DARCI decision making framework

The following includes content from the HUB's structure workshop offering.

The DARCI framework separates out who needs to be involved in decisions and at what level with regards to specific projects or group issues. 

To many activists, this might seem like a corporate thing (it come from the business world) but it is actually a good way to make the decision making process clear to everyone! What's key here is to separate big picture or fundamental issues where everyone needs to be consulted and votes on decisions from smaller ones, where a set group can make decisions after consulting a set group of people and then informing others.

Overall, this model prevents the need for consultation from everyone throughout the whole process which drags a decision on. *Note this model is suggested for groups under 50 people.*

The above DARCI model has been modified by the HUB for activist purposes.

Decision Makers and  Accountable	Those at the ‘core’ or at the heart of a working group. Decision makers help finalize discussion to confirm the group's decision. Accountable folks are “bottom liners” for specific projects in this model. Bottom liners keep track of what tasks need to be completed, next steps to move the project along, and who is responsible for what. In organizing there can be more than one, but not so many that no one ultimately feels responsible. Decision makers and accountable members may be the same person depending on the size of your group and how you’re using the model. If there is not a core team outside of individual working groups, or there is not a clearly identified decision maker, you can probably combine these columns.
	In activist and organizing circles, we could probably eliminate the ‘responsible’ category to simplify.
Consulted	Directly affected and/or knowledge keepers who can provide input on the decision to be made
Informed	N'ot involved in the decision making but are informed on what the group came to.

Other things to consider:

• Post a chart of all DARCI assignments in the team workspace (electronic or physical) helps keep everyone sharp on their accountabilities.
• This system does not imply hierarchy. These roles can rotate in a flattened organization. 

Example DARCI (after roles selected upon group discussion):

	Decision makers	Accountable	Consulted	Informed
Stop the pipeline campaign	Rachel	Raphael	Ron River	Rotary club

Decision making can follow various forms of pure or modified consensus. See our other pages related to decision making:

• Consensus decision making 101
• Consensus decision making (suggestions for small groups)
• Modified consensus decision making (suggestions for large and small groups)