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350 Wellington Hui Minutes - 21 November 2009
Kia ora
Below are the minutes from the 350 Wellington Hui 21st November 2009.
These are a reflection of the thoughts and ideas of the people who were there. There will be many other ideas out there, so please use this site to discuss further, particularly logistical details of what we do now!
Some notes from the discussion (by Emma and Josh)
Start 10.30am
Present: Joanna, Babs, Josh, Rachel, Emma, James, Ashlee, Stu, Raven, Beka, Chris, Nicola
Apologies: were plentiful
Reflection and Observations of 350 National/Wellington since the post-Bill-McKibben meeting May 2009
What we asked ourselves: what worked well (personally/ for the group), what could we do better, what would you do different?
Worked well:• New people and friendships
• Lack of a “president” or definitive leader: meant more people felt ownership
• Smaller working groups within 350 Wellington had the benefit of making meeting frequently easier
• Weekly meetings (National and Wellington)
• Learning experience
• Positive collaborations between people and community groups
• Our non- partisan political stance differentiates this movement from others- good relationship with political parties, including National
• Media messages have been positive- particularly with the schools actions
• Logan Brown coverage was effective
• We like the aim of bringing a political viewpoint on the issue into the mainstream
• Good, strong energy throughout the movement
• Able to support people’s passions, projects
• Natural groups were formed informally
• Enjoyable meetings
• October 24th put Nick Smith on the spot and was successful in creating political pressure
• The amount we have been able to achieve over a short time span
Things we can improve:• More transparency around what 350 National crew are doing and working on
• Personal objectives and reporting back on these would be beneficial- so everyone knows what everyone else (and themselves) are working towards
• Decision making needs to be more transparent- i.e. who has the mandate to make certain decisions, how do we decide who this is so that everyone has an equal opportunity
• More support was needed in the forming of 350 Wellington from National crew- transition, particularly around festival organization was not strong
• Separation in the communication and organizational structure of Wellington crew, each working group was unsure of what exactly the other ones were doing
• More clearly defined roles
• Allowing equal opportunity to all to participate in certain meetings/ decisions/ working groups
• Planning a less energy intensive yet higher impact event than a festival
• Clearer objectives and vision: personal action or political lobbying
• More publicity for 350
• Some felt they were filling too many roles, over commitment, burn-out, unsustainable energy levels, chaotic
• Some felt the festival was too long, diffuse, lacked focus on the overall message/ gave mixed messages (kiwi)
• Website requires a driver/ driving group to keep it more regularly updated
• Would like to spend more time on building relationships such as the Pacific Island church communities and less time spent on planning events/ projects
Action point suggestions (Top 3: everyone offered 3 prioritised action points)
1. Definition of roles: both of and within the National team. Structure and roles of the crews or Will Wellington and National become one crew with several working groups?
• Personal roles and structure (not hierarchical)
• Work on a decision structure for choosing roles to make the most of available skills and attributes
• Roles must be flexible and adaptable
• Form decision making groups/ strategy groups separate from operational groups/ project groups, mandated to make decisions, invitation to join goes out to everyone
2. Interteam communication: transparency, announcing decisions, one official communication channel- ning until a more suitable replacement arises
• Dialogue with regions important, shared vison etc necessary
3. Decide if we are solely a political lobby group: choose a vision, goal (s), with underlying objectives and targets
• This will lead to the creation of a clear message to the public and a campaign strategy.
Move away from festivals- energy output vs political impact
• Connect goals to our capability, be aware of what we actually can do, energy management vs time management
Leadership teams and a buddy system
The other ideas for improvement people mentioned are:• Picking projects/ groups/ partnerships to be part of the movement that fit into a framework/ 350 Wellington strategy: less sporadic
• A message that aims to empower and include all groups and people from all walks of life
• Chris is working on a fundraising document to ensure that there is continuity and the passing on of knowledge from year to year. (A knowledge bank of learnings.)
• A permanent paid team are needed to ensure that the movement can grow
• Minute taking at National Team meetings
• more talk about process
• be flexible, easy to change
• minutes, knowledge bank, inter team communication
• clear goals, can have multiple
• political non-partisan
• supporting goals and targets
• setup comms channels
• transparency
• one official communication channel, ning
• dialogue with regions regional
• decision structures for choosing roles
• move away from festival
• vision
• leadership teams
• buddy system
• connect goals to our capability, be aware of what we actually can do, energy management vs time management
Also idea floated around strategy• Strategy group may provide a structural model, offer support and a desired outcome for other groups to give their own “flavour”
• Target specific strategic groups eg. Farmers, small/ medium businesses
• Organizers as the core of the movement
• Must discuss how support for the movement will be shown: numbers per action, action organizer numbers etc
Questions- how do we make decisions?
- how do we set strategy/priorities?
who we can work with – partnerships?
personal action vs political action?
Hui attendants’ suggested strategy:
- mass mobilization of kiwis through strategically targeted campaigns
- behind the scenes representation to influence decision makers and cause system change (our role)
- use information about psychology and framing and how to be strategic – be a smart group!
Decisions:
Next meeting- Wednesday December 2: 6pm (flexible!) location TBC but probably 350 office, to talk about the candlelight vigil and continue this conversation. For now the two crews will be one big crew
Big National Hui is needed to make some decisions regarding our structure and focus, plans and goals for the coming year (venue and time- give people plenty of notice)
Fundraising push needed
End 1pm for lunch
Below are the minutes from the 350 Wellington Hui 21st November 2009.
These are a reflection of the thoughts and ideas of the people who were there. There will be many other ideas out there, so please use this site to discuss further, particularly logistical details of what we do now!
Some notes from the discussion (by Emma and Josh)
Start 10.30am
Present: Joanna, Babs, Josh, Rachel, Emma, James, Ashlee, Stu, Raven, Beka, Chris, Nicola
Apologies: were plentiful
Reflection and Observations of 350 National/Wellington since the post-Bill-McKibben meeting May 2009
What we asked ourselves: what worked well (personally/ for the group), what could we do better, what would you do different?
Worked well:• New people and friendships
• Lack of a “president” or definitive leader: meant more people felt ownership
• Smaller working groups within 350 Wellington had the benefit of making meeting frequently easier
• Weekly meetings (National and Wellington)
• Learning experience
• Positive collaborations between people and community groups
• Our non- partisan political stance differentiates this movement from others- good relationship with political parties, including National
• Media messages have been positive- particularly with the schools actions
• Logan Brown coverage was effective
• We like the aim of bringing a political viewpoint on the issue into the mainstream
• Good, strong energy throughout the movement
• Able to support people’s passions, projects
• Natural groups were formed informally
• Enjoyable meetings
• October 24th put Nick Smith on the spot and was successful in creating political pressure
• The amount we have been able to achieve over a short time span
Things we can improve:• More transparency around what 350 National crew are doing and working on
• Personal objectives and reporting back on these would be beneficial- so everyone knows what everyone else (and themselves) are working towards
• Decision making needs to be more transparent- i.e. who has the mandate to make certain decisions, how do we decide who this is so that everyone has an equal opportunity
• More support was needed in the forming of 350 Wellington from National crew- transition, particularly around festival organization was not strong
• Separation in the communication and organizational structure of Wellington crew, each working group was unsure of what exactly the other ones were doing
• More clearly defined roles
• Allowing equal opportunity to all to participate in certain meetings/ decisions/ working groups
• Planning a less energy intensive yet higher impact event than a festival
• Clearer objectives and vision: personal action or political lobbying
• More publicity for 350
• Some felt they were filling too many roles, over commitment, burn-out, unsustainable energy levels, chaotic
• Some felt the festival was too long, diffuse, lacked focus on the overall message/ gave mixed messages (kiwi)
• Website requires a driver/ driving group to keep it more regularly updated
• Would like to spend more time on building relationships such as the Pacific Island church communities and less time spent on planning events/ projects
Action point suggestions (Top 3: everyone offered 3 prioritised action points)
1. Definition of roles: both of and within the National team. Structure and roles of the crews or Will Wellington and National become one crew with several working groups?
• Personal roles and structure (not hierarchical)
• Work on a decision structure for choosing roles to make the most of available skills and attributes
• Roles must be flexible and adaptable
• Form decision making groups/ strategy groups separate from operational groups/ project groups, mandated to make decisions, invitation to join goes out to everyone
2. Interteam communication: transparency, announcing decisions, one official communication channel- ning until a more suitable replacement arises
• Dialogue with regions important, shared vison etc necessary
3. Decide if we are solely a political lobby group: choose a vision, goal (s), with underlying objectives and targets
• This will lead to the creation of a clear message to the public and a campaign strategy.
Move away from festivals- energy output vs political impact
• Connect goals to our capability, be aware of what we actually can do, energy management vs time management
Leadership teams and a buddy system
The other ideas for improvement people mentioned are:• Picking projects/ groups/ partnerships to be part of the movement that fit into a framework/ 350 Wellington strategy: less sporadic
• A message that aims to empower and include all groups and people from all walks of life
• Chris is working on a fundraising document to ensure that there is continuity and the passing on of knowledge from year to year. (A knowledge bank of learnings.)
• A permanent paid team are needed to ensure that the movement can grow
• Minute taking at National Team meetings
• more talk about process
• be flexible, easy to change
• minutes, knowledge bank, inter team communication
• clear goals, can have multiple
• political non-partisan
• supporting goals and targets
• setup comms channels
• transparency
• one official communication channel, ning
• dialogue with regions regional
• decision structures for choosing roles
• move away from festival
• vision
• leadership teams
• buddy system
• connect goals to our capability, be aware of what we actually can do, energy management vs time management
Also idea floated around strategy• Strategy group may provide a structural model, offer support and a desired outcome for other groups to give their own “flavour”
• Target specific strategic groups eg. Farmers, small/ medium businesses
• Organizers as the core of the movement
• Must discuss how support for the movement will be shown: numbers per action, action organizer numbers etc
Questions- how do we make decisions?
- how do we set strategy/priorities?
who we can work with – partnerships?
personal action vs political action?
Hui attendants’ suggested strategy:
- mass mobilization of kiwis through strategically targeted campaigns
- behind the scenes representation to influence decision makers and cause system change (our role)
- use information about psychology and framing and how to be strategic – be a smart group!
Decisions:
Next meeting- Wednesday December 2: 6pm (flexible!) location TBC but probably 350 office, to talk about the candlelight vigil and continue this conversation. For now the two crews will be one big crew
Big National Hui is needed to make some decisions regarding our structure and focus, plans and goals for the coming year (venue and time- give people plenty of notice)
Fundraising push needed
End 1pm for lunch
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