v2.1 - 2017-2018

• Move external work top up to be a straight % commission.
• Set the commission to 20%
• Set the basic income to monthly
• Add the identification of short, full and long days as a multiplier to the model

v2 - 2017-2018

This model includes an experiment of requiring that people book in their day types as part of scheduling their work.

The organisation then pays them for this plus any adjustments up - never down.

ie if you work a weekend day then that should be added - if you get sick you should not be penalised.

This is very similar to a salary type model. Though it maintains pay levels based on the type of work and business viability

Financial Model 2016-2017

This was our first financial model.

The model focused on the financial relationship between members and the company,

It can loosely be defined as: a base rate ($3500) + company viability (buffer) bonus (fixed sum) + an individual performance bonus (%). This worked - pretty well and would be our go to formula if we were a larger service company/freelancer collective that also had better tooling to manage it.

Known issues:

The primary pain points of the given system is that it is hard to do a cashflow forecast as the percentage commission makes calculating the predicted outgoings a pain, especially when members work across different contracts at different rates. We can do one making assumptions, but thats grose.

Secondly we were not rewarding members working on contracts (external work) enough over working on internal work. At the retreat the general feeling was that each of us would be happy to sacrifice 1-2 grand (estimated diff between internal/external) and just do internal work. The reason for this is that we never got to a buffer level of 4 where those working the “grind” would get 20% of what they billed out for.