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---
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title: Accessibility Supports Available to Participants
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collection: Cohort 6
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path: Cohort 6/Accessibility Supports Available to Participants
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parentDocument: null
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outlineId: fe4225c8-d8d2-48ed-873e-0eca72b611b6
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createdBy: Jennie R.F.
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---
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We build accessibility into every part of how we work. You don't need to justify why you need support, and you don't need to disclose a diagnosis or condition. If something would help you participate more fully, ask us about it.
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This page describes what's available and how to access it.
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## What's available to everyone
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These supports are built into the program by default. You don't need to request them.
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* Captions are available for all synchronous sessions through Slack's built-in captioning and your operating system's live caption features (available on both Mac and Windows). If auto-generated captions don't meet your needs, let us know and we can arrange additional captioning support. Every session is also recorded and captioned after the fact, so you can revisit material on your own schedule with subtitles if you miss something or need more time with it.
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* Presentations are "dark mode" by default.
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* All core program content is available asynchronously. Workshop materials, facilitator guides, and templates are accessible through our shared wiki throughout the program and after it ends.
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* The program is remote-first. Weekly workshops and mentorship sessions happen online. You can participate from wherever works for you.
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* Mental health support is available to all participants throughout the program. If you need it, reach out to your Peer Support team or the program coordinators.
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## What you can request
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Some supports are available on a per-participant basis. These are funded and budgeted for, so requesting them is not a burden on the program. Unfortunately, some are region-specific due to our funding constraints at the moment, but we are working on improving this for the future.
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### Region-specific supports
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* Childcare subsidies are available for **Toronto-based participants** who need coverage during session times or in-person events.
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* Technology and internet assistance is available for **Ontario residents** if your current setup creates a barrier to participation. This could mean help with internet costs, hardware access, or software needs. All required software licenses are provided free regardless.
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* Travel stipends are available to **Ontario residents** for in-person events (the Kickoff and Wrap-up gatherings in Ontario). These are meant to reduce the cost barrier of attending, especially for participants outside the GTA.
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### Other supports
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Additional accessibility supports are available for needs not covered above. This is a flexible category. Examples might include ASL interpretation, screen reader-compatible materials, adjusted scheduling, or other accommodations specific to your situation. If you're not sure whether something falls into this category, ask anyway.
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## The $5,000 studio bursary
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Every participating studio receives a $5,000 bursary. This isn't framed as an accessibility support in the traditional sense, but it exists because we know that building a cooperative studio while navigating financial precarity is hard. The bursary is meant to give your team room to focus on the program without that pressure compounding.
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## How to ask
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Talk to your Peer Support team, or contact the program coordinators directly (eileen or Jennie).
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We'd rather hear from you early than find out after the fact that something wasn't working. Access needs can also change over the course of the program – this is expected! Let us know as things come up.
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---
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title: Travel Supports for In-Person Events
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collection: Cohort 6
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path: Cohort 6/Travel Supports for In-Person Events
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parentDocument: null
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outlineId: 1ec56341-844b-481e-baf5-e769f17685e4
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createdBy: Jennie R.F.
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---
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Cooperative Foundations Cohort 6 includes two in-person events in Toronto: the kickoff and the wrap-up. We know that getting to Toronto costs money, especially if you're coming from outside the GTA. We have a travel fund to help with that!
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### Who can request travel support
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Any Ontario-based Cohort 6 participant who has travel costs to attend an in-person event in Toronto. This is individual-level—if your studio has multiple members who each need to travel, each person can submit their own request.
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You don't need to be outside the city to qualify. If transit costs are a barrier for you, we can cover those.
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### What's covered
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* Transit fares (GO, VIA, local transit)
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* Gas if you're driving (we use the CRA mileage rate, which is $0.73/km for 2026)
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* Parking
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* Rideshare if transit isn't accessible or practical for you
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* Food and drinks along the way—coffee on the road, lunch before or after the event, whatever you need to make the trip work
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* Accommodation if you need an overnight stay to attend (talk to us first so we can help sort it out)
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Basically, if it's a reasonable cost of getting yourself to Toronto and back, it's covered.
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### How much
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Up to $200 per person per event. Our total travel fund for Cohort 6 is $2,000 across both events. If your actual costs are less than $200, we reimburse what you spent. If your costs come in higher, let us know - we may be able to increase the cap depending on overall demand.
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### How to request it
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After the event, send an email to [hello@babyghosts.org](mailto:hello@babyghosts.org) within 30 days with:
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* Your name and studio name
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* Which event you attended
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* What you spent and a quick note on how you travelled
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* Receipts if you have them, or a screenshot/photo of your transit fare, or a note of your round-trip distance if driving
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### How you'll be reimbursed
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E-transfer, sent within two weeks of receiving your request. We'll confirm the amount with you before sending.
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### A few other things
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You don't need to justify your request beyond the basics above. We won't ask why you can't cover it yourself. If you're not sure whether your situation qualifies, just ask. We'd rather you come to the event and sort out the details after than skip it because you weren't sure.
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---
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title: Accessibility
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collection: Cooperative Foundations
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path: Cooperative Foundations/Accessibility
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parentDocument: null
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createdBy: Jennie R.F.
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---
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A reference doc for facilitators and coordinators on accessibility practices across Cooperative Foundations. This covers what we do, what we offer, and what participants can expect. It's a companion to the trauma-informed facilitation protocols - there's overlap, and that's fine. Accessibility is baked into the trauma-informed approach, but it also needs its own space because some of it is logistical, not emotional.
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This doc is written for the same first audience as the session guides: a regional coordinator shadowing during Cohort 7 who needs to understand what's in place and why.
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## Our starting point
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Cooperative Foundations is remote-first by design. That's not a pandemic holdover - it's an intentional accessibility choice. Running remotely means people across the country can participate without relocating, commuting, or navigating physical spaces that weren't built for them. It also means ill and disabled people can join from environments that work for their bodies and energy levels.
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But remote-first doesn't automatically mean accessible. It just changes which barriers you're dealing with. The practices below are what we've built up through six cohorts of learning what works and where we've fallen short.
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## Captioning and transcription
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Live captioning is standard for all Cooperative Foundations sessions. This is not a request-based accommodation - it's a baseline program feature, budgeted into every cohort. Starting with Cohort 5, we integrated live captioning as standard practice, and the Ontario Creates IDP budget for Cohort 7 includes a dedicated line item for live captioning and transcription across all 12 sessions.
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Zoom's auto-generated captions are also always enabled as a secondary layer. Auto-captions are imperfect but immediate, and some participants prefer them to live captions for speed.
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A few things to keep in mind as a facilitator:
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Speak at a pace that lets the captions keep up. Both live and auto-captions struggle with fast speech, overlapping speakers, and heavy jargon. When you're co-facilitating, leave a beat between speakers so the captions can catch up and attribute correctly.
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Repeat questions from chat or breakout report-backs verbally before responding. If someone types a question in chat and you just say "great question" and start answering, anyone following via captions has no idea what you're responding to.
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If a participant needs ASL interpretation or other communication supports beyond captioning, coordinate with the program lead as early as possible. These services need advance booking and the session content should be shared with the provider ahead of time so they can prepare.
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After the session, captioned recordings are the primary accessibility artefact. Make sure captions are enabled on the recording before you hit record. Sessions are also transcribed - the transcript should be posted alongside the recording in the cohort channel.
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## Recordings and asynchronous access
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Every Cooperative Foundations session is recorded, with consent. Here's how that works:
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Recording consent is established at Session 0 and revisited at the start of each session. Participants are told at onboarding that sessions will be recorded and made available to the cohort. If someone has concerns about recording, those are addressed individually - usually the concern is about specific sensitive moments, not the entire session.
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Facilitators can pause recording for sensitive discussions. Name this option out loud before getting into heavy content: "We're about to get into some personal territory. I'm going to pause the recording for this section, and I'll let you know when it's back on." Participants can also request a pause at any time.
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Recordings are posted to the cohort's shared channel within 48 hours of the session. This is a hard commitment, not an aspiration - people who couldn't attend live are waiting on these to stay connected. Include a link to the recording, the Miro board, and any session notes or handouts.
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Participants who can't attend a live session should never feel like they're falling behind. The peer support team checks in with anyone who missed a session to walk them through what happened and answer questions. Asynchronous reflection prompts are posted in the cohort channel after each session so people who watched the recording can still participate in the meaning-making, not just the content consumption.
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## Multiple ways to participate
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This is already covered in the trauma-informed protocols, but it's worth naming here as an accessibility practice specifically:
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Every session offers verbal, chat, and Miro-based participation. No one is required to speak on camera or unmute. This isn't just about introversion - it's about people with speech disabilities, auditory processing differences, social anxiety, or environments where speaking out loud isn't possible.
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Breakout rooms are where a lot of the real work happens, and they're also where accessibility can quietly break down. Check in with participants before the first breakout to see if anyone needs specific accommodations - for example, staying in the main room with a facilitator instead, or being paired with someone specific.
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When collecting responses (sticky notes, reflections, check-ins), always give writing time before speaking time. This supports people who process more slowly, people working in a second language, and people who are following via captions with a slight delay.
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## Access needs and disclosure
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Starting with Cohort 7, access needs are gathered through a structured onboarding survey before the program begins. This gives the facilitation team time to arrange supports in advance rather than reacting on the fly. The survey covers technology access, communication preferences, captioning and transcription needs, scheduling constraints, and accommodations for in-person events.
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At Session 0, we also invite participants to share access needs live via DM to the facilitators. The exact language is: "If you have any access needs, put it in the chat or DM @jennie or @eileen." For Cohort 7 onward, this should also include the regional coordinator's name. The Session 0 invitation matters even with the onboarding survey in place - some people won't fill out a survey honestly until they've met the facilitators and gotten a read on whether the space is actually safe.
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We don't ask people to disclose diagnoses or conditions. We ask what they need to participate fully. Sometimes that's captioning. Sometimes it's breaks every 45 minutes. Sometimes it's having materials sent in advance so they can process at their own speed. The facilitator's job is to make it easy to ask and straightforward to accommodate.
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Access needs can change session to session. Someone might be fine for six sessions and then have a flare-up or a life change that means they suddenly need something different. Check in periodically, not just at the start.
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## Materials and platform accessibility
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Session slides and handouts should be available in the cohort channel before the session starts. "Before" means at least 24 hours in advance, not five minutes before. People who use screen readers, need to enlarge text, or want to pre-read to reduce cognitive load during the session are all depending on this.
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Miro boards are a core tool in Cooperative Foundations and they have real accessibility limitations. Miro is not fully screen-reader compatible, and complex boards can be overwhelming for people with cognitive or visual processing differences. When possible, offer an alternative way to engage with Miro content - for example, a text-based version of the prompts, or a facilitator who can describe the board layout verbally.
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Zoom is the current platform. If a participant can't use Zoom for accessibility or technology reasons, work with them to find an alternative - even if that means dialling in by phone for the audio portion and having someone share Miro screenshots in a side channel.
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## Ontario Hub-specific supports
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The Central (Ontario) Hub, hosted by Gamma Space in Toronto, has specific accessibility supports built into its delivery model and budget. Some of these are shared across all hubs; others reflect Ontario-specific infrastructure, funding, and legal context.
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### Hybrid delivery model
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Cohort 7 runs as a hybrid program: eight weekly curriculum workshops delivered virtually, plus two in-person events in Ontario - a Kickoff (September 14, 2026) and a Wrap-up (November 24, 2026). The virtual sessions carry all the accessibility practices described above (live captioning, recordings, asynchronous access, multiple participation modes). The in-person events introduce a different set of accessibility considerations.
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### Travel stipends
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The IDP budget includes travel stipends ($1,000 x 2) for Ontario-based studios attending the in-person events. These are specifically framed as removing access barriers - not everyone can absorb the cost of travel to Toronto, and distance shouldn't determine who gets the full program experience. Coordinators should communicate the availability of travel stipends during onboarding, not wait for participants to ask.
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### In-person venue accessibility
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In-person events for the Ontario Hub are held in Toronto. Venue accessibility is a requirement, not a nice-to-have. This means wheelchair access, proximity to accessible TTC routes, scent-free policies, and sensory considerations (lighting, noise levels, quiet space availability). If events are hosted at Gamma Space or a partner venue, confirm physical accessibility well before the event date.
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[TODO - Jennie to confirm: Has the planned venue for Cohort 7 in-person events been assessed for physical accessibility? Is there a backup venue if accessibility issues come up?]
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### AODA compliance
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Ontario's Accessibility for Ontarians with Disabilities Act sets legal requirements for accessible delivery that apply to the Ontario Hub. Coordinators should be familiar with AODA's customer service standard (how we communicate with and serve participants) and information and communications standard (accessible digital content, providing information in accessible formats on request). Baby Ghosts' existing remote-first, captioned, multi-format approach already meets much of the spirit of AODA, but the in-person components and any Ontario-specific digital materials should be reviewed against the specific requirements.
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### Onboarding access survey
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The IDP application commits to an onboarding survey on participant needs, including access needs. This goes beyond the Session 0 "DM us your access needs" approach - it's a structured intake that happens before the program starts, giving the facilitation team time to arrange supports rather than scrambling to respond in real time. The survey should cover technology access, communication preferences, captioning and transcription needs, scheduling constraints, and any in-person event accommodations.
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### Ontario ecosystem partners
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The Ontario Hub's outreach strategy names several ecosystem organizations, including Tangled Art + Disability, Interactive Ontario, imagineNATIVE, and QueerTech. These connections matter for accessibility because they extend the program's reach into communities that may have specific access needs and expectations. Tangled Art + Disability in particular brings expertise in disability arts and accessible programming that could inform how the Ontario Hub delivers its in-person events and community programming.
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### Software and tools
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All required software licenses are provided to participants at no cost. This is stated as a risk mitigation for tech and access barriers in the IDP application. The budget includes Miro and Slack licenses (Slack provided in-kind through Gamma Space at the nonprofit rate). Coordinators should confirm during onboarding that participants can actually run the required tools on their devices - providing a license doesn't help if someone's laptop can't handle the software.
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### Mental health supports
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Mental health support is available to all participants throughout the program. This is listed alongside captioning and asynchronous access as a standard feature in the IDP application, not an add-on. The details of how this is delivered (referrals, direct support, crisis protocols) are covered in the trauma-informed facilitation protocols doc.
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## What we're still working on
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Honest list of gaps we know about and haven't solved yet:
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Alternative submission formats for assignments and reflections (video, audio, visual) were committed to in the charity application. These haven't been fully implemented yet. As of Cohort 6, most submissions are still text-based.
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Miro accessibility remains a known limitation. We've worked around it but haven't found a full solution for participants who can't use Miro at all.
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Francophone access has been raised as a need, particularly for hubs serving regions with significant francophone populations. No bilingual facilitation capacity exists yet within the program.
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Captioning accuracy for industry-specific and cooperative-specific terminology is inconsistent with auto-captions. Live captioning helps significantly, but a shared glossary for captioners covering co-op terminology, game industry jargon, and program-specific language would improve quality further.
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Physical accessibility for in-person events has not been formally audited. The Ontario Hub has in-person Kickoff and Wrap-up events on the calendar, and venue accessibility needs to be confirmed and communicated to participants well in advance.
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This section exists so coordinators know where the edges are. If a participant's access need bumps up against one of these gaps, the response is to problem-solve with them directly, not to pretend the gap doesn't exist.
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@ -60,7 +60,7 @@ The comments field is really important. We read qualitative comments closely whe
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### How final decisions are made
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After all interviews are done, the full group of peer supports gathers to make final selections together. We don't automatically accept the highest scoring studios. Rather, we talk about which teams we feel we can best support, how well teams fit with each other and whether studios seem likely to participate actively.
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After all interviews are done, the full group of peer supports gathers to make final selections together (see [Applicant Selection Process](/doc/6150980a-76a9-4d2a-99d1-acab58e3847e)). We don't automatically accept the highest scoring studios. Rather, we talk about which teams we feel we can best support, how well teams fit with each other and whether studios seem likely to participate actively.
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Community participation carries significant weight because without it, teams don't get to practice what they're learning and see it in action from other studios. Also, a team might be a great fit for one cohort and not another. We do consider the overall diversity of the cohorts and prioritize groups that have been underrepresented in our past cohorts.
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@ -1,8 +1,10 @@
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---
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title: Applicant Selection Process
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collection: Cooperative Foundations
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path: Cooperative Foundations/Applicant Selection Process
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parentDocument: null
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path: >-
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Cooperative Foundations/Peer Support Playbook/Manual/Applicant Selection
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Process
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parentDocument: Manual
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outlineId: 6150980a-76a9-4d2a-99d1-acab58e3847e
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createdBy: Jennie R.F.
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---
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@ -26,6 +26,9 @@ createdBy: Jennie R.F.
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* Intro to Co-ops (ICA)
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* Baby Ghosts Values & Mission documents
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* Coop Journey Map visual (link to Miro or PDF)
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* \
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[aorta_-_facilitating_meetings.pdf 723000](/api/attachments.redirect?id=6bd91d46-f7d1-4a4a-9139-8a13061c8b2a)
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---
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@ -95,6 +98,10 @@ createdBy: Jennie R.F.
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* Seeds for Change: [Consensus Decision Making](https://www.seedsforchange.org.uk/consensus)
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* Sociocracy 3.0: [Consent Decision Making](https://patterns.sociocracy30.org/consent-decision-making.html)
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* Meeting agenda template
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* Worker Cooperative Toolbox: Effective Meetings
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[Worker Cooperative Toolbox - Appendix D.pdf 49472](/api/attachments.redirect?id=17d8f5aa-ae55-4c88-b291-6bfd07b39215)
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---
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@ -185,7 +192,15 @@ Before you raise an issue, get clear on:
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## Session 8: Self-Evaluation and Pathways
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### Pre-session
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* Updates dates in the session content for Studio self-assessment deadline
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### Post-session
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* Share personal assessment form (tell folks to make a copy – don't edit the original!)
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* Studio assessment is already in your Miro board
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### After 1 week
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* Respond to their group self-assessments with ideas, encouragement, and workshop opportunities
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@ -365,7 +365,7 @@ We recommend that Peer Supports encourage studios to reflect on the weekly topic
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😶🌫️ Leave uncomfortably…*awkwardly* long silences. This is one of the hardest facilitation skills, especially if you're a talker. When you ask a question and nobody responds, resist the urge to fill the gap and give it four more beats than feels natural. Breakthroughs happen in that discomfort - people finally get comfortable and open up right when you think the silence has gone on too long. We're flattened to screens and mics in this format, so people often need more time than you'd expect. If you need a coping strategy, try counting with your thumbs under the table or belly breathing through the pause.
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😶 If you're stuck with a studio, a good place to return to is the **[Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467)** exercise. You can also always stop a meeting a little early and reach out to program coordinators for advice on how to facilitate. We will provide you with resources and tools.
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😶 If you're stuck with a studio, a good place to return to is the [**Why, What, How**](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467) exercise. You can also always stop a meeting a little early and reach out to program coordinators for advice on how to facilitate. We will provide you with resources and tools.
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## Conflict Resolution
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@ -48,4 +48,4 @@ Use this list to get a baseline read on your studio. These are things to *notice
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* You don't need to resolve anything yet, just notice.
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* Bring observations to your PS check-in.
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*Credit:* **Effective Practices in Starting Co-ops** *and Christine Clarke of __[Freedom Dreams](https://www.freedomdreamscoop.com/)__ for inspiration/starting points.*
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*Credit:* **Effective Practices in Starting Co-ops** *and Christine Clarke of* [*__Freedom Dreams__*](https://www.freedomdreamscoop.com/) *for inspiration/starting points.*
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@ -8,23 +8,31 @@ parentDocument: Central (Ontario)
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|||
outlineId: 05d4c54c-c609-42fa-9434-d0c587921fb9
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||||
createdBy: Jennie R.F.
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||||
---
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||||
:::warning
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In development
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:::info
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**Ontario Adaptation**
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||||
This section covers what Ontario law actually requires under the Co-operative Corporations Act (CCA), and how that intersects with the governance structures from this session.
|
||||
|
||||
:::
|
||||
|
||||
## One-member-one-vote is law – not a choice
|
||||
|
||||
"what Ontario law requires, and how it maps onto what you just learned"
|
||||
Under the CCA, every member of a co-op gets equal voting power for formal member decisions (elections, bylaw approvals, resolutions) regardless of how much they've invested. It's part of the legal definition of operating on a "co-operative basis" in Ontario. The consent and consensus models from this program are ways of *practicing* democratic governance day-to-day.
|
||||
|
||||
## Session Content:
|
||||
## Bylaws are required, not optional
|
||||
|
||||
* One-member-one-vote is legislated under the CCA, not a choice - how this interacts with the consent and consensus models you've been discussing
|
||||
* By-laws are required, not optional - they must cover membership, voting, and surplus distribution (connect to: the decisions you're learning to make together will eventually need to be codified)
|
||||
* Virtual/hybrid meetings and electronic voting permanently allowed since 2023 - practical win for distributed studios
|
||||
* Dual status: you can be both a director and an employee, but the roles have different legal implications - your by-laws need to separate governance work from production work
|
||||
Ontario co-ops must have bylaws covering membership (how people join and leave), voting (how decisions are made formally), and surplus distribution (how money flows back to members). The governance processes you're building in this program eventually get written into these bylaws. All those decisions you're making together (how to make decisions, who has voice, how to handle disagreement) will need to be codified. That's what bylaws are for.
|
||||
|
||||
## Virtual and hybrid meetings are permanently allowed
|
||||
|
||||
\
|
||||
one-page summary of CCA governance provisions relevant to worker co-ops, with links to the full Act and OCA resources
|
||||
Since October 2023, Ontario co-ops can hold meetings virtually or in hybrid format as long as their bylaws *don't expressly forbid it*. If your studio is distributed or your team works across cities, this matters. Formal governance doesn't require everyone in the same room.
|
||||
|
||||
##
|
||||
## Dual status: director and employee
|
||||
|
||||
In a worker co-op, you can be both a director and an employee. Most small studios (3-5 people) will have all members serving as both, but the roles carry different legal weight. Director duties include fiduciary duty and duty of care. Employee rights fall under the Employment Standards Act. It's worth separating governance work (board decisions, AGMs, strategic direction) from production work (making games) early on, before incorporation, so the distinction doesn't feel artificial later.
|
||||
|
||||
## Additional resources
|
||||
|
||||
* [Co-operative Corporations Act](https://www.canlii.org/en/on/laws/stat/rso-1990-c-c35/latest/rso-1990-c-c35.html)
|
||||
* [OCA resources](https://www.ontario.coop/training-and-resources/start-a-co-operative)
|
||||
* [FSRA legislative changes](https://www.fsrao.ca/industry/co-operative-corporations/legislative-and-regulatory-changes-co-operatives-ontario)
|
||||
|
|
|
|||
|
|
@ -8,24 +8,65 @@ parentDocument: Central (Ontario)
|
|||
outlineId: 491a3f7f-f423-4db6-a3fb-521895d2468c
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
:::warning
|
||||
In development
|
||||
:::info
|
||||
**Ontario Adaptation**
|
||||
|
||||
This section covers Ontario-specific tax credits, funding pathways, and structural advantages for cooperative game studios. For the full deep dive, see the [Ontario Funding Landscape](/doc/eba4ff2c-fe24-43dd-be92-bacaffb6e308)article.
|
||||
|
||||
:::
|
||||
|
||||
Insertion point: after the base session's revenue/sustainability discussion
|
||||
## OIDMTC at 40% for self-published games
|
||||
|
||||
Facilitator note: this is the most content-dense addition. resist the urge to cover everything! Focus on the three things that will save studios the most money or prevent the most expensive mistakes
|
||||
The Ontario Interactive Digital Media Tax Credit is the single biggest financial incentive for Ontario game studios. It's a refundable tax credit – you get money back even if you owe no tax. For studios that develop and self-publish their own games, the credit is 40% of eligible Ontario labour expenditures, with no annual cap. Fee-for-service work (contract development for other studios) earns 35%.
|
||||
|
||||
## Session content
|
||||
If you want to take advantage of this generous credit, you must incorporate as for-profit. A non-profit co-op is likely considered tax-exempt, which disqualifies it from the OIDMTC entirely. Every program in this section requires for-profit incorporation.
|
||||
|
||||
* OIDMTC at 40% for self-published games - the single biggest financial incentive (and why it matters that you incorporate as for-profit)
|
||||
* The 80/25 rule and why worker-members must be on payroll with T4s, not treated as contractors - connects directly to compensation models discussed in base session
|
||||
* Patronage dividend deduction - how distributing surplus based on hours worked can reduce corporate tax to near zero
|
||||
* Pathway:
|
||||
* Ontario Creates funding pathway: Futures Forward ($20K, entry point) - must be for-profit
|
||||
* IP Fund pre-production ($15-50K)
|
||||
* IP Fund production ($50-500K)
|
||||
* CWCF supports: Technical Assistance Grants ($4K), Tenacity Works loans ($15-50K)
|
||||
One caveat: No explicit guidance on cooperative corporations appears in the OIDMTC guidelines. A for-profit co-op filing T2 returns should qualify, but get written confirmation from Ontario Creates before your first application. And write them well in advance, it can take weeks to receive a reply.
|
||||
|
||||
Handout: funding pathway visual showing the on-ramp from training through to production funding, with co-op-specific flags noted
|
||||
## The 80/25 rule and why members must be on payroll
|
||||
|
||||
To claim the OIDMTC, 80% of development labour must be performed in Ontario and 25% must be paid as wages to employees (NOT contractors) of the claiming corporation. Worker-members must be on payroll receiving T4 slips. If your co-op treats its members as independent contractors, you fail the 25% employee test and lose the credit entirely.
|
||||
|
||||
This ties back to the compensation models you just discussed. However you structure wages and surplus distribution, the payroll foundation is non-negotiable if you want the tax credit.
|
||||
|
||||
The CRA is also increasing enforcement on worker misclassification generally. They're actively auditing corporations where the incorporated person would otherwise be classified as an employee. In a worker co-op with multiple members on payroll, this risk is lower than for a one-person corp, but the principle holds: Members work on payroll, not on invoices. You cannot contract to your own co-op.
|
||||
|
||||
## Patronage dividend deduction
|
||||
|
||||
This is where the co-op structure has a real advantage. Under Section 135 of the federal Income Tax Act, co-ops can deduct patronage dividends paid to members from taxable income. For a worker co-op that distributes its surplus based on hours worked, this can reduce corporate-level taxation to near zero.
|
||||
|
||||
Members report the patronage dividends as personal income, so the money still gets taxed – just at your personal rate instead of the corporate rate *plus* your personal rate, avoiding double-taxation.
|
||||
|
||||
Combined with the Ontario Small Business Deduction (which brings the combined federal-provincial rate to roughly 12.2% on the first $500K of active business income as of 2025 – dropping to about 11.2% by 2027 as Ontario cuts its small business rate), and then further reduced by patronage dividend deductions, the effective tax burden on a well-structured co-op game studio can be *very low!*
|
||||
|
||||
## Two things worth knowing early
|
||||
|
||||
Pick a fiscal year end that isn't December 31. August 31 works well for studios. CRA gives you six months after your year end to file the T2 return. (You still owe any tax at two months–the six-month window is for the paperwork.) An August year end puts your corporate filing deadline in February, right when you're preparing personal taxes for the April 30 deadline. That overlap lets you plan across both returns, which helps when you're deciding how much to distribute as patronage dividends vs. retain in the co-op.
|
||||
|
||||
If you receive a one-year grant partway through your fiscal year, the portion covering work in the next fiscal year can be recognized as income in that year under accrual accounting. This requires proper documentation. Keep the grant agreement and track expenses against the grant period carefully. CRA is increasingly cross-referencing T4A slips against HST filings, so avoid sloppy recordkeeping here.
|
||||
|
||||
## Ontario Creates funding pathway
|
||||
|
||||
The practical path for a new co-op studio:
|
||||
|
||||
#### 1. Futures Forward ($20K, entry point)
|
||||
|
||||
Non-repayable grant, up to 75% of eligible costs. Designed for studios where key people have fewer than three years of professional interactive digital media experience. You must complete approved training first, delivered through Interactive Ontario, Hand Eye Society, or other partners. Futures Forward requires "a for-profit company" and excludes non-profits. Confirm your eligibility well in advance with Ontario Creates.
|
||||
|
||||
#### 2. IP Fund Pre-Production ($15K-$50K)
|
||||
|
||||
Next step after you have a prototype. Requires at least one person with 3+ years IDM experience, 51%+ copyright ownership, and 75%+ Ontario spend.
|
||||
|
||||
#### 3. IP Fund Production ($50K-$500K)
|
||||
|
||||
Main production funding. Acts as "last-in" funder, meaning all other financing must be committed at time of application.
|
||||
|
||||
Studios should claim the OIDMTC throughout this entire pathway.
|
||||
|
||||
## CWCF supports
|
||||
|
||||
Technical Assistance Grants (up to $4K): Covers hiring co-op developers, lawyers, and consultants during the startup phase. Requires CWCF membership ($250/year for small worker co-ops).
|
||||
|
||||
Tenacity Works Fund ($15K-$50K): Five-year term loans for worker co-ops that need startup or growth financing. Requires minimum $1,000 per-member capital contribution.
|
||||
|
||||
Common Good Capital: Through CWCF membership, workers can place co-op shares into Self-Directed RRSPs or TFSAs, creating a personal tax advantage while capitalizing the co-op.
|
||||
|
|
|
|||
|
|
@ -11,12 +11,12 @@ createdBy: Jennie R.F.
|
|||
:::info
|
||||
**Ontario Adaptation**
|
||||
|
||||
This section covers the Ontario-specific incorporation process, costs, and readiness assessment. It r*eplaces* the generic incorporation overview in [Session 8: Self-Evaluation and Pathways](/doc/8c4f622c-661b-4e40-bb59-446b8b37cf4b) .
|
||||
This section covers the Ontario-specific incorporation process, costs, and readiness assessment. It r*eplaces* the generic incorporation overview in [Session 8: Self-Evaluation and Pathways](/doc/8c4f622c-661b-4e40-bb59-446b8b37cf4b).
|
||||
|
||||
:::
|
||||
|
||||
|
||||
## For-profit vs. non-profit co-op: this decision matters!
|
||||
## For-profit vs. non-profit co-op: this decision is critical!
|
||||
|
||||
This is the most consequential structural choice. A for-profit co-op incorporated under the Co-operative Corporations Act is eligible for the OIDMTC (40% refundable tax credit on Ontario labour), Ontario Creates funding, and can deduct patronage dividends from taxable income. A non-profit co-op cannot access any of these.
|
||||
|
||||
|
|
@ -43,12 +43,14 @@ Incorporation is not hard or expensive, which makes it tempting to rush and trea
|
|||
Over-specifying the objects of the corporation or the share structure is usually counterproductive. Flexibility serves the co-op better as the business evolves. The Cooperative Corporations Act (Ontario's in particular) already covers a lot of ground; the articles of incorporation are secondary in legal precedence, so you don't need to replicate what the Act already handles.
|
||||
|
||||
|
||||
|
||||
:::tip
|
||||
Bylaws are important, but not the most important thing. *Economic viability is*. Don't fixate on bylaws to avoid the harder work of building sustainability.
|
||||
Bylaws are important, but *not the **most** important* thing. Don't fixate on bylaws to avoid the harder work of building sustainability.
|
||||
|
||||
:::
|
||||
|
||||
## Asset transfer at incorporation
|
||||
|
||||
If you've been operating as a sole proprietorship and buying equipment, you can do a one-time asset transfer into the new corporation at no cost - it's not a sale. But once the corporation exists, the CRA treats the two as separate entities. Plan the timing.
|
||||
|
||||
## Realistic legal budget: $2K-$5K for customized bylaws
|
||||
|
||||
|
|
|
|||
|
|
@ -1,211 +1,49 @@
|
|||
---
|
||||
title: 'Session 0: Kickoff + Onboarding'
|
||||
collection: Cooperative Foundations
|
||||
path: 'Cooperative Foundations/Session Content/Session 0: Kickoff + Onboarding'
|
||||
parentDocument: Session Content
|
||||
outlineId: 4473dfe4-b06a-406c-98a6-6bba510cb162
|
||||
path: >-
|
||||
Cooperative Foundations/Peer Support Playbook/Session Guides/Session 0:
|
||||
Kickoff + Onboarding
|
||||
parentDocument: Session Guides
|
||||
outlineId: e4a6f7bf-569f-4e31-ba52-db1d709e628e
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
> **Peer Supports:** See [PS Guide: Session 0 — Kickoff + Onboarding](/doc/ps-guide-session-0-kickoff-onboarding-HzswkItl8f) for your role during session and this week's studio support meeting.
|
||||
> **Session content:** See [Session 0: Kickoff + Onboarding](/doc/session-0-kickoff-onboarding-rmqeo95LVF) for the full curriculum.
|
||||
|
||||
## Pre-session
|
||||
|
||||
---
|
||||
* Review Session 0 agenda and your intro talking points
|
||||
* Be ready to introduce yourself and your studio's journey
|
||||
|
||||
## Welcome
|
||||
## **What happens in session**
|
||||
|
||||
* Tag Yourself activity
|
||||
This is the full cohort's orientation to the program. Participants do introductions, learn about the program structure, build initial community agreements, and get the Power Flower homework.
|
||||
|
||||
|
||||
---
|
||||
:::info
|
||||
A theme we want to emphasize (based on feedback from Cohort 5) is: **"friction is part of the work."** It's to be expected, and is not something to fear or avoid.
|
||||
|
||||
## Intro - 2 min
|
||||
:::
|
||||
|
||||
Session 0 orients us to the shared work ahead. This opening session grounds participants in the purpose and structure of the program while setting the tone for a peer-driven, care-centred space.
|
||||
### :eyes: **Your role during session**
|
||||
|
||||
We'll begin building the relational trust and shared accountability that will carry us through the following 8 sessions. We'll reflect on our own privileges and lived experiences. By the end of this session, we'll have a shared understanding of how we'll learn together. This is the beginning of practicing cooperation together.
|
||||
* You're introduced and matched with your studio
|
||||
* Observe your studio during introductions – who talks, who doesn't, what pain points do they talk about?
|
||||
* Participate in community agreements drafting – you are ***part of the community!***
|
||||
|
||||
"The most important thing is if there's **trust** between the people in the group because that's what carries it through." - Russ Christianson
|
||||
### **👆Your role after session**
|
||||
|
||||
* Connect and chat with your studio in their Slack channel(s)
|
||||
* Make sure they understand the Power Flower homework (especially that it is a private, individual reflection, and no one else will see it unless they want to share)
|
||||
* Note any first impressions to share at the PS check-in
|
||||
|
||||
---
|
||||
### :triangular_flag_on_post: **Red flags to watch for**
|
||||
|
||||
## Agenda
|
||||
* One person from the studio dominates introductions or positions themselves as the main character
|
||||
* Team members who seem checked out already
|
||||
|
||||
### Welcome, land acknowledgement, values - 10 min
|
||||
### :hammer_and_wrench: **Tools introduced**
|
||||
|
||||
* Quick round: name, pronouns, location, why you're here
|
||||
* Acknowledge land and virtual space, and share our values
|
||||
* We acknowledge and thank all those who have struggled for workers' rights and racial, economic, and environmental rights and emancipation
|
||||
* We are recording this session for team members who can't attend
|
||||
* Please post questions as we go in the chat
|
||||
* Opportunity to ask more questions during Q&A at end
|
||||
* If you have any access needs, put it in the chat or DM @jennie or @eileen
|
||||
|
||||
### Participant intros - 15 min (3 mins each)
|
||||
|
||||
|
||||
1. Each team says hello - have one person talk for the team and the others chime in the chat with:
|
||||
* name, pronouns, location
|
||||
2. Tell us about your game - *briefly*
|
||||
* can share pictures in the chat if you want
|
||||
3. Biggest studio pain point *right now*
|
||||
|
||||
### Peer Support team intros - 5 min
|
||||
|
||||
* Who is paired with who
|
||||
* What Peer Support sessions look like
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Where you are: The co-op development journey - 10 min
|
||||
|
||||
**SLIDE: Coop Journey Map** *(visual showing: pre-formation to formation to operation)*
|
||||
|
||||
First, let's look at the statistics:
|
||||
|
||||
* Small business startup success rate: \~20% (8 in 10 fail)
|
||||
* Cooperative startup success rate: \~40% (6 in 10 fail)
|
||||
* Co-ops significantly outperform conventional startups – but it's still not a guarantee
|
||||
|
||||
**You're still going against the odds. But it's a worthwhile thing to do, because you learn so much.**
|
||||
|
||||
Being a co-op improves your odds, it doesn't eliminate risk.
|
||||
|
||||
This program focuses on **pre-formation** - the relational and governance groundwork that determines whether your co-op will thrive or struggle.
|
||||
|
||||
Most resources out there focus on the legal and operational stuff: how to incorporate, how to file paperwork, how to structure bylaws. That matters, of course! But it's not where studios fail.
|
||||
|
||||
Studios fail because of unspoken assumptions about money, time, and commitment; wishy-washy and undocumented governance; conflict avoidance; unexamined power dynamics
|
||||
|
||||
This program exists to build the foundation *before* you incorporate. By the end of this program, you'll have shared values that you know how to put into action. We'll walk you through designing and practicing cooperative governance structures. You'll know how to decide *how to decide*! and we'll test low-stakes decisions. And you'll have drafted conflict tools ready for when (NOT IF!) tensions arise.
|
||||
|
||||
**You are here:** Pre-formation and building your relational infrastructure
|
||||
|
||||
**What comes after:** Incorporation support, ongoing community (Ghost Guild), and continued learning. We'll talk about pathways in Session 8.
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Program overview - 10 min
|
||||
|
||||
* Program schedule, session themes, and format
|
||||
* Gamma Space / Slack explanation
|
||||
* Slack structure: main channel(s), cohort channels, project channels, random and other general channels
|
||||
* Expectations for engagement (Slack reflections, homework, participation)
|
||||
* How to participate
|
||||
* How to book with us
|
||||
* Review accessibility practices (captions, breakout choices, asynchronous options)
|
||||
* Tools we'll use (Miro, Slack Canvas, Huddles)
|
||||
|
||||
*Note: Much of this info will also live in a Slack Canvas for reference.*
|
||||
|
||||
This program will give you tools to notice when informal hierarchy forms, have hard conversations about money, power, and expectations, make decisions collectively, and navigate conflict as valuable data. It will NOT make you hierarchy-free, tell you exactly how to structure your co-op, eliminate disagreement, or do the hard conversations for you. *We're here to support you, but the work is yours.*
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Friction is part of the work - 5 min
|
||||
|
||||
Before we build our community agreements, we want to chat about something that has come up in every previous cohort.
|
||||
|
||||
This program will ask you to have hard conversations - about money, about power, about what you actually want from this collaboration. Some of those conversations will be *uncomfortable*. You might discover that your group is less aligned on values than you assumed. You might have disagreements you've never had before. Someone might go radio silent, and someone might get defensive.
|
||||
|
||||
Examples:
|
||||
|
||||
* "I've been doing most of the work and I'm starting to resent it."
|
||||
* "We said we'd share decisions equally, but one person always gets the final word."
|
||||
* "I thought we agreed on this, but I actually don't think I had a real say."
|
||||
* "I can only commit 10 hours a week and you're working 40 - how do we make that fair?"
|
||||
* "I want to leave the studio."
|
||||
|
||||
This is normal. This is the work!
|
||||
|
||||
We bring these questions up to normalize friction. And because unspoken assumptions are where studios fall apart. The friction you feel now, when the stakes are low and you have support, is infinitely better than discovering it later when you're under deadline pressure or financial strain.
|
||||
|
||||
A few things to reframe…
|
||||
|
||||
* Discomfort often means something important is coming up.
|
||||
* Disagreement tells you something isn't clear and gives you an opportunity to include more people.
|
||||
* If everything feels easy, you might not be going deep enough.
|
||||
|
||||
We're here to support you through the hard parts - that's what Peer Supports are for. But we can't do the hard conversations for you.
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Commitment and permission - 5 min
|
||||
|
||||
Let's talk about what commitment actually means in this program.
|
||||
|
||||
Time - About 2-3 hours per week (sessions + homework + Studio Support meetings). Some weeks will be heavier. If you can't make a session, let us know - recordings are available, but live participation is really important.
|
||||
|
||||
Openness - This work asks you to be vulnerable with your collaborators: To say what you actually think, to hear things you might not want to hear - this will take energy and might be unfamiliar. Give it your best shot.
|
||||
|
||||
Money - You're receiving a grant as part of this program. That comes with accountability - to yourself, your studio, and the cohort.
|
||||
|
||||
Purpose - Why does your studio need to be a co-op? Not "why are co-ops good" but what specific problem does working cooperatively solve for you that you couldn't solve another way?
|
||||
|
||||
You have permission to leave early - If you realize partway through that this isn't the right time, or this isn't the right team, or you need to step back - that's okay. It's better to face that than to go through the motions. We'd rather you make an honest choice for yourself.
|
||||
|
||||
Leaving isn't failure. *Sometimes it's the most cooperative thing you can do.*
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Code of conduct & community agreements - 15 min
|
||||
|
||||
Now let's build some shared agreements for how we'll be together.
|
||||
|
||||
We'll start with a few agreements and build from there. We are naming what we *need* to do the hard work together.
|
||||
|
||||
**Activity:** Collective drafting via Miro
|
||||
|
||||
* We'll start with a few prompts
|
||||
* Add your own via stickies
|
||||
* Emoji reactions
|
||||
* We won't finalize today - we'll revisit and refine
|
||||
|
||||
**Starter prompts:**
|
||||
|
||||
* What do you need to feel safe raising a concern?
|
||||
* What helps you stay present when things get uncomfortable?
|
||||
* How do you want to be supported when you're struggling?
|
||||
* What makes you feel able to jump into a conversation?
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Activity: Power Flower overview - 10 min
|
||||
|
||||
Your first piece of individual work is a reflection on your own power and privilege.
|
||||
|
||||
**Power Flower** - a tool for mapping the identities and experiences you bring into this space.
|
||||
|
||||
This is private and for your own reflection. Baby Ghosts won't see it. Your studio won't see it unless you choose to share. We'll use it as a jumping-off point in Session 1.
|
||||
|
||||
* What lived experiences or identities shape how you enter this space?
|
||||
* What kinds of influence or resources (social, economic, relational) do you carry?
|
||||
* Where do you need support?
|
||||
* What hopes or expectations are you bringing into this program?
|
||||
|
||||
Complete this in your private Miro board before Session 1.
|
||||
|
||||
|
||||
---
|
||||
|
||||
### Closing - 5 min
|
||||
|
||||
* Each person shares one intention or hope for the program
|
||||
* Reminders: next session prep, Slack channels to check, Power Flower homework
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Homework
|
||||
|
||||
|
||||
1. **Complete your Power Flower** – Use the template in your private Miro board. Reflect on the identities, experiences, and forms of power you bring into this space. This is just for you – we'll use it as a jumping-off point in Session 1.
|
||||
|
||||
|
||||
---
|
||||
* Power Flower (homework, private)
|
||||
* [__Community agreements__](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Loving+Justice) (Miro, collective)
|
||||
* [__Loving Justice__](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Loving+Justice) framework
|
||||
|
|
|
|||
|
|
@ -159,6 +159,7 @@ Then ground it:
|
|||
* "What's your revenue model – game sales, services, grants, a mix?"
|
||||
* "Can that sustain you? For how long?"
|
||||
* "What happens if the game takes twice as long as you think?"
|
||||
* "What happens when your current grant ends? Do you know what your studio actually costs to run without grant funding?"
|
||||
|
||||
**What you're listening for:**
|
||||
|
||||
|
|
|
|||
|
|
@ -1,52 +0,0 @@
|
|||
---
|
||||
title: Applicant Interviews
|
||||
collection: Internal Guides
|
||||
path: Internal Guides/Applicant Interviews
|
||||
parentDocument: null
|
||||
outlineId: f7cc13bd-34f0-489d-99cb-81c08402467d
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
Part of your role as a Peer Support is helping us select the studios for each cohort. You'll be involved in second round interviews only - eileen and Jennie handle eligibility screening and first round interviews, including checking that all application materials are accessible and in order.
|
||||
|
||||
### How it works
|
||||
|
||||
You'll be asked to attend a maximum of 2 second round interviews over a two-to-three week period. Each interview can be up to 90 minutes, though some are shorter. Two peer supports attend each interview.
|
||||
|
||||
When an interview is scheduled, you'll get a notification in Slack (in the #bg-cohort-6-interviews channel). To sign yourself up, emoji-react to the notification with ✋. You'll receive a calendar invite once you've signed up. If your schedule changes and you need to cancel, please let eileen and Jennie know ASAP.
|
||||
|
||||
### Before each interview
|
||||
|
||||
Before your interview, you'll have access to the applicant's full application, the application review, and first round reviews through [hub.babyghosts.org](https://hub.babyghosts.org/). You can see what's already been discussed, what questions have been answered, and how the studio scored in the first round.
|
||||
|
||||
A Question Bank is pinned in the Slack canvas for your peer support channel. It's a starting point - you don't have to stick to it, but the questions in there are designed to help with your scoring based on our rubric.
|
||||
|
||||
Take some time to review before each interview.
|
||||
|
||||
### During the interview
|
||||
|
||||
Think of the interview as a conversation, not an interrogation. You're trying to understand who this team is, how they work together, and whether they're ready for what this program asks of them.
|
||||
|
||||
Pay attention to how the team interacts with each other during the interview - not just what they say. Some of the most useful information comes from watching team dynamics in real time.
|
||||
|
||||
### Scoring
|
||||
|
||||
After each interview, you'll score the studio through your reviewer account on [hub.babyghosts.org](https://hub.babyghosts.org/). The scoring rubric is built into the interface, so you'll see the criteria and rating descriptions as you go.
|
||||
|
||||
In addition to the rubric scoring, you'll do a qualitative assessment before making your final recommendation, covering:
|
||||
|
||||
* **Pain point awareness** - Do they know where they're struggling? A team that can name their challenges with some nuance is in a very different place than one that says everything's fine.
|
||||
* **Openness to feedback** - Can they receive input without getting defensive or dismissive? The program involves being willing to learn and make changes.
|
||||
* **Team dynamics** - Is everyone participating? Are they communicating well with each other? Are there power imbalances that concern you?
|
||||
* **Cohort fit** - Do they get that this is about giving and contributing, not just taking? Do they seem like they'd mesh well with the community?
|
||||
|
||||
### Your comments matter!
|
||||
|
||||
The comments field is really important. We read qualitative comments closely when reviewing scores. If you write "this team absolutely has to be in" or flag a specific concern, that carries a lot of weight. Don't be shy - we trust your instincts!
|
||||
|
||||
### How final decisions are made
|
||||
|
||||
After all interviews are done, the full group of peer supports gathers to make final selections together. We don't automatically accept the highest scoring studios. Rather, we talk about which teams we feel we can best support, how well teams fit with each other and whether studios seem likely to participate actively.
|
||||
|
||||
Community participation carries significant weight because without it, teams don't get to practice what they're learning and see it in action from other studios. Also, a team might be a great fit for one cohort and not another. We do consider the overall diversity of the cohorts and prioritize groups that have been underrepresented in our past cohorts.
|
||||
|
||||
This is also when you'll indicate which studios you're most interested in working with, which feeds into the matching process. We can't guarantee that you'll get your top pick, but we'll try our best!
|
||||
|
|
@ -1,353 +0,0 @@
|
|||
---
|
||||
title: Peer Support Manual
|
||||
collection: Internal Guides
|
||||
path: Internal Guides/Peer Support Manual
|
||||
parentDocument: null
|
||||
outlineId: f608e07f-476f-48fc-9efa-e081e6fc6e04
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
**Thank you for your interest in becoming a Baby Ghosts Peer Support!** Please take some time to read through this manual, as our peer support program—like our Cooperative Foundations program—is pretty unique.
|
||||
|
||||
### What does it mean to be a Peer Support?
|
||||
|
||||
As *facilitators and supports* for program participants, we don't consider ourselves experts; rather, we consider ourselves peers! (It's right in the name.) It's ok if you don't know all there is to know about running a coop or creating worker-centric operating models. We are all figuring this stuff out together, and this manual is a starting point.
|
||||
|
||||
We strive to centre and prioritize people who are socially and structurally marginalized in the game industry, and that includes as Peer Supports. We hope the opportunity to support the development of new studios is enriching for you, too, and our program coordinators (eileen and jennie) are here to provide guidance and an ear when you need it.
|
||||
|
||||
## Baby Ghosts' Values and Principles
|
||||
|
||||
In everything we do, we lead with our values. Baby Ghosts is a member organization with collective values we expect to be lived and shared with all members of our community.
|
||||
|
||||
!\[\[Values\]\]
|
||||
|
||||
### Cooperative Foundations Program Principles
|
||||
|
||||
In addition to our organizational values, we embrace the following principles when delivering our Cooperative Foundations program.
|
||||
|
||||
* We are **anticapitalist**, and reject standard industry practices that exploit workers and prioritize profit over wellbeing
|
||||
* Our focus is on researching, creating, and supporting **cooperative and worker-centric studio models** in our program and beyond
|
||||
* We prioritize **marginalized individuals**, especially IBPoC, in both Peer Support and studio selection
|
||||
* We are transparent about existing power imbalances in our organization and the wider industry. We are putting in place specific strategies to mitigate the negative effects of these dynamics, such as:
|
||||
* Creating opportunities for underrepresented folks to take on **decision-making positions** on our board, as Peer Supports and jurists
|
||||
* To the best of our ability, insulating and supporting our studios, board members, and Peer Supports from the online harassment that can take place in this industry
|
||||
* Adapting the program as we go to make it as supportive as possible
|
||||
* Focusing on sustainability over growth
|
||||
|
||||
### Acknowledging Our Context
|
||||
|
||||
We acknowledge our current status as a predominantly white space and are committed to changing this! You can help by:
|
||||
|
||||
* Addressing this reality and its implications
|
||||
* Being clear and upfront about this context with program participants
|
||||
* Explaining the limits of the program and what topics peer support is able to address
|
||||
* Naming issues as they arise so they can be further discussed and addressed
|
||||
* Working on strategies to mitigate harmful power dynamics with us during check-in meetings
|
||||
* Actively working to centre marginalized voices, especially IBPOC
|
||||
* Checking in to give space to others who may not have talked as much
|
||||
* Bolstering participants and encouraging them to take opportunities to present their work
|
||||
|
||||
## Cooperative Foundations Program
|
||||
|
||||
The Cooperative Foundations program *doesn't* teach game development. Studios that take part in our program are already capable of developing their games and are seeking *cooperative studio development* support. Here's what we focus on in our mentorship:
|
||||
|
||||
* Actionable values
|
||||
* Decision-making and prioritization
|
||||
* Collaboration and process development
|
||||
* Co-op studio structures and value flow
|
||||
* Governance and policy development
|
||||
* Collective decision-making
|
||||
* Team and project management
|
||||
* Studio story development
|
||||
* Solidarity strategies
|
||||
* Work/life balance
|
||||
|
||||
Additional benefits of the program include:
|
||||
|
||||
* A **safe and open place** to talk about what games mean to us
|
||||
* A **structured environment** for creative expression and collaboration
|
||||
* Opportunities for peer learning and support
|
||||
* Access to a **broader community** for game design and studio development support
|
||||
* **Resources and networking** with past participants, educators, academics, industry supports, and funders
|
||||
|
||||
Teams are all working on developing a cooperative, worker-centric studio. Studio sizes have ranged from 2 to 15 people, although we tend to lean towards smaller studios (2-7). They come from across Canada, and a majority of each team identifies as marginalized or underrepresented in the industry.
|
||||
|
||||
Part of the Peer Support role includes helping us decide on our participating studios.
|
||||
|
||||
### Program Structure
|
||||
|
||||
* Duration: 2 months
|
||||
* Cohort size: 5 teams (selected through an application process)
|
||||
* Components:
|
||||
* Weekly curriculum presentations
|
||||
* Weekly peer support meetings
|
||||
* Social activities and networking events
|
||||
|
||||
\[\[#Detailed Schedule|More detailed schedule here\]\]
|
||||
|
||||
### Program Goals
|
||||
|
||||
* Create **collaborative connections** between new folks and experienced developers/founders for mutual learning and support
|
||||
* Offer **funded time** to build solid studio foundations
|
||||
* Support participants in becoming **makers, mentors, collaborators, and friends**
|
||||
* Contribute to **systemic industry transformation** that prioritizes workers, inclusion, and autonomy
|
||||
|
||||
### Worker-Centric Approaches
|
||||
|
||||
We believe that **cooperative** and worker-centric development environments are fundamental to the ethical creation of games.
|
||||
|
||||
When we say worker-centric, we mean placing the wellbeing, rights, and needs of game workers at the centre of game development. This means:
|
||||
|
||||
* Living wages and profit-sharing that reflect the value of labour
|
||||
* Transparent salaries
|
||||
* Rejection of "crunch" practices and unpaid overtime
|
||||
* Encouragement of work-life balance
|
||||
* Authentic effort to hire and support marginalized people
|
||||
* Accessible workspaces (both physical and digital)
|
||||
* Regular anti-racism/anti-oppression and equity training
|
||||
* Zero-tolerance for harassment and abuse
|
||||
* Open and anonymous communication channels for reporting issues
|
||||
* Mental health support and resources
|
||||
* Flat or horizontal organizational structures
|
||||
* Collective decision-making processes on major project directions
|
||||
* Workers have a say in the types of projects that are taken on
|
||||
* Regular synchronous meetings with the full team for transparency and input
|
||||
* Exploration of cooperative ownership models
|
||||
* Credit and recognition for individual contributions
|
||||
* Protection of workers' intellectual property rights
|
||||
* Remote work options
|
||||
* Flexible hours
|
||||
* Support for workers with caregiving responsibilities
|
||||
|
||||
### Detailed Schedule
|
||||
|
||||
We've made some changes and the program now runs two months instead of six. Here are the activities:
|
||||
|
||||
* Weekly group sessions (1 hour)
|
||||
* You will lead one of the workshop
|
||||
* Weekly one-on-one check-ins with your assigned studio (1 hour)
|
||||
* Support them in exploring their 'pain points' and identifying what areas they need to work on
|
||||
* Facilitate them in exploring the topics raised in the weekly group sessions
|
||||
* Guide them through articulating their values
|
||||
* Networking/social events (1 hour every two weeks)
|
||||
* Weekly/bi-weekly peer support check-in with the peer support support person (15-30 mins)
|
||||
* Discuss areas the one-on-one check-ins and where studios may need additional support
|
||||
* Debrief about the peer support process and any concerns
|
||||
|
||||
### Estimated Time Commitment
|
||||
|
||||
The following is an estimate of the time involved in each part of the role, so you know what to expect. Your contract is for a flat fee for the full program, not tied to exact hours logged. We ask that you track your time to help us refine these estimates and to help you notice early if the workload feels off. If you're consistently going over, let us know so we can adjust together.
|
||||
|
||||
| Activity | Hours | Description |
|
||||
|----------|-------|-------------|
|
||||
| Peer Support Pre-Planning/Training Meetings | 3 | For pre-planning meetings, we are asking each person to come to 1 interview training, 1 overall planning meeting, and 1 workshop planning meeting. |
|
||||
| Mentor workshop prep | 2 | For preparing your workshop outside of the above meetings. |
|
||||
| Applicant interviews | 3 | We are only asking peer supports to come to the second stage interviews. We are budgeting for 2 interviews per mentor. |
|
||||
| Deciding on applicants (1.5 hr meeting) | 2 | 1.5hr meeting. Extra time for brief applicant review. |
|
||||
| Mentor-team meetings | 8 | 1 hour meeting each week. |
|
||||
| Mentor-led workshops (8 total) | 10 | Attending workshops/kickoff & wrap-up including your own. |
|
||||
| Mentor debriefing as needed (1/week) | 4 | Peer support peer support meetings. 15 - 30 mins a week. |
|
||||
| Extra time for activities | 3 | |
|
||||
| Extra time on Slack working with peers | 5 | |
|
||||
| | | |
|
||||
| **Total hours per peer support** | 40 | |
|
||||
| **Rate** | $ 50.00 | |
|
||||
| **Total Compensation** | **$2,000.00** | |
|
||||
|
||||
# Peer Support Program
|
||||
|
||||
## Selection Process
|
||||
|
||||
Peer Supporters are selected through an application and interview process that is extended to members of our community, including past program participants. It is not an open call at this time.
|
||||
|
||||
## Onboarding
|
||||
|
||||
Peer Supporters are selected and onboarded about two months ahead of the Cooperative Foundations start date. During those two months, you will participate in regular planning meetings to update our curriculum, learn the material, brainstorm strategies, and get to know the rest of the group.
|
||||
|
||||
Please familiarize yourself with our [curriculum](https://learn.weirdghosts.ca/studio-development) and learning resources. Know that we are will be adapting this curriculum before the program together.
|
||||
|
||||
## Self-Care and Boundaries
|
||||
|
||||
🫂 Ensure you have your own supports in place outside of the program. Engage in regular self-reflection and do your best to take care of your own well-being!
|
||||
|
||||
🌱 You are a Peer Support, not a therapist. Sometimes conversations with studios can be a little intense or emotional. You can facilitate some of that space, but you are not expected to be a professional. It is acceptable and important to say "this is outside of what I am able to facilitate." Ask your program coordinators if you need help setting those boundaries.
|
||||
|
||||
⏰ Be clear about your time commitments with the program coordinators and the participants! If your capacity changes or you're feeling overloaded, let us know! **Keep track of your hours and make sure you're not doing more than required.**
|
||||
|
||||
❌ Don't overextend! Maybe you've made a great connection with a studio and have some extra time to support them in Slack. That's okay, but make sure you're checking in with yourself and your own time commitments. You are not expected to be there for studios 24/7.
|
||||
|
||||
👻 Don't hesitate to reach out to eileen and jennie (the program coordinators) if you need support.
|
||||
|
||||
## Matching
|
||||
|
||||
During the application review process, we will also discuss studios that each Peer Support is most interested in working with. Peer Supports will list their top three choices and we will do our best to match each person with one of their top choices.
|
||||
|
||||
As a Peer Support, you will work primarily with one studio throughout the program, although this doesn't mean you can't call on other Peer Supports' expertise at times. For example, if another one of the Peer Supports is an expert in pitch deck review and you're an expert in project management, you can ask if they'd be willing to swap studios for a week.
|
||||
|
||||
### Mismatches
|
||||
|
||||
If you're having trouble working with your studio and it feels like there is a mismatch, contact the peer coordinators. We will work with you to resolve the tension, or get you paired with another studio if necessary.
|
||||
|
||||
## Building Trust
|
||||
|
||||
Even with our framing of Peer Supports as peers to our studio members, it is important to acknowledge the implicit power dynamic between those seen in other contexts as mentors/teachers and learners. To build mutually respectful relationships with these studio members:
|
||||
|
||||
* Be aware of your own positionality and biases
|
||||
* Communicate clearly about your needs and capacity
|
||||
* Participate in networking events to connect with participants early in the program
|
||||
* Actively work to centre marginalized voices within the program
|
||||
* Encourage and facilitate participant-led discussions and initiatives
|
||||
* Be open and willing to share your own experiences, including failures
|
||||
* Show that you value the unique perspectives and experiences of each participant
|
||||
* Create a judgment-free space
|
||||
|
||||
## Creating Accessible and Inclusive Sessions
|
||||
|
||||
It's important that we work to make our sessions accessible to all participants. Here are some practices to incorporate:
|
||||
|
||||
### Scheduling and Calendar Management
|
||||
|
||||
Ensure every peer‑support meeting is scheduled **at least two weeks in advance**, with invitations pushed both to the shared "Peer Support" Google Calendar and the cohort channel. Avoid last-minute calendar invites as this is exclusionary and inconvenient.
|
||||
|
||||
Note "no meeting" periods, such as the between-stages break and holidays. Ask for members to check in via Slack once a week or so when live sessions are paused.
|
||||
|
||||
If you are overwhelmed by calendar notifications, please check in with the coordinators for support wrangling and filtering them to what is essential for you!
|
||||
|
||||
#### Attendance and Responsiveness
|
||||
|
||||
Everyone should have RSVPd to calendar events by at least 48 hours prior to a meeting. Poke anyone who has not responded by then. If not all studio members are available, ask if rescheduling is needed (the majority of members should be present for ALL Peer Support meetings).
|
||||
|
||||
Set an expectation that your studio should be checking the Slack channel at least twice weekly. If your studio goes silent for over a week, you may need to DM them or request support from the program coordinators.
|
||||
|
||||
### Before Sessions
|
||||
|
||||
* Send materials in advance when possible
|
||||
* Provide multiple ways to engage (verbal, written, anonymous)
|
||||
* Be clear about recording policies and obtain consent:
|
||||
* Notify the group if you will be recording the session
|
||||
* Explain how and where recordings will be shared
|
||||
* Offer to pause recording for sensitive contributions
|
||||
* Detail how transcripts will be handled (including privacy considerations)
|
||||
|
||||
### During Sessions
|
||||
|
||||
* Offer regular check-ins with participants' bodies and energy levels
|
||||
* Provide multiple ways to contribute thoughts – including verbal, chat, or asynchronous (especially for slower processors)
|
||||
* Acknowledge when topics might be activating or triggering, taking into account members' location within the industry
|
||||
* Schedule breaks and encourage participants to ask for breaks
|
||||
* Validate different communication styles
|
||||
* Explicitly welcome movement, stepping away, and self-care
|
||||
|
||||
### After Sessions
|
||||
|
||||
* Provide ways for asynchronous contribution
|
||||
* Follow up with resources
|
||||
* The session note‑taker should post key action items and a link to the recording and Miro board in the studio channel promptly.
|
||||
* Encourage a weekly "capacity" status update in Slack: a quick "👍 good" / "⚠️ limited" / "❌ unavailable" post - you can and should do this, too!
|
||||
|
||||
### Creating Safety Without Hierarchy
|
||||
|
||||
Remember that creating safety doesn't mean imposing rigid structures or positioning yourself as an authority. Instead:
|
||||
|
||||
* Acknowledge your own subjectivity and limitations!
|
||||
* Validate the wisdom participants bring!
|
||||
* Be transparent about your role as a peer facilitator, not an expert!
|
||||
* Create collective agreements rather than rules!
|
||||
|
||||
> "You don't know more than the people you're working with. You just know different things." – Russ Christianson
|
||||
|
||||
## Inclusive Language and Behaviour
|
||||
|
||||
A safe, stress-free and inclusive environment must be maintained at all times. Here's how you can do your part:
|
||||
|
||||
### Respect Diverse Identities
|
||||
|
||||
* Do not make assumptions about identity, experiences, or pronouns. Always use a person's pronouns if they've been communicated, and ask for clarity if you're not sure.
|
||||
* Allow participants space and time to disclose as much or as little information about their identity and background as they wish.
|
||||
* Treat all participants with respect and assume they know more about what they are trying to create than you do.
|
||||
* Do not use ableist language
|
||||
* Let participants do their own work. If you're frustrated by a participant's learning speed, you're in the wrong place.
|
||||
|
||||
### "Do"s and "Don't"s for Respectful Critique and Discussion
|
||||
|
||||
| Instead of… | Try… |
|
||||
|:------------|:-----|
|
||||
| "This doesn't make sense." | **Help articulate problems** "Can you explain your thought process?" |
|
||||
| "No." | "Have you tried..." "Yes, and…" |
|
||||
| "That's not how you do it." | "Let's try to brainstorm how we can improve this together." |
|
||||
| "This is just like \[Idea X\]." | "Check out these projects – they're doing something similar. What can we learn from them?" |
|
||||
| "Do you have any questions?" | **Encourage questions, and respond to them positively** "What questions do you have?" "What an interesting question! I've wondered that myself." |
|
||||
|
||||
## Communication Guidelines
|
||||
|
||||
* Practice **active listening**
|
||||
* Provide feedback with care
|
||||
* Honour where participants are and the decisions they've made so far
|
||||
* Offer support without trying to make decisions for the team
|
||||
* Be clear about your availability and boundaries
|
||||
* Don't overextend yourself; if you need support, ask the program coordinators
|
||||
* It is your responsibility to communicate clearly about your capacity. If you feel unable to fulfill your roles and responsibilities, let program coordinators know as soon as you can. Zero judgment!
|
||||
* Use inclusive language and respect participants' identities and pronouns
|
||||
|
||||
When engaging with participants on Gamma Space/Baby Ghosts Slack, please:
|
||||
|
||||
|
||||
1. Default to communicating through the shared channel for the event or program.
|
||||
2. Encourage participants to engage by responding to their posts.
|
||||
3. Do not initiate private messages to participants without the explicit consent of the participant.
|
||||
4. Follow our [Code of Conduct](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Code+of+Conduct) – it applies to both in-person and online interactions.
|
||||
|
||||
> \[!NOTE\] Understand that safety and boundaries mean different things to different people. *Always ask if you're unsure.*
|
||||
|
||||
## Facilitation
|
||||
|
||||
As a Peer Support, you are not expected to be a teacher or to be all-knowing. You are here to help support and encourage participants as they navigate their own studio development journey.
|
||||
|
||||
### Your role and responsibilities
|
||||
|
||||
We expect you to:
|
||||
|
||||
* Understand that as a Peer Support you are a collaborator rather than a teacher or instructor. Do away with hierarchical thinking!
|
||||
* Contribute to **curriculum development** prior to the start of the program
|
||||
* Participate in **selecting the cohort** from our applications
|
||||
* **Facilitate a workshop**
|
||||
* Participate in **regular planning and check-in meetings** during the program
|
||||
* Participate in ongoing **self-reflection** and open discussion about power, privilege, and equity
|
||||
|
||||
### Weekly sessions
|
||||
|
||||
The goals of the weekly one-on-one sessions with your assigned studio are:
|
||||
|
||||
* Guide members through the [Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467) or Layers of Effect exercise to explore the weekly workshop topic in depth
|
||||
|
||||
### How to run a session
|
||||
|
||||
#### Meeting Roles
|
||||
|
||||
Before each session, assign a facilitator (does not have to be a Peer Support!), a note-taker (to capture any decisions or action items), a tech lead (if recording – by consent of all present only!), and a timekeeper.
|
||||
|
||||
#### Session Content
|
||||
|
||||
Think of each session as a conversation. You are there as a *peer*.
|
||||
|
||||
During the program, your weekly sessions will be **centred around a weekly set topic for the whole cohort** based on the curriculum.
|
||||
|
||||
We highly suggest using the [Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467) exercise on Miro to organize the group's thoughts. For example, *Why* are actionable values important to us? *What* can we do to implement our values? *How* will we do this? Another useful tool is Layers of Effect for supporting decision-making.
|
||||
|
||||
We recommend that Peer Supports encourage studios to reflect on the weekly topic in advance of the meeting.
|
||||
|
||||
* Start by checking in with each other for 5-10 minutes in a fun or casual way
|
||||
* Ideally, you'll have your focus already, but take time to ask the studio what they are working on and where they need support
|
||||
* Prepare as much as you can in advance, but be ready to adapt your approach based on the group's needs
|
||||
* Encourage participation from everyone, helping quieter people speak up and moderating more dominant voices (program coordinators can also help with this)
|
||||
* Leave time to check out at the end of the meeting
|
||||
|
||||
⏰ Stay on schedule! Do your best to stick to a 1-hour meeting. Sometimes, the real "meat" of an issue doesn't come up until near the end and needs a bit of extra time. Occasionally going overtime on your 1 hour peer support session is only okay if both sides agrees and are mindful/respectful of each other's time and labour.
|
||||
|
||||
😶 If you're stuck with a studio, a good place to return to is the **[Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467)** exercise. You can also always stop a meeting a little early and reach out to program coordinators for advice on how to facilitate. We will provide you with resources and tools.
|
||||
|
||||
## Conflict Resolution
|
||||
|
||||
* Approach conflicts through the lens of[ Loving Justice](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Loving+Justice)
|
||||
* Familiarize yourself with Baby Ghosts' [conflict resolution procedures](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Conflict+Resolution+Policy)
|
||||
* Recognize when to involve staff in addressing conflicts
|
||||
* Don't hesitate to ask the program coordinators for support
|
||||
|
|
@ -1,23 +0,0 @@
|
|||
---
|
||||
title: Quick Reference
|
||||
collection: Internal Guides
|
||||
path: Internal Guides/Quick Reference
|
||||
parentDocument: null
|
||||
outlineId: e7e0615f-3e39-4eb1-b676-af3b890df74b
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
* Meeting structure
|
||||
* 5-10 min check-in
|
||||
* Pain point discussion
|
||||
* Why-What-How exercise
|
||||
* -OR- Homework Activity and exercise
|
||||
* 5 min checkout
|
||||
* You're a peer, not a therapist or teacher!!
|
||||
|
||||
## COMMON ISSUES
|
||||
|
||||
If studio members aren't actively participating in sessions, try rotating who leads check-ins or other roles (such as note-taking); use collaborative tools like Slido or our foundational Miro exercises that allow multiple ways to contribute.
|
||||
|
||||
If your studio has interpersonal conflict affecting their work, use the Why-What-How framework to help them articulate shared values, remind them of conflict resolution resources, and know when to involve program coordinators.
|
||||
|
||||
If your studio feels overwhelmed by program content, help them prioritize 1-2 focus areas that will create the most impact for their specific situation rather than trying to implement everything at once.
|
||||
299
content/wiki/resources--aorta-conflict-resolution-guide.md
Normal file
299
content/wiki/resources--aorta-conflict-resolution-guide.md
Normal file
|
|
@ -0,0 +1,299 @@
|
|||
---
|
||||
title: AORTA Conflict Resolution Guide
|
||||
collection: Resources
|
||||
path: Resources/AORTA Conflict Resolution Guide
|
||||
parentDocument: null
|
||||
outlineId: fa054465-08bf-4ae5-af0c-dcb36d4d5924
|
||||
createdBy: Jennie R.F.
|
||||
---
|
||||
by Anti-Oppression Resource and Training Alliance (AORTA) [www.aortacollective.org](https://www.aortacollective.org)
|
||||
|
||||
Reproduced here under Creative Commons Attribution-ShareAlike 4.0 license
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Communication–Navigating Difficult Conversations
|
||||
|
||||
### Workshop Assumptions
|
||||
|
||||
* We have all experienced miscommunication, conflict, and resolution.
|
||||
* We have all been at fault at one point or another. We have all been generous or forgiving.
|
||||
* Communication takes a lot of work. It can be difficult, but we can always improve and develop skills to do it better.
|
||||
* Everyone has different perspectives–these are based in our cultural backgrounds, different personalities, and everything that shapes us.
|
||||
* There is no one way to participate well in a meeting or be a great group facilitator.
|
||||
* Cooperatives are stronger when we devote the time, care, talent, and generosity to work better with one another.
|
||||
* Nobody knows everything, but together we know a lot.
|
||||
|
||||
### Synthesizing
|
||||
|
||||
Can be de-escalating and can prevent miscommunications by increasing understanding. For this reason, it can be especially helpful in situations where the people involved speak different languages as their first language, or come from different cultures. It can also help slow down a conversation, calm down emotions, and help with language barriers.
|
||||
|
||||
Synthesizing is not summarizing. Synthesizing distills what a person says, often looking for the core what they are saying, as well as what values or feelings are underlying what they're saying.
|
||||
|
||||
Synthesis statements often start with:
|
||||
|
||||
* it sounds like…
|
||||
* i'm hearing that.....
|
||||
* are you saying.....
|
||||
* if i'm understanding you....
|
||||
|
||||
### Communication Fabulous Practices
|
||||
|
||||
* Before: think, reflect, set intentions
|
||||
* WAIT: Why Am I Talking?
|
||||
* You can't control their reaction. You can control: your preparation, setting, skills, timing
|
||||
* Is it: true? helpful? the right time? Kind?
|
||||
* Focus on behavior, not person, blame, generalizations (you always/never...)
|
||||
* Focus on preferred outcome, lesson
|
||||
* Rehearse success
|
||||
* Take responsibility for your actions
|
||||
* Ask open-ended questions for better understanding
|
||||
* Hear their perspective first
|
||||
* Focus on building solutions together
|
||||
* Can you find love for this person? If not, what is your investment in this person/relationship/conversation?
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Page 2: Conflict Mediation in Action
|
||||
|
||||
### Framing and Things to Remember
|
||||
|
||||
* Conflict is not bad or wrong. Conflict is common, and when handled well, the process of resolving or moving through conflict can help us grow and strengthen our friendships and relationships.
|
||||
* I am not impartial or unbiased; I am human. I will be working to be partial and biased towards everyone involved.
|
||||
* My role is going to be to reflect back to you what you've said. This is because it can be helpful for you to hear what you've said. Additionally, my reflecting can help to clarify and prevent misunderstandings.
|
||||
* I might try to offer emotions to parts of your story. Please tell me if they fit or are off a little.
|
||||
* I'm committed to helping make a space where everyone can feel safe to be vulnerable.
|
||||
* I'm committed to creating a space where you can get clear.
|
||||
|
||||
### Agenda
|
||||
|
||||
It can be great to have the "agenda" depicted as a map. It might start from bottom to top and go in this order:
|
||||
|
||||
|
||||
1. Check ins. Generally how was everyone's day? How are you feeling?
|
||||
2. Community Agreements. (Make these together.)
|
||||
3. Compass/Intentions
|
||||
4. Dialogues
|
||||
5. Discussion
|
||||
6. Towards moving forward
|
||||
7. Writing Letters
|
||||
8. Check outs
|
||||
|
||||
### Compass/Intentions
|
||||
|
||||
Give people 5 minutes of quiet to think about and write what they hope to get out of the mediation and HOW they want to be. They can write them on big sheets of paper. When they are done place them in the center of the room. Explain that these are your collective compass, which will help keep us on track as we navigate. We want to work towards these things.
|
||||
|
||||
### Dialogues
|
||||
|
||||
|
||||
:::tip
|
||||
If alone – able to listen, not respond right away
|
||||
|
||||
:::
|
||||
|
||||
Dialogues are most helpful in tense situations, where people are having a hard time talking to each other or really listening to what the other is saying. It's helpful for people to have the opportunity to talk to someone who is less involved (you). And, because the other participants are specifically requested to not engage in the conversation, it can make it easier for them to really listen, and can help them develop some compassion and empathy for the other people involved.
|
||||
|
||||
Each person present takes a turn in having a dialogue with the facilitator. They should answer the following questions:
|
||||
|
||||
* What do you perceive to be at the root of the conflict? Don't ask "what happened?"
|
||||
* How has it affected or impacted you? Don't ask "how are you feeling?"
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Page 3: Conflict Mediation in Action (continued)
|
||||
|
||||
* What do you need to be able to move forward? Don't ask "what do you want?"
|
||||
* What are you willing to do to help everyone move forward? Not "what do you want other people to do?"
|
||||
|
||||
Everyone else should be actively listening and *not* saying anything. It's important that this is a *dialogue*, rather than a monologue. So, jump in to stop and ask questions, notice how something might have felt, pull out relevant details or over arching themes, and reflect. When they are done you can ask them if they want to read their compass piece. Ideally, plan for between 15 and 20 minutes for each person.
|
||||
|
||||
### Discussion
|
||||
|
||||
If it is feeling possible, and is what people want, you can open it up to discussion between the group or specific people. It can be helpful to frame this as, "how can you get **clear.**" People might have questions for each other, big factual gaps in each others' stories to work out, etc. Ideally, leave 20-45 minutes for this part.
|
||||
|
||||
### Moving Forward
|
||||
|
||||
Let's all take a look at the compass. What specific things might need to happen for those intentions to come true? If someone put down "clarity" do more conversations need to happen? Do people feel clear? If people put "moving forward" what does that look like? Regaining a friendship? Not icing each other in public? Is there an action that needs to happen? Does someone need to commit to learning more? Attending a workshop? Reading something? Do people want to collaborate on an art project, event, educational thing?
|
||||
|
||||
### Writing Letters
|
||||
|
||||
Take 5-10 minutes for each participant to write a letter. This should be to themselves and it should include things they want to remember, remind themselves of. This could be about how they feel in that moment, a book to read, a person to talk to, a reminder like, "don't get defensive when you are telling someone else this..." etc. Have envelopes for people to self address and hand to you. Send these out 3-4 weeks post mediation! This is just enough time for people to forget.
|
||||
|
||||
### Checkouts
|
||||
|
||||
How are people feeling right now? In their bodies? Is this what they expected? Do they need anything?
|
||||
|
||||
### Reminders about Conflict Mediation
|
||||
|
||||
* Be prepared to add 30% more time than your agenda indicates. People's nervous energy will be off the charts most likely and folks might deal with this by getting up to use the bathroom, getting more water/cigarettes, having chatty awkward conversation, etc.
|
||||
* Food!!! Lots and lots of food. Both sweet and savory. Drinks! Tea, sparkly water, juice, coffee!
|
||||
* Play Dough (or other things for people to quietly occupy their hands)! Having their hands occupied can help people focus and stay calm.
|
||||
* It can be nice to have music on hand for breaks or writing.
|
||||
* Make sure to write down what people's intentions were from the compass. This can be a nice thing to include in a follow up email.
|
||||
|
||||
\
|
||||
|
||||
|
||||
:::tip
|
||||
Sometimes the conflict doesn't need a resolution process – sometimes conflict is a result of lack of policy + you just need to create that policy.
|
||||
|
||||
:::
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Page 4: Positive Group Roles
|
||||
|
||||
### Task Focusing
|
||||
|
||||
* Give clear direction and purpose to the group.
|
||||
* Help the group identify and state its goals, and keep the group focused on achieving its goals.
|
||||
* Suggest procedures for achieving goals.
|
||||
* Identify, clarify, and define problems.
|
||||
|
||||
### Information Giving and Clarifying
|
||||
|
||||
* Show the group which information is relevant to its work and help to decrease confusion.
|
||||
* Request or provide relevant facts, define terms.
|
||||
|
||||
### Elaborating and Summarizing
|
||||
|
||||
* Try to show consequences of plans and positions, and show how ideas in the group are relating to each other.
|
||||
* Give examples, explain, pull together related ideas, and offer conclusions.
|
||||
* Look for and lift up areas of unity and agreement. Help the group move towards consensus.
|
||||
|
||||
### Decision Focusing
|
||||
|
||||
* Help the group move toward and make decisions.
|
||||
* Initiate discussion on and agreement about how decisions are made.
|
||||
* Propose tentative solutions to problems, initiate examination of how well the proposed solutions meet the needs of the group.
|
||||
|
||||
### Communication and Information Focusing
|
||||
|
||||
* Maintain open communication. Suggest procedures for discussion.
|
||||
* Ask for information and opinions from others and listen to others.
|
||||
|
||||
### Encouraging
|
||||
|
||||
* Draw out others' opinions, give recognition to others. Accept others' opinions.
|
||||
* Be friendly, warm, responsive to others.
|
||||
* Seek full identification and use of all members' resources.
|
||||
|
||||
### Feeling Expressing
|
||||
|
||||
* Call the group's attention to people's feelings and reactions to ideas, suggestions, course of discussion, etc.
|
||||
* Express your own feelings.
|
||||
|
||||
### Conflict Resolving
|
||||
|
||||
* Identify, acknowledge, and help to reconcile differences. Get people to explore differences.
|
||||
* Help reduce tension, identify and suggest common ground.
|
||||
* Be willing to let your opinion change throughout the meeting.
|
||||
|
||||
### Process Commenting
|
||||
|
||||
* Make the group aware of how it is working on its task.
|
||||
* Call attention to group process, identify recurring interactional patterns and unmet group needs unmet by the current process.
|
||||
* Initiate evaluation of the group's emotional climate, members' satisfaction, etc.
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Page 5: Negative Group Roles
|
||||
|
||||
### Agreeing and Acceptance Seeking
|
||||
|
||||
* Be quick to agree with the ideas of others and provide uncritical agreement.
|
||||
* Use your agreement to gain acceptance from members of the group who you want to think well of you.
|
||||
|
||||
### Disagreeing and Fighting
|
||||
|
||||
* Be quick to disagree with the ideas of others; struggle aggressively for your ideas and your place in the group.
|
||||
* Focus on individual needs, rather than the needs of the group or organization as a whole.
|
||||
|
||||
### Domineering and Recognition Seeking
|
||||
|
||||
* Actively and continually assert yourself in the group.
|
||||
* Take charge by imposing a set of ideas and molding all other ideas to these focal ideas.
|
||||
* Draw attention to yourself by using jokes, making funny comments in relation to others' ideas, and by sitting and moving in ways which draw attention to yourself.
|
||||
* Interrupt others.
|
||||
* Bring fully formulated ideas and proposals to the meeting and request that the group decide on these without prior discussion or brainstorming. Respond to questions or proposed changes as personal attack or a lack of appreciation for your hard work.
|
||||
|
||||
### Blocking
|
||||
|
||||
* Slow down group process by preventing group decision-making.
|
||||
* Draw attention to every detail of unclarity and every unexplored source of conflict.
|
||||
* Encourage people not to compromise and not to give assent to group procedures and ideas.
|
||||
|
||||
### Cynissism and Pessimism
|
||||
|
||||
* Indicate suspicion of the motives of others.
|
||||
* Point out all difficulties, indicate the likelihood of error and failure and the difficulty groups have in successfully solving problems.
|
||||
* Greet changes in positions, feelings, and opinions as evidence of mindless compliance or attempted manipulation.
|
||||
|
||||
### Drifting and Checking Out
|
||||
|
||||
* Let your attention wander.
|
||||
* If given the opportunity, indicate via body language, words, facial expressions, or tone that you are bored and wish the meeting to be over so you can do something else.
|
||||
* When your attention is on the group, indicate directly or indirectly you low level of commitment to ideas, decisions, and the group itself.
|
||||
|
||||
### Personalizing Issues
|
||||
|
||||
* Whatever the topic being discussed, relate it to your own personal experience.
|
||||
* Insist on group members relating their ideas, suggestions, decision alternatives, and concerns to examples from your personal experience.
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Page 6: Sample Conflict Resolution Policy
|
||||
|
||||
Having some basic agreements about communication practices and steps to take to work towards resolving a conflict among staff is invaluable. Below is a simple step-by-step guide to addressing and resolving conflicts among staff. For a deeper understanding of what conflict is and where it comes from as well as tips and tools for engaging in conflict mediation, please see the further resources from AORTA on Conflict Resolution.
|
||||
|
||||
Important work staff should do, before/in addition to following through the below conflict resolution steps to support healthy communication and ensure smooth processes should the need for conflict resolution occur:
|
||||
|
||||
### Ahead of Time
|
||||
|
||||
|
||||
1. Collectively develop staff agreements regarding communication and behavior in the office and during meetings. Crafting agreements and upholding them can go a long way to curbing potential conflicts.
|
||||
2. Develop a list of available mediators in the area with relevant information. (Name, contact info, price, and a little about them and their mediation practices.)
|
||||
3. Go over this conflict resolution practice with staff and make room for questions and discussion.
|
||||
4. Develop agreed upon *best practices* for this process (i.e. do not initiate a conversation about tension right before a staff meeting, do not bring up conflict in front of co-workers or members, etc.) Developing this list of best practices will not only help plan for the uniqueness of your organization and the preferences of staff, but it is also a venue for staff to gain familiarity with this process by exploring different scenarios of how conflict and subsequent mediation may arise.
|
||||
|
||||
### Step by Step
|
||||
|
||||
**Step 1: Acknowledge Tension**
|
||||
|
||||
When a tension with a co-worker arises, it is important to acknowledge it as early as possible. Waiting is a fast track for irritation and hurt feelings to fester and grow. If you are comfortable approaching your co-worker directly, do so, either in-person or over email. Sometimes the issue can be resolved over a cup of coffee, or with an informal conversation.
|
||||
|
||||
If you aren't comfortable addressing your co-worker for fear of retaliation, humiliation, or disrespect, approach an HR coordinator, a trusted board member, or the ED and ask them to communicate on your behalf.
|
||||
|
||||
**Step 2: Conflict Mediation**
|
||||
|
||||
If a one-on-one check-in or message communicated on your behalf doesn't adequately address the conflict, ask for conflict mediation. If you feel able to communicate to your co-worker, either in person or over email, let them know. You might use language such as, "We've been having some tensions/conflict and I really want to make sure we acknowledge it. Would you be willing to go through conflict mediation with me? I think it would go a long way to making our working relationship more smooth and sustainable."
|
||||
|
||||
You should alert the HR coordinator or ED that you wish to initiate a conflict mediation process and ask them for support to set up the process. The HR Coordinator or ED should:
|
||||
|
||||
|
||||
1. Ask both parties if they have any preferences or needs about who mediates the process,
|
||||
2. Find an outside mediator from an already prepared list of vetted conflict mediators,
|
||||
3. Arrange a conflict mediation as soon as possible.
|
||||
|
||||
**Step 3: After the Mediation**
|
||||
|
||||
The mediation will hopefully be an important time for both/all parties to express themselves, challenge themselves, and come to new understandings about the conflict. But the work doesn't end when the mediation does. Prompt and steady follow up is generally an important next step. The ED and/or Personnel Coordinator should:
|
||||
|
||||
|
||||
1. Check in with both parties after the mediation to hear about progress, learn if they need any support in the workplace. (i.e. not to work closely with co-worker on a specific project, to take a day or two off, etc.)
|
||||
2. Ask if any behaviors or practices were identified that the staff member would like to work on changing (i.e. communication styles, ways of giving feedback, jokes made in the office, etc.) and support staff member in setting goals and a plan for how to those changes.
|
||||
3. Often, when staff members have conflict, they identify working environments or structures that played a role in that conflict. Remain open to hearing constructive feedback about organizational structures or cultures that might need shifting or addressing, and take responsibility to bottom-line some of those changes.
|
||||
4. Arrange a check in 4-8 weeks after mediation is completed to check in on and strategize towards progress. This could include checking in on any individual changes, structural changes, and to see if a follow up mediation needs to be scheduled.
|
||||
|
||||
|
||||
---
|
||||
|
||||
## Appendix: Workshop Flipchart Photos
|
||||
|
||||
###  
|
||||
|
|
@ -181,15 +181,14 @@ OAC funds individual artists and arts organizations. Less directly relevant to i
|
|||
TAC's [Media Artists Program: Creation](https://torontoartscouncil.org/grants/media-artists-program-creation/) grants go up to $15,000 for individual media artists, and the eligible categories include electronic games, virtual and augmented reality, and new media artworks. The [Visual/Media Arts Projects](https://torontoartscouncil.org/grants/visual-media-arts-projects-presentation/) grants provide up to $15,000 for non-profit organizations and collectives. An Accessibility Grant Add-on provides an additional $5,000 for projects involving Deaf or disabled artists.
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## Co-op-specific funding
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## Co-op–specific funding
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The co-op sector has its own funding tools that layer on top of everything above. The three most relevant to a game studio in its first few years:
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[CWCF Technical Assistance Grants](https://canadianworker.coop/funding/tenacity-works-fund/) cover up to $4,000 for hiring co-op developers, lawyers, and consultants during startup. This is the single most important tool for offsetting incorporation costs.
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The [Tenacity Works Loan Fund](https://canadianworker.coop/funding/tenacity-works-fund/) provides $15,000-$50,000 in 5-year term loans for worker co-ops that need startup or growth financing.
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The [Common Good Capital Program](https://canadianworker.coop/join/member-benefits/) lets co-op members place membership shares in self-directed RRSPs and TFSAs, creating a personal tax advantage while capitalizing the co-op.
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1. [CWCF Technical Assistance Grants](https://canadianworker.coop/funding/tenacity-works-fund/) cover up to $4,000 for hiring co-op developers, lawyers, and consultants during startup. This is the single most important tool for offsetting incorporation costs.
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2. The [Tenacity Works Loan Fund](https://canadianworker.coop/funding/tenacity-works-fund/) provides $15,000-$50,000 in 5-year term loans for worker co-ops that need startup or growth financing.
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3. The [Common Good Capital Program](https://canadianworker.coop/join/member-benefits/) lets co-op members place membership shares in self-directed RRSPs and TFSAs, creating a personal tax advantage while capitalizing the co-op.
|
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For growth-stage co-ops, the [Canadian Co-operative Investment Fund](https://ccif.coop/) provides $50,000 to $1.25 million in loans, equity, and quasi-equity. There is a $1,000 application fee to cover their due diligence process.
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@ -103,4 +103,4 @@ The important thing is to imagine the outcomes of each activity and then each ef
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[Miro template: Layers of Effect](https://miro.com/miroverse/layers-effect-template/)
|
||||
|
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*This content was developed by [Gamma Space](https://gammaspace.ca) for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
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*This content was developed by* [*Gamma Space*](https://gammaspace.ca) *for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
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|
|
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@ -30,7 +30,7 @@ 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**](/articles/results-flow), and your [**impact measurement framework**](/articles/impact-measurement).
|
||||
|
||||
These social impact tools feed into your business plan, which you can then draw on for:
|
||||
|
||||
|
|
|
|||
|
|
@ -8,7 +8,7 @@ createdBy: Jennie R.F.
|
|||
---
|
||||
# CMF Application Tips & Info
|
||||
|
||||
*With help from [Astrid Rosemarin](https://twitter.com/astridrosemarin) and Tamara Dawit!*
|
||||
*With help from* [*Astrid Rosemarin*](https://twitter.com/astridrosemarin) *and Tamara Dawit!*
|
||||
|
||||
## Background
|
||||
|
||||
|
|
|
|||
|
|
@ -132,4 +132,4 @@ Coops represent a transformative approach to collective work and creativity. By
|
|||
* How do your values inform roles and skill development?
|
||||
* Is investment important to you?
|
||||
|
||||
*This content was developed by [Gamma Space](https://gammaspace.ca) for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
*This content was developed by* [*Gamma Space*](https://gammaspace.ca) *for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
|
|
|
|||
|
|
@ -277,4 +277,4 @@ Here are some things you can think about related to structuring and decision-mak
|
|||
* Do roles and structures encourage hierarchy?
|
||||
* How does individual agency affect decision-making in more minor decisions?
|
||||
|
||||
*This content was developed by [Gamma Space](https://gammaspace.ca) for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
*This content was developed by* [*Gamma Space*](https://gammaspace.ca) *for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
|
|
|
|||
|
|
@ -8,7 +8,7 @@ createdBy: Jennie R.F.
|
|||
---
|
||||
# Summary: The Complete Game Discovery Toolkit
|
||||
|
||||
*[Here](https://newsletter.gamediscover.co/p/in-depth-a-discovery-playbook-for) is a recent newsletter from GameDiscoverCo. updating some of the below!*
|
||||
[*Here*](https://newsletter.gamediscover.co/p/in-depth-a-discovery-playbook-for) *is a recent newsletter from GameDiscoverCo. updating some of the below!*
|
||||
|
||||
This e-book comes with a Plus subscription to the [GameDiscoverCo Plus newsletter](https://newsletter.gamediscover.co), which we highly recommend. These are just my notes on the high points of the book!
|
||||
|
||||
|
|
|
|||
|
|
@ -68,7 +68,7 @@ This will help you compare your competitors side-by-side and draw conclusions ab
|
|||
|
||||
Fill in the relevant data for each competitor.
|
||||
|
||||
\::alert{type="info"} Here's a real example of a completed spreadsheet that we did for an investee: **[Cozy Games Market Analysis](https://docs.google.com/spreadsheets/d/1mhf6Zae1CDPhx2WGfqLIc8PSiJ8Uzuo3rNYxE9Wugis/edit?usp=sharing)** ::
|
||||
\::alert{type="info"} Here's a real example of a completed spreadsheet that we did for an investee: [**Cozy Games Market Analysis**](https://docs.google.com/spreadsheets/d/1mhf6Zae1CDPhx2WGfqLIc8PSiJ8Uzuo3rNYxE9Wugis/edit?usp=sharing) ::
|
||||
|
||||
## Step 5: Analyze data and draw conclusions
|
||||
|
||||
|
|
|
|||
|
|
@ -152,4 +152,4 @@ It's easy to see how important an approach like this is in a cooperative environ
|
|||
|
||||
Regarding task management in Asana, we could implement a system where everyone pairs up to review at least one other person's tasks. This ensures collective oversight, but we use our judgment to avoid redundancy, like reviewing every step of a repetitive task. This is where discernment comes into play. It involves not just intelligence or experience but the ability to assess whether a process is efficient and if there might be a better approach.
|
||||
|
||||
*This content was developed by [Gamma Space](https://gammaspace.ca) for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
*This content was developed by* [*Gamma Space*](https://gammaspace.ca) *for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
|
|
|
|||
|
|
@ -195,7 +195,7 @@ 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*](/articles/impact-measurement). 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 +209,7 @@ 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**](/articles/impact-measurement).
|
||||
|
||||
We can't wait to see the impact you'll make!
|
||||
|
||||
|
|
|
|||
|
|
@ -155,6 +155,6 @@ Storytelling in game development goes far beyond the games we make. It's about t
|
|||
* How do we be authentic to ourselves, to each other, to our studio values and still communicate professionally to funders?
|
||||
* How do we communicate our studio structure?
|
||||
|
||||
*This content was developed by datejie and [Gamma Space](https://gammaspace.ca) for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
*This content was developed by datejie and* [*Gamma Space*](https://gammaspace.ca) *for a 2023 Baby Ghosts cohort presentation. We have summarized and adapted it here.*
|
||||
|
||||
\[^1\]: a term coined by datejie cheko green
|
||||
|
|
|
|||
Loading…
Add table
Add a link
Reference in a new issue