From “Permaculture and climate change adaptation”:

1. Foreword

2. Background

   1. Climate Change: From Adaptation to Transformation

   2. Permaculture and Climate Change Adaptation

   3. Cultivating a Global Climate Change Action Research Community

3. Perspective, Local and Global

   1. Indigeneous Peoples, Climate Change and Permaculture

   2. Global Perspectives: Biomes, Planetary Boundaries and Sustainable Developmental Goals

4. Strategies

   1. Water Regulation and Management

   2. Soil Protection and Restoration

   3. Revegetation

   4. Agrodiversity

   5. Agroecology

   6. Creation and Use of Microclimates

   7. Bioclimatic Building

   8. Energy Descent

   9. Bioregionalism and Economic Localisation

   10. Regenerative Enterprise

   11. Commons-based Governance

   12. Social Technologies

   13. Conflict Transformation

   14. Personal Resilience

   15. Changing Worldviews

   16. Indigenous and Local Knowledge

   17. Popular Education

5. Future Steps

   1. Permaculture and Climate Policy

   2. Climate Change Statement and Action Plan

6. Endnotes

Work in progress

From https://universite-du-nous.org/a-propos-udn/sa-gouvernance/

The bases of governance according to the UdN

THE PRACTICE OF THE CIRCLE

It is one of the pillars of our practice. It invites us to work in depth on ourselves, pushes us to transgress our conditioned and egotistical behaviors, and opens us to new paradigms regarding our relationship to group communication, work, power, responsibility, individual sovereignty and authority. It allows us to come and work on the posture of cooperation and empathy. Respect for the word of each person is one of the fundamentals and conciseness of expression is learned.

THE RELATION OF EQUIVALENCE

The equivalence relationship is an imponderable of the organization which aims to function in shared governance, it is lived through decision-making processes that allow listening, questioning, and the expression of feelings. It is concretized by a right of objection granted to each person.

POWER SHARING

For us, sharing power does not mean that "everyone decides everything". The idea is to function in a relationship of equivalence to power but with perimeters of authority attributed to a person or an authority. It is necessary to our need for structure that precise roles attributed to people bring clarity, that they are constructed collectively and that in the end we know precisely "who has the power to decide what". Sharing power implies finding the right articulations between the mobilization of collective intelligence and individual sovereignty, between verticality and horizontality.

THE DISSOCIATION OF SPACES

In order to make the organization efficient we dissociate the work spaces according to the typologies of subjects treated. For example, we distinguish between spaces for structuring the organization (⅓ from the maximum time allotted per person) and spaces for operational implementation. The structuring spaces can be addressed separately on the subject of strategy, or governance, or management by tension. The implementation areas can alternate between times of emergence and creativity, and times of actual implementation.

THE MANAGEMENT OF MEETINGS BY TENSION resulting from the holacracy™

Tension is perceived as a gift. Tension is experienced by members of the organization in the implementation of their work, it is a sign that somewhere the organization is asking to evolve in order to move forward; it is presented and dealt with in the appropriate space, either by adjusting a role or creating a role or task. The organization is thus in constant evolution and cleaning to move with fluidity and agility towards what it has to do.

CONFLICT MANAGEMENT AND MEDIATION

We have a vision of conflict within a group as one of the inseparable phases of its evolution, a march towards its maturity. The conflict being the moment when people assert themselves, being able to become one of the motors of collective action, allowing to generate creativity, return on the task. For this reason, conflict is not seen as a synonym for rupture, as is often the case. It is dealt with in specific, secure spaces that allow us to go beyond it, to transcend it, to allow everyone to express themselves in a respectful manner and to remain focused on the organization's goals.

Mission statement into action

or: WHAT ARE WE DOING HERE?

How do we make the meetings productive for the mission that we set (see top of thread for mission statement)?

This includes two parts:

1. Review the mission set at the top of this thread, making sure it is agreed upon all the the members

2. Define actions for the meetings to advance on the objectives

My point of view is that the projects that support the mission are starting already or will be born when the need will rise from the community. When the need is there (e.g. education, energy, water management) individuals from the community will organically bring them forward. As opposed to trying to prioritize and manage all different aspects of the lives in the community. Therefore, I believe we should focus our force to provide support and assist the projects on different aspects. This includes first exploring methods of social governance, non violent communication, project management, people management, finance and funds, legal advice, etc. Second, is promoting the information and tools so the initiative projects have all the means to manifest and operate successfully and effectively.

The way I see it working on the practical level, is to act in two dimensions. The core group frequent meetings, where we research what are the limiting factors for projects, explore the tools, and promote methods and information. Maybe it is also a good moment to add that i feel the core group at the moment is lacking in term of diversity of the members (age, family status, living conditioned). Big benefits arise when this can be more representative of whole community it serves.

The second dimension is regular wider meetings that include whoever is interested and does not require commitment to participate. These meetings can include updates of the services and tools being explored and provided by the core group, some educational content (on any of the subjects that can benefit the community), and of course networking and making creative connections.

much love❤️

So how do we go about reviewing the mission statement? Is it possible to suggest a change and vote on it?

In my humble opinion the mission statement is a bit vague and doesn’t flow well.

I heard the word platform. Are we a platform? I suggest something like Platform for regeneration of culture, environment and economy of the freguesia of São Luís.

@Adam the workshop I proposed as many objectives aside building the gfoup, one if this is to talk as a group about mission vision and aim. The group will do that on the second session.

Do you find it useful to start bringing up points on here so the session regarding mission vision aim be more productive? (People gain time to reflect and get clear in their opinions)

@Adam

So how do we go about reviewing the mission statement? Is it possible to suggest a change and vote on it?

It is.

I heard the word platform. Are we a platform?

"The plateform" is this Framavox' instance of Loomio.

@Yuly🌻

Do you find it useful to start bringing up points on here so the session regarding mission vision aim be more productive? (People gain time to reflect and get clear in their opinions)

This plateform is (also) made for it.

@Yuly🌻 super nice reflections.

Following your comments on: the way of service to what can emerge, I believe that there is also some specific conditions we could support to set, so more projects willing to have a positive impact locally could thrive and emerge.

I believe that eco-social mapping, and on-line plataforms that facilitate cooperation are some of those.

Of course presential gatherings sharing relevant tools to promote a culture of collaboration are crucial for deep cultural transformation and the building of relationships.

In this line, I believe  @Ciro and @NOY are willing to do something like that within this group.

Me togethee with Rafaela and Aicha are leading a group with the topics of:

IKIGAI, NonViolent Communication, Conflicts, Leadership, The work that reconnects and Sociocracy3.0

In relation to @Adam comment on: the purpose, I like the words of regeneration and integral and also weaves together a lot of movements all around nowadays. If we are up to use those concepts I would like to have a philosophy meeting just to debate and align on those words.

From my perspective, the driver I follow with my particiaption in this group is on:

community organization

For the emergence of a local cooperative culture

Hugs,

J