result, leadership is often determined by educational and other forms of privilege rather than by who will do the work with integrity and a commitment to long‐term participation. To address this, SONG has created a membership structure that aims to reward members who consistently contribute to the organization over time. These members earn the label “Amantes,” because they are lovers of the organization. Another challenge facing these organizations is the allocation of work between staff and volunteers. This is a problem for at least two reasons: 1) because staff are paid and often on‐site, they end up doing a lot of the work of the organization; and 2) as a result, staff can end up with more information and more decision‐making power than volunteer members. At SRLP, staff often wrestle with tremendous workloads because volunteer members are unable to take on time‐intensive work, and because supporting the work of volunteer members ends up requiring a lot of time and attention. The need for SRLP’s legal service work is extremely high—more than the organization can meet—and much of this work must be done by staff who can deal with government offices and courts during business hours and/or who have specific training in legal advocacy. SRLP’s current structure aims to address the distribution of work in three ways. First, SRLP Core Collective Members are required to make a 15 hours per month commitment to the organization, which ensures a significant enough commitment from volunteers to make it worth the time and resources that training takes. While this was initially a required contribution, over time SRLP added other levels of membership that do not require a full 15 hours per month contribution because we recognized that this requirement can be an obstacle for members facing the most challenging circumstances caused by poverty, racism, ableism and transphobia. Second, SRLP makes workload discussions a part of its annual retreats when workplans are being evaluated, and has also made workload discussions a part of the organizational culture such that workload is almost always discussed when any new project is proposed. Third, SRLP’s collective decision‐making structure, two annual retreats, and monthly meetings are designed to ensure that all members are fully informed about the work so that they can actively participate in decision making. Meetings are often held at night because that is when volunteer members can come, but this can also create long work days for staff. A comp‐time system is in place so that staff can take off daytime hours to make up for night and weekend work time. Despite these intentional ongoing efforts, SRLP still consistently faces challenges of high staff workloads.