1. PREAMBLE

Pioneers are people who question underlying assumptions and move into new territory in order to create the change we want to see in the world. We include social entrepreneurs, member of the business, government and non-profit communities, as well as artists, teachers, and free agents from a variety of cultural and social backgrounds.

Pioneers of Change is a global learning network of practising change agents, primarily in their mid-20s to mid-30s. Founded in 1999 by a group of people from 16 countries it now includes participants from around the world.

When you join Pioneers of Change you explicitly commit to the following principles:

• Be yourself
  
• Do what Matters
  
• Start now
  
• Engage with others
  
• Never stop asking questions
  

Pioneers of Change is, to this end, first and foremost a learning community through which we work on becoming better change agents:

• through observation & inquiry,
  
• through retreat & reflection, and
  
• through practice
  

2 CHARTER OF PIONEERS OF CHANGE

2.1. Identity

Pioneers of Change is an independent, non-partisan association, founded on the following beliefs, purpose, and principles.

2.1.1. Beliefs

Life, in its essence, moves towards plurality, diversity, interdependence, self-constitution, and self-organisation - in short, towards the fulfillment of its own freedom.

Throughout time, humans have built and reproduced systems of production, types of society, and frames of mind, that contradict Life.

While we are taught to work within such a system (and the system learns to work within us), both our intuition and our senses tell us that it is fundamentally flawed, and that we can do something about it.

We can change the rules of the game.

2.1.2. Purpose

Pioneers of Change fosters understanding, capacities and relationships needed by younger practitioners committed to stepping forward and creating the change they want to see in the world.

2.1.3. Principles

2.1.3.1. Principles of being a pioneer

• Be yourself
• Do what matters
• Start now
• Engage with others
• Never stop asking questions

2.1.3.2. Organising principles

The core organising principle of Pioneers of Change is community. When we come together, we create a trustful environment for questioning, affirmation, fellowship, peaceful interaction, and cross-pollination of ideas. As young people of a similar age group, we provide a peer group for each other, and we recognise that, to create a community, we must as individuals invest attention, presence and contribution in that community.

Since the first conversation where the idea of Pioneers of Change emerged, we have been working on creating it as a de-centralised, non-hierarchical, inclusive network.

2.1.4. Chaordic model of organising

We adhere to a "chaordic" model of organising which aims to create institutions which are self-organising, innovative and adaptable, based on clarity of shared purpose and principles, and compatible with the human spirit and the biosphere. To us, this means embracing the following organisational principles:

• The organisation must be infinitely malleable yet extremely durable. It should be capable of constant, self-generated, modification of form or function without sacrificing its essential nature or embodied principles.
• Members should be given space and room to grow, change, experiment, and learn.
• Members should have the right to self-organize at any time, on any scale or around any activity consistent with the Purpose and Principles.
• The network and all its parts should freely and fully exchange information related to achieving the Purpose in accordance with the Principles, unless doing so violates confidentiality.
• Deliberations should be conducted and decisions made by bodies and methods that reasonably represent all relevant and affected parties and are dominated by none.
• Authority should be vested in, functions performed at, and resources used at the smallest or most local part that includes all relevant and affected parties.
• Conflict should be resolved creatively and cooperatively avoiding social, ecological or physical violence.
• The organisation and all its parts should respect, protect, and encourage individual, cultural and societal diversity, and encourage interactions in different languages, modes of expression, and media.

3. THE NETWORK

The network is based on worldwide, voluntary affiliation of "pioneers" (defined below). Among the pioneers are the Chaord Group, consisting of pioneers who have stepped forward to take responsibility for the development and continued vibrancy of the global community and who are the main decision-making group. Among the Chaord Group are a small team who work as a "Cultivation Team", playing a role of facilitating the network to grow and turning ideas and potential into programmes and practices, as well as securing basic administration. In addition, there exists a non-executive board, who monitor the Cultivation Team and uphold the core identity of Pioneers of Change. Any legal entities set up to enable this work must be congruent with the structure as outlined in this Charter.

The roles of the pioneers, the Chaord Group, the Cultivation Team, and the board are described below.

3.1. What the term "pioneer" means to us

Embracing the beliefs, purpose and principles of Pioneers of Change encompasses what to us is a Pioneer, regardless of the affiliation of the individual to the network. When engaging with Pioneers of Change an individual is invited to consider his/her own elaboration on what the five principles: Be yourself, Do what matters, Start now, Engage with others, and Never stop asking questions, mean to him/herself in his/her life. This enables the individual to engage with his/her own commitment to pioneering change, regardless of his/her affiliation to Pioneers of Change – we believe it becomes a gateway to Pioneering for the individual.

Among pioneers that engage with Pioneers of Change, the network offers different levels of commitment and benefits distinguishing participants and members.

Participants are encouraged and given opportunities to engage with the five principles and are welcome to take the core "Pioneers" commitment.

Members are required to take the commitment and in addition required to make a commitment on how they actively will contribute to the community. Members also get more benefits, as the member commitment becomes a type of “passport” in the network, a way of introducing oneself to others. The commitment is also a guide for activity in the network as members share support and resources with each other to clarify these commitments. See bellow at chapter 4 for more detailed requirements and benefits.

Any member has the right to communicate freely, to announce him/herself and his/her intention to the network, and to call groups of pioneers together around any issue or activity that is relevant to and consistent with the purpose and principles. In joining and benefiting from the network, the member also shares the responsibility to invest (in various forms) in building the community and supporting other pioneers in their efforts.

4. THE STRUCTURE

4.1 Participants

Anyone who participates in activities of network can be called a participant of Pioneers of Change. Participants are encouraged to sign up to the newsletter to stay informed about the activities of Pioneers of Change enabling their own effective participation in the network.

4.1.1 Rights and responsibilities of participants

• Having access to ideas, tools, and experiences of practicing change agents organised in a global network.
• To use the network for raising own awareness of the issues and factors that needs to be understood to be able to work effectively for positive change (opportunity for “seeing the game” in our terminology).
• Opportunities for apprenticeship and up-skilling
• Using the network as a playground for experimentation

There are no "musts" at this level, rather invitations to:

• Participate whenever possible and desired
• Start living the principles and values

4.2 Members

Membership to Pioneers of Change has an open and self-selected nature, provided that membership criteria are met. The role of the members is to enrich the collective commons with diverse activities and perspectives. They are also the ones who provide local hosting of Pioneers' activities and events, propose ideas and possibilities to the Chaord Group. Members are those who are living the POC principles and values.

4.2.1 Rights and responsibilities of members

• To have access to a global network of practising change agents with peer learning at cutting edge thinking.
• To create activities that work effectively for positive change (“changing the game” in our terminology).
• Having opportunities for mastery, mentorship, and making transitions to change-maker work
• Using the network for legitimacy and credibility for work and personal life
• Provide a commitment statement
• Pay a membership fee
• Communicate learning
• Build and join fractals affiliated to Pioneers of Change

4.3 Fractals

Any member or group of pioneers has the right to create a new part of the system as long as it embodies the common principles and seeks to advance the common purpose of Pioneers of Change.

A fractal is a microcosm of Pioneers of Change, which emerges when small groups of pioneers commit to being engaged in a collaborative process for a fixed or open time period to support each other in developing and applying their capacity to bring more lifegiving practices into their spheres of influence.

Fractals might come together for learning and knowledge creation in a given area, to provide a service, or for social experimentation, mutual mentorship, resource exchange, advocacy, event and project planning, tools development, etc. They will generally use names other than "fractal" (such as "initiative", "programme", "community", "team", etc.) as a label for their form.

4.3.1 A fractal may:

• Determine its own unique purpose, membership, structure, and ways of making decisions that are relevant and consistent with the principles of the network
• Join with other fractals around any issue or activity that is relevant to and consistent with the purpose and principles
• Develop financial and other resources to meet the needs of their own fractal and to help meet the needs of others (and to join with others for this purpose)
• Use the name "Pioneers of Change" and its related names, abbreviations, logos, and images so long as they are used in furtherance of and in accordance with the purpose and principles (see section on name use below)
• Create a formal legal structure registered under a name other than Pioneers of Change, unless otherwise approved by the Cultivation Team and the Board (i.e. to use the name ‘Pioneers of Change’ in any legal name for a fractal, approval of the Cultivation Team and the Board is required).
• Freely communicate learning, best practices and stories to other parts of the network

Fractals only invite direct responsibility from those who choose to participate in them, and individuals may choose to join more than one fractal.

4.4 Governance bodies (Chaord Group, Cultivation Team and Board)

4.4.1 Chaord Group

The Chaord Group has primary responsibility for maintaining the integrity of Pioneers of Change, including the philosophy, structures, and activities of the network. The Chaord Group has a self-selected membership of people from around the world who care deeply about Pioneers of Change, and explicitly commit to playing an active role. Collectively, the Chaord Group is also the decision making body for any developments in Pioneers of Change that affect the whole community.

4.4.1.1 Rights and Responsibilities of the Chaord Group

The responsibilities of each Chaord Group member, at a task level, vary considerably, according to what they themselves have stepped forward to offer.

Every member of the Chaord Group commits to: - sharing observations, affirmative and critical, about Pioneers of Change as a community;

• suggesting and taking ownership of new developments in Pioneers of Change; and
• making themselves visible and available to each other, to the rest of the Pioneers of Change community, and to the wider world.

Collectively the Chaord Group will be responsible for:

• making and signing off changes in the Pioneers of Change Charter on an annual basis;
• appointing the Board each year;
• endorsing the appointment of a Cultivation Team by the Board of Directors.

4.4.2 Cultivation Team

The main role of the Cultivation Team is to create continuity and generate added energy in the network, and to help make the learning community more conscious of itself.

The Cultivation Team will be maintained to be as flexible as possible. It consists of a group of global facilitators, who are selected by a selection team of the Chaord Group and unanimously approved by the Board. A quorum of the Cultivation Team holds a meeting at least once a year.

4.4.2.1 Rights and responsibilities of the Cultivation Team

• To support new pioneers in the process of joining the network and generating activity
• To ensure and facilitate open information flow among the pioneers, and to stimulate continuous learning
• To support the incubation of new ideas emerging in the network
• To provide methods and assistance to support emergence of new fractals
• To design international meetings enabling pioneers to meet across borders
• To maintain the web site and other information and interaction media vibrant, of high quality and in accordance with needs of participants
• To stay abreast of trends, issues, and patterns in learning and new ways of organising occurring within and outside of the network so as to keep the network at the forefront of just and sustainable
• To monitor quality levels of the different activities and processes in the network, and to engage in feedback to improve these
• To ensure the legal and organisational structure of the organisation, as well as the logos and names associated with the network, are aligned with this Charter, and provide the appropriate platform for proper functioning of the network
• To raise and manage the finances of the operations of the Network

The operations and finances of the Team will be audited annually by the Board.

The primary organisational home of Pioneers of Change is currently located in South Africa.

In cases where members of the Cultivation Team will need to register Pioneers of Change in a new location, such incorporated organisations must abide by this international Charter, and always attach it to any locally required statutes.

4.4.3 Non-Executive Board

The Non-Executive Board holds a meeting at least once a year as "caretakers of the identity" of the network. The central spirit of the Board is a spirit of service not of control.

A Board member’s mandate will be for two years, with possibility of being re-appointed to continue. The Board will be kept lean, and will be composed of:

• Minimum one former Cultivation Team member or founder, and
• a combination of current pioneers (who are not in the Cultivation Team) and external supporters

  The present Board invites the rest of the new Board members as necessary, and is responsible for ensuring the above compositional requirements.

  Any committed member of Pioneers of Change can challenge a person’s membership on the Board, at which point the Cultivation Team needs to facilitate a discussion among the committed members about that Board member’s role. If deemed necessary, the Cultivation Team can ask the Board member to step down.

  The Board will not receive compensation.

4.4.3.1 Rights and Responsibilities of the Board:

• To monitor the finances and operations of the Cultivation Team (to ensure its independent financial soundness).
• To serve in the selection of new members of the Cultivation Team.
• To officially adopt changes to the Charter, as proposed by the network and the Cultivation Team, to ensure that the network stays true to its purpose and principles, while respecting the evolution driven by the members at any given time.
  The agenda for Board meetings will be set by the Cultivation Team and the Board in consultation with the Chaord Group. Members may suggest additional points on the agenda.

  In addition the Board members play a voluntary advisory role on the strategic direction of the network, development of the learning programme and learning tools for use by the network, and in some cases, advise on individual activities of fractals. They will advise the Cultivation Team and the network on ways to improve and uphold the purpose and principles in accordance with the roots of the network.

5. DECISION-MAKING

As stated in the organisational principles, authority should be vested in, functions performed at, and resources used at the smallest or most local part that includes all relevant and affected parties.

Decisions related to changing the Charter are taken by the Chaord Group and approved by the Non-Executive Board.

Decisions related to allocation of core resources are made by the Cultivation Team, in consultation with, and monitored by, the Chaord Group and the Non-Executive Board.

Appointment of Cultivation Team members is decided by a selection team of the Chaord Group and approved unanimously by the Non-Executive Board. New Board members are appointed by the current Board.

All other decisions will be taken at the level of the affected parties.

No fractal of the network may take any decisions that will compel behavior from any other part.

6. NAME USE

Pioneers and fractals may use the name "Pioneers of Change" and its related names, abbreviations, logos, and images so long as they are used in furtherance of and in accordance with the purpose and principles

Name use for advocacy
We encourage pioneers to translate the purpose and principles of the network into implications for political and other systems, to draw on the network to call together advocacy circles, and to use advocacy as a means of creating change. However, no one can speak on behalf of the entire network and use the name of Pioneers of Change to back any specific political stance or otherwise – individual pioneers must always subscribe voluntarily to advocacy initiatives.

Name use to generate revenue
When using the name of Pioneers of Change in revenue-generating situations, an individual or a circle of pioneers must describe themselves as associates and not representatives of the network as a whole.

7. FINANCE

Pioneers of Change aims to be self-sustainable based on the direct value created by the network.

The Cultivation Team will be responsible for composing and implementing the financial strategy and revenue model of its own operations, including collecting contributions and investments from members and supporters, and for ensuring that the value which motivated such contributions is created. It will also work to create an enabling platform for fractals to generate their own revenue.

The Cultivation Team may create and run projects and ventures that directly support the pioneers. These may be independent entities born out of the network, and hosted by the Cultivation Team, and may be profit-generating as long as their goal serves the pioneers and the purpose of Pioneers of Change, and any profits are re-channelled back into serving this purpose.

The following principles will apply to accepting external funding for Pioneers of Change:

• Independence: Funders will not be granted influence on the direction and philosophy of Pioneers of Change, which will rather be decided by the membership, according to the processes described in this Charter.
• We will seek to receive support only from funders who have a high ethical standard (paying attention not only to the practices of the given company but also to who owns them, their stakeholders, etc.), and who share the values behind Pioneers of Change.
• Pioneers of Change will not sell corporate promotion in return for sponsorship (unless approved by the Board).
• Funders will not be given access to the pioneers' membership, and will not be promised recruitment benefits out of funding the network.

The financial year for the Cultivation Team is the calendar year. The annual accounts will be finalised by March 1, and will be audited by an external auditor.

Pioneers of Change - July, 2006