
@ -175,15 +178,15 @@ You might be wondering why we're bringing back the Layers of Effect. Haven't we
|
|||
|
||||
We've mocked up what it would be like to discuss switching to Godot, for example. Now we can see what that decision would mean for our studio. Is it important for us to prioritize open-source tools? When we make a decision like that, and it's beneficial, we can measure the impact and make a decision. We can visualize it and decide.
|
||||
|
||||
|
||||
|
||||
|
||||
You can mix and match these different tools and components to meet your needs. You will learn what works for you and your team. These are just examples; you might have other ones that work better for you. We always encourage folks to develop their own processes because they'll be more likely to fit your unique values and represent you as individuals in the studio. All of these tools are hackable! Here's the Layers of Effect template.
|
||||
|
||||
### Data-Informed Decision-Making
|
||||
|
||||
One way to make decisions that are auditable and data-informed is to use some sort of measurement framework. In our example, we're using an impact measurement framework (IMF). Developing an IMF is recommended if you are aiming to have a social impact in your studio. [You can learn more about this topic here.](/articles/impact-measurement)
|
||||
One way to make decisions that are auditable and data-informed is to use some sort of measurement framework. In our example, we're using an impact measurement framework (IMF). Developing an IMF is recommended if you are aiming to have a social impact in your studio. [You can learn more about this topic here.](https://coop.cool/learn/impact-measurement-bvudfOTpLL)
|
||||
|
||||
|
||||
|
||||
|
||||
One thing we measure is the number of active participants in Slack over time. Assuming we recorded an increase in active participation over a quarter, we would make certain decisions based on that, as increased activity implies greater engagement. It also might tell us about specific topics or times that people are more interested in or active in. Given this interest, we would increase our investment in resources in community-building. We could bring more folks into the community if we see exceptional active engagement. This is one way that we can use data to directly inform decisions in a way that's responsive to the life of your community or your project.
|
||||
|
||||
|
|
@ -254,7 +257,7 @@ But by examining our own conflict styles, we can start to understand why certain
|
|||
|
||||
Understanding our own conflict styles can help us navigate projects and other situations more effectively. By recognizing our own tendencies and those of others, we can work together toward a more productive and harmonious outcome.
|
||||
|
||||
|
||||
|
||||
|
||||
We don't know where these conflict styles originate, but they can be both beneficial and harmful to our studios. The Thomas Killman model provides a scale to measure these styles in terms of empathy (low to high on the bottom) and assertiveness (low to high on the top), which is worth researching. Understanding your own conflict style and sharing it transparently in meetings can help us learn about each other, increase empathy, encourage assertiveness, and ensure everyone participates fully without being left out.
|
||||
|
||||
|
|
@ -1,12 +1,15 @@
|
|||
---
|
||||
title: Impact Measurement
|
||||
title: Developing your impact measurement framework
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Impact Measurement
|
||||
path: Vault Archive/Developing your impact measurement framework
|
||||
parentDocument: null
|
||||
outlineId: bb38d941-cfac-4255-b279-65fc3c03c7da
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Developing your impact measurement framework
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/impact-measurement-bvudfOTpLL
|
||||
|
||||
:::
|
||||
|
||||
## Measuring and Managing Your Impact
|
||||
|
||||
|
|
@ -16,7 +19,7 @@ An IMF puts your results flow *theory* to the test. It answers the questions: Ho
|
|||
|
||||
It's also a really handy resource for developing your business plan, setting your roadmap, and determining more challenging future targets.
|
||||
|
||||
We've previously covered [setting goals, defining impact, and creating a results flow](/articles/results-flow), and now we are learning how to make a plan to achieve our desired outcomes and measure our progress toward them. We are **layering tools on top of each other** to create a framework for turning our dreams into measurable impact.
|
||||
We've previously covered [setting goals, defining impact, and creating a results flow](https://coop.cool/learn/results-flow-rLKvjnqFVm), and now we are learning how to make a plan to achieve our desired outcomes and measure our progress toward them. We are **layering tools on top of each other** to create a framework for turning our dreams into measurable impact.
|
||||
|
||||
Together, these tools will make it possible and easier for you to:
|
||||
|
||||
|
|
@ -51,7 +54,7 @@ This evidence makes it possible to assess **how effective** specific strategies
|
|||
|
||||
### Why not use an existing tool?
|
||||
|
||||
While there are out-of-the-box applications out there ([Sopact](https://www.sopact.com), [B Impact Assessment](https://www.bcorporation.net/en-us/programs-and-tools/b-impact-assessment/), [Unit of Impact](https://unitofimpact.com), [Cigarbox](https://www.cigarbox.nl), [CSI Impact Dashboard](https://impactdashboard.org)), there's no universal standard framework or set of metrics for social impact. Systems such as \[IRIS+\](https://iris.thegiin.org(https://iris.thegiin.org/) (which provides a taxonomy of standardized definitions) can be used for inspiration but can be overwhelming and hard to implement for a small studio. We're going to go the custom route instead.
|
||||
While there are out-of-the-box applications out there ([Sopact](https://www.sopact.com), [B Impact Assessment](https://www.bcorporation.net/en-us/programs-and-tools/b-impact-assessment/), [Unit of Impact](https://unitofimpact.com), [Cigarbox](https://www.cigarbox.nl), [CSI Impact Dashboard](https://impactdashboard.org)), there's no universal standard framework or set of metrics for social impact. Systems such as [IRIS+](https://iris.thegiin.org/) (which provides a taxonomy of standardized definitions) can be used for inspiration but can be overwhelming and hard to implement for a small studio. We're going to go the custom route instead.
|
||||
|
||||
We believe your framework – just like your outcomes – should be carefully designed around your needs and desired outcomes, and heavily informed by the full spectrum of your stakeholders and community (*including your employees!*).
|
||||
|
||||
|
|
@ -67,9 +70,9 @@ At a glance, your IMF will show:
|
|||
|
||||
Here is what (a portion) of two real IMFs looks like:
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
When designing your framework, the goal is to:
|
||||
|
||||
|
|
@ -94,15 +97,15 @@ Here's a quick overview of the core elements of an IMF:
|
|||
|
||||
Before getting into more detail about each of the above elements, let's set you up with a template so you can start roughing your information.
|
||||
|
||||
If you want to use a spreadsheet, you can access our template here: [Impact Measurement Framework - Blank Template](https://docs.google.com/spreadsheets/d/1zHDdHi7EuYCVdHw_1LINMF5Ty9n1bu-XEQxn1Z5chnk/edit##gid=293015620) (Google Sheets). Select "Make a copy" in the File menu to save a version to your Google Drive. If you prefer Numbers or Excel, you can download your copy and import/open it in one of those applications.
|
||||
If you want to use a spreadsheet, you can access our template here: [Impact Measurement Framework - Blank Template](https://docs.google.com/spreadsheets/d/1zHDdHi7EuYCVdHw_1LINMF5Ty9n1bu-XEQxn1Z5chnk/edit#gid=293015620) (Google Sheets). Select "Make a copy" in the File menu to save a version to your Google Drive. If you prefer Numbers or Excel, you can download your copy and import/open it in one of those applications.
|
||||
|
||||
At Weird Ghosts, we use [Airtable](https://airtable.com) to manage our IMF. Airtable is similar to a spreadsheet application but works more like a database and includes powerful features like data modeling, automations, and custom views and interfaces. You can use our template here: [Impact Measurement Framework](https://www.airtable.com/universe/expFQ8hvE8mapTVot/impact-measurement-framework?_gl=1%2A1gkbibu%2A_ga%2AMjAwMDc5MjY0Mi4xNjg4MTUwNjQw%2A_ga_HF9VV0C1X2%2AMTY4OTg3NDQ3My42LjEuMTY4OTg3NDU2Ni4wLjAuMA..). Click "Use template" at the top, or for a sneak peek first, click "Explore the base" then "Copy base" in the bottom left corner.
|
||||
We use [Airtable](https://airtable.com) to manage our IMF. Airtable is similar to a spreadsheet application but works more like a database and includes powerful features like data modeling, automations, and custom views and interfaces. You can use our template here: [Impact Measurement Framework](https://www.airtable.com/universe/expFQ8hvE8mapTVot/impact-measurement-framework?_gl=1%2A1gkbibu%2A_ga%2AMjAwMDc5MjY0Mi4xNjg4MTUwNjQw%2A_ga_HF9VV0C1X2%2AMTY4OTg3NDQ3My42LjEuMTY4OTg3NDU2Ni4wLjAuMA..). Click "Use template" at the top, or for a sneak peek first, click "Explore the base" then "Copy base" in the bottom left corner.
|
||||
|
||||
Let's start adding some info!
|
||||
|
||||
### Outcomes
|
||||
|
||||
The first thing you'll want to do is populate your template with the outcomes you've identified as those you're ready to be held accountable for. We suggest looking through the outcomes in your [results flow](/articles/results-flow) and selecting one or two per timeframe (short-, medium-, long-term). Just copy them over into the appropriate spot. (In the Airtable template, add them in the Outcomes table.)
|
||||
The first thing you'll want to do is populate your template with the outcomes you've identified as those you're ready to be held accountable for. We suggest looking through the outcomes in your [results flow](https://coop.cool/learn/results-flow-rLKvjnqFVm) and selecting one or two per timeframe (short-, medium-, long-term). Just copy them over into the appropriate spot. (In the Airtable template, add them in the Outcomes table.)
|
||||
|
||||
### Indicators
|
||||
|
||||
|
|
@ -291,4 +294,4 @@ So, where are you at? Have some indicators you'd like some feedback on? [We'd lo
|
|||
#### Resources
|
||||
|
||||
* [Airtable IMF template](https://www.airtable.com/universe/expFQ8hvE8mapTVot/impact-measurement-framework?_gl=1%2A1gkbibu%2A_ga%2AMjAwMDc5MjY0Mi4xNjg4MTUwNjQw%2A_ga_HF9VV0C1X2%2AMTY4OTg3NDQ3My42LjEuMTY4OTg3NDU2Ni4wLjAuMA..)
|
||||
* [Google Sheet template](https://docs.google.com/spreadsheets/d/1zHDdHi7EuYCVdHw_1LINMF5Ty9n1bu-XEQxn1Z5chnk/edit##gid=293015620)
|
||||
* [Google Sheet template](https://docs.google.com/spreadsheets/d/1zHDdHi7EuYCVdHw_1LINMF5Ty9n1bu-XEQxn1Z5chnk/edit#gid=293015620)
|
||||
|
|
@ -1,11 +1,16 @@
|
|||
---
|
||||
title: Results Flow
|
||||
title: Results flow
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Results Flow
|
||||
path: Vault Archive/Results flow
|
||||
parentDocument: null
|
||||
outlineId: 63517541-9fbe-462a-82b7-2320bb1215e5
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/results-flow-rLKvjnqFVm
|
||||
|
||||
:::
|
||||
|
||||
## Creating a results flow for an indie game studio
|
||||
|
||||
Capitalism tells us only financial returns – the bigger, the better! – are important. But it doesn't have to be this way. Broadening our understanding of *what value means* can create more sustainable ways of working (and funding that work.)
|
||||
|
|
@ -111,15 +116,15 @@ The goal of inventorying your activities is not just to have a list of what you
|
|||
|
||||
## Examples
|
||||
|
||||
Here's an example of a results flow from Weird Ghosts to help you visualize what we're aiming for:
|
||||
Here's an example of a results flow from Baby Ghosts to help you visualize what we're aiming for:
|
||||
|
||||
|
||||
|
||||
|
||||
To illustrate that your diagram can be formatted differently, here is [Mozilla's Theory of Change](https://foundation.mozilla.org/en/insights/trustworthy-ai-whitepaper/path-forward/introduction-theory-change/):
|
||||
|
||||
_%E2%80%93_Landscape_Design.jpg)
|
||||
|
||||
|
||||
[Canada Learning Code](https://www.canadalearningcode.ca/theory-of-change/)'s: 
|
||||
[Canada Learning Code](https://www.canadalearningcode.ca/theory-of-change/)'s: 
|
||||
|
||||
And [Furniture Bank](https://www.furniturebank.org/charity-intelligence/)'s more illustrative diagram:
|
||||
|
||||
|
|
@ -133,37 +138,37 @@ Here's how to create your results flow through backward mapping:
|
|||
|
||||
#### Start with your ultimate outcome
|
||||
|
||||
**Begin by stating your ultimate outcome.** Place it at the top of your workspace in a visual tool like [Miro](https://miro.com/). In addition to the above, another example is Weird Ghosts' ultimate outcome: "All marginalized game creators and studio founders in Canada have equitable access to a sustainable funding system and the resources they need to achieve their goals." (Psst… if you use Miro, copy [this board](https://miro.com/app/board/uXjVM4S_rag=/?share_link_id=763577396820) to get started really fast!)
|
||||
**Begin by stating your ultimate outcome.** Place it at the top of your workspace in a visual tool like [Miro](https://miro.com/). In addition to the above, another example is Baby Ghosts' ultimate outcome: "All marginalized game creators and studio founders in Canada have equitable access to a sustainable funding system and the resources they need to achieve their goals." (Psst… if you use Miro, copy [this board](https://miro.com/app/board/uXjVM4S_rag=/?share_link_id=763577396820) to get started really fast!)
|
||||
|
||||
|
||||
|
||||
|
||||
#### Identify your activities
|
||||
|
||||
Next, **place your core activities at the bottom** of your workspace. You identified 3-5 of these in the previous step. An example: One of Weird Ghosts' core activities is offering a peer-led community-based training program. Another example could be "Developing games that feature LGBTQIA+ characters and narratives." In the diagram below, we've also created labels for each pillar.
|
||||
Next, **place your core activities at the bottom** of your workspace. You identified 3-5 of these in the previous step. An example: One of Baby Ghosts' core activities is offering a peer-led community-based training program. Another example could be "Developing games that feature LGBTQIA+ characters and narratives." In the diagram below, we've also created labels for each pillar.
|
||||
|
||||
|
||||
|
||||
|
||||
#### Brainstorm long-, medium-, and short-term outcomes
|
||||
|
||||
For each activity, brainstorm the outcomes you expect to see in the short, medium, and long term. These outcomes should be a *direct result of your activities* and point toward your ultimate outcome.
|
||||
|
||||
* **Short-term outcomes** are the immediate effects of your activities – *changes in skills, knowledge, awareness, interests, and motivation*. For example, a short-term outcome of Weird Ghosts'" Community" activity is that creators feel an increased sense of community. In the case of developing games that feature LGBTQIA+ characters and narratives, a short-term outcome could be "Players gain exposure to diverse characters and narratives."
|
||||
* **Medium-term outcomes** are the *changes in action, behaviour, practice, and attitude* that result from the short-term outcomes. For Weird Ghosts, a medium-term outcome is that creators reinvest in the community. A medium-term outcome for the game development activity might be "Players develop empathy and understanding towards LGBTQIA+ identities."
|
||||
* **Long-term outcomes** are the *changes in state or condition* that result from the medium-term outcomes. A long-term outcome for Weird Ghosts is that creators feel a sense of belonging to a community they can engage with, support, and draw from. In the case of the game development activity, a long-term outcome could be "Players advocate for LGBTQIA+ rights and inclusion."
|
||||
* **Short-term outcomes** are the immediate effects of your activities – *changes in skills, knowledge, awareness, interests, and motivation*. For example, a short-term outcome of Baby Ghosts' "Community" activity is that creators feel an increased sense of community. In the case of developing games that feature LGBTQIA+ characters and narratives, a short-term outcome could be "Players gain exposure to diverse characters and narratives."
|
||||
* **Medium-term outcomes** are the *changes in action, behaviour, practice, and attitude* that result from the short-term outcomes. For Baby Ghosts, a medium-term outcome is that creators reinvest in the community. A medium-term outcome for the game development activity might be "Players develop empathy and understanding towards LGBTQIA+ identities."
|
||||
* **Long-term outcomes** are the *changes in state or condition* that result from the medium-term outcomes. A long-term outcome for Baby Ghosts is that creators feel a sense of belonging to a community they can engage with, support, and draw from. In the case of the game development activity, a long-term outcome could be "Players advocate for LGBTQIA+ rights and inclusion."
|
||||
|
||||
In your visual workspace, draw three columns or pillars below your ultimate outcome for these long-term, medium-term, and short-term outcomes. Place the long-term outcomes closest to the ultimate outcome and the short-term outcomes at the bottom.
|
||||
|
||||
|
||||
|
||||
|
||||
#### Map outcomes to activities
|
||||
|
||||
Now, draw lines to connect your activities to your short-, medium- and long-term outcomes and those to your ultimate outcome. Each line represents a step in your results flow, showing how each activity and outcome contributes to your ultimate outcome.
|
||||
|
||||
|
||||
|
||||
|
||||
This process will require some iteration as you make connections between your activities and outcomes and refine your outcomes to be as clear (hint: and as *measurable*) as possible. It's okay if it's not perfect on the first try – this is a living document. We just updated Weird Ghosts' last month!
|
||||
This process will require some iteration as you make connections between your activities and outcomes and refine your outcomes to be as clear (hint: and as *measurable*) as possible. It's okay if it's not perfect on the first try – this is a living document. We updated ours recently!
|
||||
|
||||
By the end of this process, you should have a clear visual representation of your results flow, showing how your activities lead to your ultimate outcome. This will be a critical tool for planning, implementing, and evaluating your studio's impact. You can read more about that in our article [Developing Your Impact Measurement Framework](/articles/impact-measurement)
|
||||
By the end of this process, you should have a clear visual representation of your results flow, showing how your activities lead to your ultimate outcome. This will be a critical tool for planning, implementing, and evaluating your studio's impact. You can read more about that in our article [Developing Your Impact Measurement Framework](https://coop.cool/learn/impact-measurement-bvudfOTpLL)
|
||||
|
||||
## Refining your results flow
|
||||
|
||||
|
|
@ -195,7 +200,7 @@ Also, consider the logic of your outcomes. Do your short-term outcomes *logicall
|
|||
|
||||
#### Identifying outcomes you will hold yourself accountable for achieving
|
||||
|
||||
Next, decide which outcomes on your results chain you will commit to achieving and, therefore [*measuring*](/articles/impact-measurement). This is about setting clear commitments and holding yourself accountable.
|
||||
Next, decide which outcomes on your results chain you will commit to achieving and, therefore [*measuring*](https://coop.cool/learn/impact-measurement-bvudfOTpLL). This is about setting clear commitments and holding yourself accountable.
|
||||
|
||||
For example, you might decide to hold yourself accountable for the short-term outcome of "Players gain exposure to diverse characters and narratives." This means you would need to find ways to measure this outcome, such as through player surveys, feedback, discussion forums, and app analytics.
|
||||
|
||||
|
|
@ -209,7 +214,7 @@ You'll revisit, revise, and refine your results flow as your studio grows, as yo
|
|||
|
||||
We hope we've inspired you to think ever more deeply about the impact of your games and how you make them. Embrace the whole process, refer to your results flow regularly and let it guide your core work.
|
||||
|
||||
In the next article in this series, we cover [**creating your impact measurement framework**](/articles/impact-measurement).
|
||||
In the next article in this series, we cover [**creating your impact measurement framework**](https://coop.cool/learn/impact-measurement-bvudfOTpLL).
|
||||
|
||||
We can't wait to see the impact you'll make!
|
||||
|
||||
|
|
|
|||
|
|
@ -1,12 +1,15 @@
|
|||
---
|
||||
title: Stages of Coop Development
|
||||
title: Stages of cooperative development
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Stages of Coop Development
|
||||
path: Vault Archive/Stages of cooperative development
|
||||
parentDocument: null
|
||||
outlineId: 5b97da75-ccb3-4951-89a7-c7649fe03a4b
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Stages of Cooperative Development
|
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:::info
|
||||
📢 This guide is published on coop.cool → https://coop.cool/learn/stages-of-coop-development-jXodl1XLgJ
|
||||
|
||||
:::
|
||||
|
||||
Some teams have wondered how to tell where they are in the process of building their cooperative. This framework helps you understand the landscape of cooperative development and where Baby Ghosts' support fits.
|
||||
|
||||
|
|
@ -1,13 +1,11 @@
|
|||
---
|
||||
title: Telling Your Story
|
||||
title: Telling your story
|
||||
collection: Vault Archive
|
||||
path: Vault Archive/Telling Your Story
|
||||
path: Vault Archive/Telling your story
|
||||
parentDocument: null
|
||||
outlineId: 2e2c01bf-f6b8-4d03-8a44-835893d884bd
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
# Telling Your Story
|
||||
|
||||
*developed by datejie cheko green*
|
||||
|
||||
We invite you to consider the question, "As a creative person, why do you do what you do?"
|
||||
|
|
|
|||
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