Here are some quick answers from Sopo.

We pay one person right now to be our executive director (that's me), but the role is more like a facilitator or manager. My job includes specific tasks that I do and coordinating volunteers to do what they do. On the administrative end, I: *do most of our correspondence and communication oriented things *manage our budget and banking *do our grantseeking and most of the event planning *keep up with donor relations *keep up with all y'all for new ideas *recruit and coordinate the big volunteer picture *keep up with volunteers to make sure they're getting what they need *order shop supplies *and other sort of mundane nonprofit management stuff.

Then, in the shop, I'm always there, I match volunteers with individuals who need help, match volunteers with other things to do in the shop, work with volunteers to address conflict resolution oriented things.

Volunteers facilitate our volunteer orientation, keep the shop running, do our outreach, and help out with lots of the stuff I do. Our board is made up of active volunteers who are specifically helping with finances, HR, and fundraising.

I make $30k a year, which so far has been surprisingly easy to fundraise without compromising our policy about avoiding corporate money and financial support from entities whose values don't match ours. In many ways, my job pays for itself. In the nonprofit world, it appears that organizations get taken more seriously if they have an ED. It's a tricky line to walk, but I think we're making it work for us (suggested reading: The Revolution Will Not Be Funded).

We started this during the third quarter of 2007 on a trial basis. The agreement was that if the money could be found for the next quarter and everything was going fine, we could roll it out for another 3 months. Six months deep we had enough money to keep it going through the end of the year, and by the end of the year we had funding for a bunch more years.

As for decision making: the community has that power. I'm entrusted to do what I do with the understanding that I have a particular skill set, experience with this stuff, education, yadda yadda.. as in, I'm qualified to do my job. But if things at the shop need to change, we deal with it at our general meetings. If I was doing a lousy job, the community could fire me via the Board.

It's funny how power relations are so entrenched, because I overhear people in the shop explaining that I'm in charge, and I have to get in there and explain that "I just work here." Sometimes I have to be the enforcer and ask someone to take a hike when it comes down to it (which everyone gets a kick out of since even our kiddos are bigger than me...and I say things like "kiddos"). I think that my job is to support the work of the volunteers, so that's my approach. I feel empowered to do my job, I feel empowered by my job, I feel rewarded by what I get to do for a living, and I feel that my role in the shop is special in its own way, but we're not feeling any hierchical weirdness.

Hope this helps, Rachael

On Wed, Jul 29, 2009 at 11:02 AM, Boson Au instructions@gmail.com wrote:

so the recent job opening at the bike kitchen in LA reminded me of something I'd very much like to discuss at bikebike, namely how, if you, compensate managers. Currently our collective members are de facto managers, and the recent influx of new volunteers/people in our shop is making some of us think about the possibility of creating a manager role. Right now we have no way to pay this person, but that might change in the future.

so I guess if yall have a minute, can you tell me a little about how your organization deals with it? specifically, if you do offer compensation, does it affect their decisiion making powers? I noticed that the bike kitchen's job opening states that the person would not have executive decisionl, and I can see why since that person's power is already pretty great considering they'd be the manager of the shop.

anyways, this is something I'm really interested in and want to pursue @ bikebike.

-B

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