Cobudget Use Cases
There are many different types of organisations and processes that Cobudget can be used for. Here are 3 examples of common Cobudget use cases and the details of their implementation.
Membership Orgs and Networks
Cobudget is used to engage a paying (monthly, quarterly or annually recurring) member community in financial decisions.
Common objectives
To increase engagement among your members in a tangible way.
To relieve pressure on the director team from having to make all budget decisions.
Put the values of transparency, co-ownership and distributed decision making into practice in a simple way.
How it works
Models | Org types | Examples |
| Alumni-organisations, NGOs, Cooperatives, Clubs Associations, Coworking Spaces, Fablabs |
Teams and Organisations
Cobudget is used for teams or entire organisations to collaboratively allocate resources to costs of all types and new projects.
Common objectives
To increase engagement among your employees in a tangible way.
tap into innovation potential
How it works
Model | Examples |
A fixed budget for an area of the organization is allocated collaboratively. Examples of budgets:
|
Communities and Networks
Cobudget is used for funding a commons within a network. They tend to consist of a diversity of individuals and entities (both profit and non-profit) in multiple locations.
Common objectives:
Enabling the entities and individuals in the network to fund projects together
Investing in shared assets and infrastructure (i.e. software, branding)
Increasing impact and possibilities by tapping into the resources of the whole ecosystem
Enhancing collaboration between organisations
How it works
Model | Examples |
In this use case there are a many different ways that group members could receive funds in Cobudget. Sometimes it works like internal crowdfunding, which means that each group member can add their personal funds to the spending pot. Each specific network needs to find the right solution to manage the money flows between entities in a legal and efficient way. |
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