Introduction
This document provides a flexible bylaws template for liberatory organizations, along with commentary explaining how different governance choices reflect and embody freedom principles. The template is designed to be customizable, allowing your organization to adapt it to your specific context, size, purpose, and values while maintaining alignment with Ubuntu Freedom principles.
Rather than simply providing legal language, this resource helps you understand the implications of different governance structures and make intentional choices that support your community’s vision of liberation.
How to Use This Template:
- Review the entire document before making decisions
- For each section, consider the commentary and options provided
- Adapt language to your specific context and needs
- Discuss key decisions with your full community
- Revisit and revise regularly as your organization evolves
ARTICLE I: NAME AND PURPOSE
Section 1.1: Name
The name of this organization shall be _______________________.
Commentary: Your name is more than a legal identifier—it communicates your values and purpose. Consider names that reflect your community connections, honor ancestral wisdom, or clearly state your liberation focus. Whatever name you choose, ensure it resonates with your community and embodies your purpose.
Section 1.2: Purpose
The purpose of this organization is to:
a) _______________________ b) _______________________ c) _______________________
Commentary: This section articulates why your organization exists. Beyond legal requirements, your purpose statement should reflect which Ubuntu Freedom principles you’re primarily advancing, your theory of change, and your relationship to the broader liberation movement. Consider language that:
- Connects individual transformation with systemic change
- Acknowledges ancestral wisdom and future generations
- Places your work in ecological and community context
- Speaks to both material and spiritual dimensions
While you may need certain language for legal purposes, your full purpose can be expressed in ways that honor your deeper vision.
ARTICLE II: VALUES AND PRINCIPLES
Section 2.1: Core Values
This organization is guided by the following values:
a) _______________________ b) _______________________ c) _______________________
Commentary: This section, often missing from conventional bylaws, explicitly names the values that guide your community’s decisions and actions. Consider including:
- Which Ubuntu Freedom principles are central to your work
- How you understand concepts like justice, liberation, or community
- Cultural values specific to your community’s context
- What abundance, care, and reciprocity mean in your practice
Section 2.2: Governance Principles
This organization’s governance shall be guided by the following principles:
a) _______________________ b) _______________________ c) _______________________
Commentary: Here you can establish meta-principles for how decisions are made and power is distributed. Consider articulating:
- Commitment to consensus or other collaborative decision-making
- How you balance efficiency with inclusion
- Your approach to addressing power differences
- Relationship between individual autonomy and collective needs
- Principles for accountability and transparency
ARTICLE III: MEMBERSHIP
Section 3.1: Eligibility
Membership in this organization shall be open to:
Option A: All who agree to uphold the organization’s purpose and values.
Option B: Those who meet the following criteria: _______________________.
Option C: Those who complete the following process: _______________________.
Commentary: Your membership structure reflects your theory of community, belonging, and accountability. Consider:
- How open vs. selective is your community?
- What level of commitment do you expect from members?
- How do you balance inclusion with shared purpose?
- What relationships exist between members and the broader community?
More selective membership may increase alignment but reduce diversity and access. More open membership may increase reach but require additional processes for maintaining coherence. There’s no universal right answer—the key is intentional alignment with your purpose and context.
Section 3.2: Rights and Responsibilities
Section 3.2.1: Member Rights
Members have the right to:
a) _______________________ b) _______________________ c) _______________________
Section 3.2.2: Member Responsibilities
Members are responsible for:
a) _______________________ b) _______________________ c) _______________________
Commentary: This section makes explicit the relationship between individual members and the collective. In liberatory organizations, rights and responsibilities flow from the understanding that we are interconnected—our individual and collective wellbeing are inseparable.
Consider rights that enable full participation and agency, such as access to information, participation in decisions, and opportunities to develop leadership. Responsibilities might include upholding community agreements, contributing according to capacity, and engaging in personal growth that supports collective liberation.
Avoid transactional frameworks (what members “get” in exchange for what they “give”). Instead, consider how rights and responsibilities together create conditions for collective flourishing.
Section 3.3: Membership Decision-Making
Option A: All organizational decisions shall be made by the full membership using the consensus process outlined in [reference your process document].
Option B: Members have decision-making authority in the following areas: _______________________, while delegating other decisions as outlined in Article IV.
Option C: [Other decision-making structure]
Commentary: This section defines where ultimate authority resides in your organization. In liberatory organizations, decision-making typically emphasizes broad participation, transparency, and the distribution of power.
Full consensus by all members works well for smaller organizations or those with high member engagement. Larger or more complex organizations might adopt modified consensus models, delegate certain decisions to working groups, or use a council structure with representative decision-making.
Whatever model you choose, be explicit about what decisions require what level of participation, how information flows, and how conflicts in decision-making are addressed.
Section 3.4: Membership Meetings
Section 3.4.1: Regular Meetings
Regular membership meetings shall be held [frequency] at [location/method] to [purpose].
Section 3.4.2: Special Meetings
Special meetings may be called by [who] with [what notice] to address [what types of issues].
Section 3.4.3: Notice and Accessibility
Meeting notices shall be provided [how/when], and meetings shall be made accessible by [measures].
Commentary: Meeting structures reflect your values around participation, accessibility, and collective wisdom. Consider:
- How meeting frequency balances engagement with capacity
- How to make meetings accessible across differences in ability, language, schedule, care responsibilities, etc.
- What preparation helps ensure full participation
- How to structure meetings to distribute power and center marginalized voices
- How to balance efficiency with relationship-building
Remember that the quality of participation matters more than formal inclusion. Design meeting processes that genuinely welcome diverse forms of contribution.
ARTICLE IV: ORGANIZATIONAL STRUCTURE
Commentary: This article outlines how your organization distributes roles, responsibilities, and authority. Different structures embody different values and work better in different contexts. Below are several options with commentary—choose and adapt what best serves your purpose and community.
Option A: Non-Hierarchical Collective
Section 4.1: Working Groups
The organization shall be structured into the following working groups:
a) _______________________ b) _______________________ c) _______________________
Each working group shall have authority over decisions within their domain as defined by the full membership, while coordinating with other groups on overlapping issues.
Section 4.2: Coordination
Coordination between working groups shall be facilitated by [rotating representatives/regular inter-group meetings/other mechanism].
Commentary on Option A: This structure distributes power horizontally, giving autonomy to functional groups while maintaining coordination. It works well for smaller organizations with high trust and engagement, emphasizing direct democracy and skill-sharing. However, it requires clear communication systems, shared understanding of roles, and regular evaluation to prevent informal hierarchies or inefficiencies.
Option B: Council Structure
Section 4.1: Council Composition
The organization shall be governed by a Council composed of [number] members selected by [method] to serve for [term length].
Section 4.2: Council Responsibilities
The Council shall be responsible for:
a) _______________________ b) _______________________ c) _______________________
Section 4.3: Accountability Mechanisms
The Council remains accountable to the full membership through:
a) _______________________ b) _______________________ c) _______________________
Commentary on Option B: This structure balances broad participation with focused leadership, working well for larger organizations or those needing sustained strategic direction. The key is ensuring the Council remains genuinely accountable and representative. Consider:
- How Council members are selected (consensus, rotation, lot, etc.)
- Term limits and succession planning to prevent power concentration
- Clear feedback mechanisms between Council and membership
- Diversity requirements that ensure representation
- Transparency practices that make Council processes visible
Option C: Sociocratic/Circle Structure
Section 4.1: Circle Structure
The organization shall be structured into interconnected circles, each with defined domains and autonomy within those domains.
Section 4.2: Double-Linking
Each circle shall be connected to related circles through double-linking, where two members participate in both circles to ensure information flow.
Section 4.3: Decision-Making
Within their domains, circles make decisions by consent, where an action is taken when no member presents a paramount objection.
Commentary on Option C: Sociocracy distributes authority while maintaining efficient coordination, combining the benefits of autonomy with clear structure. This works well for complex organizations with multiple functions or geographic spread. It requires training in sociocratic methods and clear documentation of domains, but creates resilient structures that can adapt while maintaining coherence.
Option D: Staff and Board Structure
[Include if legally necessary or appropriate for your context]
Commentary on Option D: While conventional nonprofit structures often replicate hierarchical models, they can be adapted to embody more liberatory principles:
- Ensure board membership reflects the communities served
- Implement consensus decision-making within the board
- Create meaningful advisory roles for community members
- Establish clear accountability between board and community
- Build staff structures that distribute power and leadership
If legal requirements mandate certain structures, focus on infusing liberatory practices within those constraints while working toward longer-term structural transformation.
ARTICLE V: ROLES AND RESPONSIBILITIES
Section 5.1: Essential Roles
The organization shall maintain the following roles to ensure its effective functioning:
[List roles appropriate to your chosen structure]
Section 5.2: Selection Process
Individuals shall be selected for these roles through:
Option A: Consensus of the full membership.
Option B: Sociocratic consent process within the relevant circle.
Option C: [Other selection process]
Section 5.3: Term Limits
Individuals may serve in roles for [duration], with the possibility of [renewal conditions] to ensure rotation of responsibilities and development of diverse leadership.
Commentary: How roles are defined and filled reflects your values around leadership, power, and skill development. Consider:
- How to balance continuity with rotation and fresh perspectives
- How selection processes can interrupt rather than reproduce existing power dynamics
- What support helps people succeed in roles, especially those traditionally excluded from leadership
- How to value different forms of expertise and contribution
- Whether and how to compensate different roles
ARTICLE VI: FINANCIAL STEWARDSHIP
Section 6.1: Resource Principles
The organization shall approach financial and material resources according to the following principles:
a) _______________________ b) _______________________ c) _______________________
Section 6.2: Budgeting Process
The annual budget shall be developed through [process] with [who involved] and approved by [decision-making body].
Section 6.3: Financial Transparency
Financial information shall be made transparent to [membership/public] through [mechanisms] at [frequency].
Commentary: Financial practices deeply reflect your values and theory of change. This section offers an opportunity to articulate how your organization embodies principles like:
- Abundance rather than scarcity
- Equity in resource distribution
- Collective stewardship rather than private ownership
- Transparency and shared decision-making
- Accountability to community
Consider how your compensation structures, funding sources, and spending priorities align with your liberation vision. Financial practices often reveal unexamined assumptions about value and worth—make these explicit and intentional.
ARTICLE VII: CONFLICT TRANSFORMATION
Section 7.1: Preventative Practices
The organization commits to the following practices to build resilient relationships and prevent harmful conflict:
a) _______________________ b) _______________________ c) _______________________
Section 7.2: Conflict Transformation Process
When conflicts arise, they shall be addressed through the process outlined in [reference your conflict transformation document].
Commentary: Unlike conventional bylaws that often address “removal” or “discipline,” liberatory organizations recognize conflict as inevitable and potentially transformative. This section explicitly names how your community approaches conflict as an opportunity for growth.
Consider both preventative practices (regular appreciation, clear communication agreements, feedback processes) and responsive processes (mediation protocols, restorative practices). The goal is not to eliminate conflict but to engage it in ways that strengthen relationships and address root causes.
ARTICLE VIII: AMENDMENTS
Section 8.1: Amendment Process
These bylaws may be amended through the following process:
a) Proposed amendments may be submitted by [who] b) Proposals shall be circulated to all members at least [timeframe] before decision c) Amendments shall be adopted by [decision threshold] of the membership
Commentary: This section balances stability with adaptability. It should be possible to amend bylaws as your organization evolves, but not so easy that core values and structures change without full consideration.
Consider requiring deeper consensus for amendments to purpose and values, while allowing more flexibility for operational details. Build in reflection periods that allow for full consideration of proposed changes.
ARTICLE IX: DISSOLUTION
Section 9.1: Decision to Dissolve
The decision to dissolve the organization shall be made by [decision threshold] of the membership.
Section 9.2: Distribution of Assets
Upon dissolution, the organization’s assets shall be distributed to [organizations/purposes aligned with original mission].
Commentary: While conventional bylaws treat dissolution as organizational failure, liberatory organizations recognize that organizations, like all living systems, have natural lifecycles. This section ensures that if your organization completes its purpose or needs to transform into something new, its resources continue to serve the broader movement.
Consider naming specific aligned organizations or types of work that should receive your resources, or establishing a process for the final membership to make these decisions based on movement needs at that time.
CONCLUSION
These bylaws express not only how we govern ourselves practically, but how we embody our values through our structures. They should be living documents, regularly revisited and revised as we learn and grow together.
APPENDIX A: GLOSSARY OF TERMS
[Define key terms used in your bylaws that might have specific meanings in your context]
APPENDIX B: RELATED DOCUMENTS
[List related procedures, policies, or agreements that complement these bylaws]