Abstract

© 1998 The Adelphiasophists and AskWhy! Publications. Freely distribute as long as it is unaltered and properly attributed
Contents Updated: Monday, 14 November 2005

The Purpose of It

Adelphiasophism is not a national or international institution. It is an outlook, a lifestyle, a philosophy, or a “weltanschauungen”. So, all kinunities of Adelphiasophists are independent and self-supporting. It does not mean we have to be amateurish, and effective work demands effective organization. Individuals will decide whether they want to work as AS or work, as has been most common so far, as members of other kinunities like Greenpeace or trades unions. Some though, do like to form closed kinunities or covens for celebrations of Nature and for discussion and stimulation, even when they do not campaign as a kinunity.

People are often excluded from organisations which affect their lives, the lives of their relatives, friends and neighbours and their environment. AS sees as part of its protection of the goddess, the involvement of as many people as possible as saviours of the earth, while minimising exploitation and disruption of it. A society whose members together accept resonsibility for the conditions it produces, and works jointly and dutifully to improve them is healthier than one whose members are isolated, selfish, cynical and apathetic except for concern over their own rights. AS aims to promote collective responsibility and action. AS therefore aims to:

1. remain voluntary—no one should be paid and thus come to think they are better or more essential than anyone else.
2. supply information, advice, guidance, assistance and material resources to people in support of its aims
3. make and maintain contact with, and enlist general support from, people in the social community and from other organisations who are interested in compatible aims
4. form kinunities of people to discuss aims compatible with those of AS, and research towards them, to publicise their findings to encourage popular support for the goddess

Why Kinunity Volunteers?

1. Kinunity voluntary work is a way of bringing people in the community into active involvement in seeking to improve the world in the ways desired by AS—making the transition from community to kinunity.
2. Problems are more likely to be relieved the more people there are directly involved.
3. A society whose members work together to improve the environment is more pleasant and social than one whose members are untrusting and selfish.
4. Volunteering increases the resources available to society to meet needs and bring about desirable changes.
5. Kinunity volunteers can pioneer new ways of working and can sometimes take risks that paid workers might hesitate at.
6. Payment requires resource exploitation whereas kinunity provision implies resource conservation.
7. The reward for work need not only be pay. Useful work is satisfying in itself to kinunity volunteers who get pleasure from the outcome.
8. Volunteering can give companionship, motivation and satisfaction to people unable for various reasons to work.
9. Kinunity volunteers can develop their skills, competence and confidence while improving the effectiveness of AS.
10. Governments and local authorities will often not undertake to finance environmental work that is necessary. AS kinunity volunteers will always be needed for necessary projects that governments will not do, or to pressurize them into doing it.

Guidelines

1. AS welcomes kinunity volunteers who support our aims regardless of race, sex, colour and whether disabled or able bodied.
2. A volunteer’s role must be agreed beforehand in discussion with the local kinunity.
3. A volunteer’s capacities and talents should be matched with the tasks to be tackled, but AS should be aiming to develop the skill’s of kinunity volunteers to make them more effective in helping to save the world.
4. When kinunity volunteers seem not to be coping, the kinunity leaders should find work more suitable to their competence without needing to imply failure. Everyone ought to be able to do something suitable and satisfying to preotect the Goddess.
5. Kinunity volunteers will be given “Guidelines” like these to show what is expected of them.
6. Records of the work done by kinunity volunteers should be kept for monitoring progress and judging completion.
7. AS encourages kinunity volunteers to contribute to developing its work, attend planning convents and contribute to AS activities. Kinunity volunteers should practice what AS preaches.
8. All kinunity volunteers must be invited to AS ceremonies, and general convents and be able to participate. Special convents they should be able to attend as guests.
9. Kinunity volunteers will be invited to all schools and lectures arranged by local AS, and have the chance of understanding better the policies and practices of the AS worldview.
10. Kinunity volunteers should be able to see an outcome which they can claim was a result of their own work, or which they helped to finish, to give them a sense of pride in saving the environment.

No work intended to be for profit should be done by kinunity volunteers, or any other volunteer. It should be paid for properly out of the profit by the profiteers, and the accounting of it should fully cost in the disruption it creates so that the community will realise its true economic cost.

How To Start An AS Group

There are no rules about AS covens—how they should be formed or how it should be managed. Subject to the single rule of the organization—not to offend the world directly or indirectly—that has to be followed for them to be AS, kinunities can do anything they wish. To start an AS kinunity, begin by sounding out others. To even think about it, you are likely to have spoken to others about the idea, and if some are sympathetic you have a core. Whether to have a small committee or an open meeting where everyone can participate in policy decisions is a matter for the kinunity to decide. The latter is the aim, but it is better to begin small and particular. Run the kinunity with the steering committee until it seems likely that there will be enough interest for a public meeting.

So, get together half a dozen or so interested and committed people to plan forming a local kinunity and to formulate a simple project. This project may not be adopted, but it is important to present some form of concrete action to a new kinunity in order to get it involved as soon as possible, before enthusiasm wanes. A useful project at the outset is to make a local AS newsletter based on some simple survey of opinion. It is quite easy to do these days with computers and publishing software, like PagePlus, relatively cheap. The same material can then be the basis of a website, or vice-versa.

Once the steering group has done a small project, the results can be presented to a wider group who might be interested in taking the idea forward. A public meeting can be called if decided to bring together more interested people and to launch the kinunity formally. Don’t do it unless the attendance can be guaranteed to be respectable. It will present the first opportunity for major press publicity. At the public meeting that the steering committee will be announced as the kinunity’s steering committee, mandated to launch the group as an AS kinunity. Arrange to meet and discuss the purpose of the kinunity with anyone new interested in being active.

• Get a feature or a long letter in the local paper about the result of the initial project or some relevant local issue that AS can take a stand on, to draw attention to the formation of a local kinunity.
• Collect some challenging preferably local information on the issue and produce an informative and encouraging broadsheet. Send this and the notice of the public meeting to anyone you think ought to be involved, eg political parties, branches of trades unions, environmental bodies, and neo-Pagan kinunities.
• Contact other local bodies and kinunities that might be interested.
• Each person at a public meeting should be given some free information to take away, even if it is only a simple notice of aims. Place it on the chairs before people enter. Provide a well~stocked literature stall. Ask other local kinunities with related or complementary aims to provide literature for the stall.
Before the meeting ends, get the names, addresses, and telephone numbers of those who wish to join the kinunity.

A small private AS kinunity does not to need a formal constitution, but once the group begins to act publicly, it is as well to have one for self protection, just in case an infiltrator accuses the kinunity of some larceny. Then it is as well to adopt a constitution and meet publicly with the assurance that the kinunity can show it is merely doing what it was set up to do—providing that it does! Public meetings are useful for inviting speakers and engaging the public on relevant issues. In some places the AS might be the only ones able to do it.

Committee Or Open Meetings

Once established, have open meetings regularly, say monthly but make sure someone is responsible for particular duties, eg chair, secretary, treasurer, publicity officer, membership secretary, newsletter editor plus a convenor for each project. Do not call purely practical public meetings too often - people will not come. Better to mix it with a suitable celebrations, perhaps with a simple ceremony, and some activity such as poetry. Practical public meetings are best confined to a specific subject, with good speakers and possibly co-sponsorship with some other interested group.

A kinunity needs activists but sleeping members are important too, even if they only contribute a little money a year. People want to be active—use them:

• Do not let your members’ interest and time be wasted.
• Try to involve every member of the kinunity in some activity.
• Members will soon fall away if they are not given something to do.
• Not all members want to undertake the skilled work of educating and advocacy, but every kinunity needs interviewers, administrative and secretarial help, someone to duplicate and distribute the newsletter and people to raise money.
• Telephone people and ask them to do something by a certain date.
• One way to keep people interested and involved is to produce a regular newsletter.

Finance

Every kinunity should be self-supporting. Generally the financial transactions are small, but the treasurer should:

• open a bank account on behalf of the kinunity
• keep an account book recordhg income and expenditure for each year
• keep a petty cash book
• keep a payments received book
• have the accounts audited annually and the audit presented to the kinunity AGM

Group Activities

AS members cannot be saviours unless they do something to actually save the world. The minimum is to pay a donation to some AS group to help others to be active, and for frail and infirm members that might be all they can do. But everyone should try to model their lives around the maxim not to offend the earth directly or indirectly. The most active will want to do more than that, and will want to work with others to achieve real change in the way the Goddess is treated. Often AS has been a perdsonal commitment, but joint activity is needed with the world run by cynical and greedy exploiters. Some therefore will want to work as a kinunity, a collective, a college or a coven depending on the type of neo-Paganism preferred.

For AS to be effective in campaigning for change, its members need to:

• understand AS’s main philosophy and strategies, particularly its commitment to saving the world
• relate all its activities to this aim
• realise that it is contrary to claim to save the world while seeming to wreck it—AS believes in direct action so long as it does not offend the earth, so it must be aimed at inconveniencing people and society to achieve its ends not causing damage

The implications of human greed for the safety of the world are widespread and so the opportunities for joint action are many. AS has no center. It is a set of interconnected nodes like the internet itself. Each local group can act as a stimulus to others, and by its initiatives highlight important issues and exchange evidence needed to argue for change in the courts and in government. Local kinunities ought to be more ready than they have been to set up websites. Since AS is a new outlook on life, its members are spread thinly, but through the web you can make contact with others near you who have accepted a personal commitment to an AS outlook, or are interested in so doing.

Kinunities need not think they have to be always sitting down in front of trucks or policemen to be doing useful work, though that is a good way of getting noticed and getting action from the authorities.

• Showing the interrelationships of Nature, how we are destroying them, and soon will destroy ourselves, if we do not cease it. We need to be passionate about it, but to remember that we are the human ones—keep a contrast in our beheviour from the destroyers and murderers.
• Educating members and the public about issues of conservation, ecology, and human health and poverty in the uneven and exploitative world we are in is a necessary beginning to achieve change in existing policy and new acceptable policies that favour a better Natural world for us and our children to live in. Perhaps setting up stalls and a house information service to ensure that people get proper information on the issues.
• Investigating the kind and degree of local abuses of good stewardship of Nature, and the operation of social policy in respect of the environment by local government and corporations.
• Providing an information and advocacy service to defend the downtrodden, people steamrollered by government and business into enduring what they abhor.
• Monitoring the public and private authorities to make sure they are advertising, administering and implement the law when it is beneficial, and exposing them as crooks when they are not.
• Exchanging experiences with other groups, bonding and building unity among each other and the public at large, and encouraging a reverence for the natural world.
• Winning new members and raising awareness thereby.
• Raising funds to promote AS objectives.

Education

• Local kinunities should want to keep the public informed.
• Produce a local newsletter, and website, and distribute it to members who have no access to the net, local politicians, the press, trades unions, etc.
• In every town, dozens of local groups such as political parties, women’s organisations, youth groups, social workers, church assemblies, etc) are looking for speakers for their regular meetings. Take the chance to speak to them. Find out which members are good public speakers and have the necessary knowledge, and put together a speakers’ panel, so that someone can be sent to address meetings of other organisations and when invited. Put together speakers’ notes on the pressing issues, especially to encourage newer members to practise speaking for AS. Encourage local groups to submit resolutions, where appropriate, on the issues like:
  • The causes of environmental degradation, and its local effects
  • The case for public action to alleviate future problems
  • The need for better law to protect the environment long term, even if it has short term social disadvantages
  • The consequences for health and our children’s environment of what we are doing now—selfishness
  • What an AS lifestyle means, and what the local kinunity is doing and why, and all peripheral issues related to environmental damage.
• Seek publicity through the press when appropriate and by contacting other local organisations. Write to them. Advertise the availability of speakers in the press, local government, social service journals, public libraries, luncheon clubs, youth groups, teachers, church magazines, schools, trades unions, lawyers, PTAs. The panel should meet regularly to exchange idieas and experiences, and discuss issues and problems.
• See whether adult education colleges will run a short course on subjects like neo-Paganism related to Nature and the modern environment, or simply on environmental issues from the natural viewpoint. Such courses can use national research, but it ought to be tailored to the loclality, and that is where the local kinunity has the special knowledge that distinguishes them from visiting professors.
• Approach the local paper to see whether it will feature a regular column on the environment in relation to food, health, and local facility. If the paper has a column for religions or for local organisations, then access can be tried via either of these.
• Give out or sell an AS newsletter in the local mall or market place, or set up a stall. Mention the address of the website, if you have launched one.

Publicity

Draw public attention to the issue of environment as something that is not distant and academic, but as something that will certainly effect our kids seriously, even if it impinges little on us. Nothing will happen if people do not change their opinion in favour of saving the world. Big business is not interested in damaging the world. Its measures of success are all short term and so they do not register, even if the leaders of industry are not selected from the greediest and least honest people. The whole kinunity should be publicity minded, but constantly discussing long term goals as well as immediate opjectives helps keep the issues in mind. A good communicator should be publicity officer.

To get into the newspapers, you need to have real news based on action, cases and backed by facts, and it is always a good idea to maintain regular contacts with an editor or local reporter. They have a job to do getting news, and if you can give them real stories about something you are doing or have researched locally, then they are grateful. So:

• Make the kinunity known to people in the local radio and on local newspapers by personal contact.
• Keep these people informed of all your activities—send circulars to your local newspaper regularly.
• Always include the telephone number of the kinunity’s press contact, or the secretary, if there is no one acting as the press officer, to make public comment when issuing press releases.
• Follow up a press release with a phone call.

You will be successful only if you have done something, whether a survey, prevented a tree from being cut down, set up an advice center, or whatever, and so are active. A statement of what national spokesmen and politicians have already said is not local news because a local person reiterates it. Combined with a local application of it, it is!

If someone is experienced enough to comment on the local consequences of some national news item, then very well. Make it known that you can comment on national or regional government proposals in relation to the locality—budgets, legislation, road plans, and so on. Approach TV and radio on such occasions and persuade the producer that you have something worth listening to. Give your news local flavour when it relates to national issues. The human element always tugs a heartstring, so the person who used to play under the tulip tree as a child, is worth finding and citing as a case history.

A local report you have researched that concerns some local concern or authority should be made known to them, unless you have some strong reason for thinking it might be sabotaged thereby. Normally give them the chance to reply, within a certain time before contacting the media. It is courteous to do it, and to bring about change and reform, we need good will from the local politicians and corporations as well as the public. Of course, if the politicians are bent, and corporations intransigent, there might be no room for such niceties.

Research

Collect local facts about conservation and ecological issues, then use them to call attention to and provide background to any campaigns. kinunities could carry out local research on:

• planning applications—keep them under review
• supermarket surveys, such as local versus shipped in “fresh” produce, compared with the situation of local producers
• grant surveys—are people aware of grants for conservation projects? Are the local authorities publicising them properly?
• education—are the kids being taught proper ecological facts in schools. God is not the issue here, but the life of the world as we know it.
• how do environmental issues relate to other issues such as wages? Are the exploiters of the environment the exploiters of the poor too?
• compare local corporations’ records on conservation issues. The same for the local authorities. Seek out best practice and campaign for it as a minimum.
• check the quality of the food on offer in places like the public schools. Is it GM? Is it organic? Or is it processed fat and gristle?
What are the local facts and figures? Make government representatives work for their pay by serving the community as well as big business.

If you have enough committed people prepared to keep themselves informed, help people directly to fight their corner over environmental rights:

• Run a market stall to keep a presence in the town
• Produce the local newsletter and website, and tell people about them, as well as leaflets on specific issues. The website can be a repository and a resource.
• Form a panel of people ready to help people with representation before official bodies and enquiries. Keep records of the case studies. Know how the law is being interpreted, because it might not be how people thought it was meant to be.
• Know what and who is vulnerable to ecological abuse.

Helping people throws up cases of social steamrollering that lead on to campaigning, and one hopes to changes in social and legal practice on conservation issues. It reveals direct criticisms of government and corporate policies in practice which are often unjust but do not impinge on many people at a time.

AS can be valuable as a social center for change and as a watchdog, watching over local conservation affairs and how policies are working, then doing something about them. Ask elected representatives for information, and draw their attention to environmental issues. Do not forget the officials. They too are valuable contacts.

Secretaryship

The secretary of any kinunity is the most important office in it. The secretary is the link for nearly all contacts at the local level and the kinunity. When the kinunity is public, the secretary’s should be the phone number listed for AS in the telephone directory. It is important that letters be answered quickly and that information and circulars are read and passed on to the others in the group. The ineffective kinunities are generally those who have a lazy secretary.

Me a secretary? What do I do?…&;

1. Before a meeting?
2. During a meeting?
3. After a meeting?

1. Before the meeting

• preparation of the Agenda—often fairly standard but still need to know what is coming up; any relevant correspondence, reports, motions, etc
• agree agenda with chair
• posting of the Agenda to the members (at least one week before for an ordinary meeting
• posting of notices of the meeting where they will be seen, eg notice boards, etc, circulation via reps, etc “pull them in”
• ensure that the meeting place is adequately prepared eg room big enough? lighting and heating OK? plenty of chairs etc
• ensure that your work is well prepared Minutes, Agenda, correspondence, any reports, etc.
• Promote activity—do not wait for business to arise

2. At the meeting

Have rule book and kinunity standing orders, if ther are any, rules of chairship, all at hand to help settle procedural problems.

Guide To Procedure At Meetings

• Agenda. The agenda is a list of the items to be dealt with at the meeting.
• Quorum. A quorum at any meeting of the group committee or its sub-committees should consist of a majority of members elected to the committee.
• Motion. A motion is a formal proposal to a meeting. It should be worded in the affirmative and propose definite action. Wording should be precise and clear and must not traverse the ground covered by a previous motion which has been moved at the same meeting. When agreed to by the meeting a motion becomes a “resolution”.
• Proposer. One who proposes a motion to a meeting. The proposer is allowed two speeches on any motion, one at the opening of the discussion and one in answer to the debate at the close of discussion. If more than one amendment is moved the proposer may exercise his second speech (known as right of reply) on anyone of them but cannot then speak again.
• Seconder. The first to speak after a motion has been proposed. If a seconder indicates formal support of the motion she can, with the Chair’s permission, reserve his right to speak at a later period in the debate. A motion not seconded automatically falls.
• Amendment to Motion. An amendment seeks to alter the original motion. It must be moved and seconded. The amendment can (I) add words; (2) delete words; (3) substitute words; (4) make counter proposals; (5) make an amendment to an amendment. Like motions they should be worded in the affirmative. Direct negatives to the motion are not amendments. Several amendments may be moved to the same motion. They are debated one at a time. No member may move more than one amendment to the same motion.
• Speakers. All present at the meeting can take part in the debate but can speak only once on a motion. They can speak again, however, on an amendment.
• Motion for next business or vote to be taken. Debates may be closed by members moving either" that the meeting proceed to next business" or that" the vote be now taken." Such motions shall be moved and seconded only by members who have not previously spoken on the motion under debate. If the motion for" next business" is carried, the meeting proceeds to the next item on the agenda. If it is not carried, discussion is resumed. If the motion for the vote to be taken is carried, the mover of the original motion has the right of reply before the vote is taken. Motions for" previous question" shall not be allowed.
• Point of Order. A request for a point of order, which is a question regarding the procedure of the meeting, is taken by the Chair at the time it is called. It is the only occasion when a member may rise to address the chair during a speech. Members raising points of order must seek to prove one or more of the following:
  1. that the speaker is digressing from the subject of the motion
  2. that the speaker is using unparliamentary language
  3. that one of the rules of the kinunity is being broken
  4. that there is an infringement of Standing Orders or of the customary rules of debate.
• Voting. Voting is by show of hands except when a ballot of the meeting is demanded before the question is put. Such a demand must be supported by at least one-third of the member’s present.

Agenda

There should be an agenda made out for every meeting of an organisation. It is not necessary that this should be circulated before ordinary meetings, but if possible it should be displayed in a publication or on a notice-board beforehand.

The secretary should draw up the agenda in conjunction with the chair, but quite frequently she draws it up on his own, bearing in mind the chair’s suggestions, and gives a copy to the chair before the meeting. Although the agenda is not posted to all members, it is quite usual to give notice of the meeting on postcards on which can be mentioned any special business that is going to be discussed.

When the meeting opens, usually before the minutes of the last meeting are read, the chair or secretary should read the agenda so that all members will know what is before them. This is more important in big meetings or in those meetings where an adjournment is almost certain, or where it may be desirable to ask for certain items to be taken out of their order as laid down by the agenda. The chair may do this if she wishes, and if a reasonable request is made by a member to take certain matters first, she should usually accede to this wish.

• Specimen:
  1. Apologies for absence
  2. Minutes of previous meeting
     • Should be read by the secretary not the chair unless they have been printed and circulated.
  3. Matters arising
  4. New members
  5. Financial statement
  6. Executive reports and reports from sub-committees
  7. Motions
  8. Correspondence:
     • should be read by the secretary
       • Official
       • Members
       • Other people
     • letters only should be read in full circulars should be summarised
  9. Reports from delegates (if any) to outside bodies
  10. Visiting speaker
  11. Date of next meeting
  12. Any other business

Visiting speakers: look out for the speakers’ arrival, make welcome, get a few details to help the chair’s introduction.

Matters Arising

It is customary after the minutes have been passed for the chair to ask if there are any matters arising from the minutes that members would like to raise. This section of Matters Arising is quite often abused, but where it serves a very useful purpose is, for example, when the secretary has been instructed in the minutes to do something, then under Matters Arising she reports the result of that action.

The chair should not accept any motions under Matters Arising except in very exceptional circumstances. Such matters as are likely to arise are usually dealt with under Any Other Business at the end, or if they are matters of importance or are controversial, they can be placed on the agenda for the next meeting.

Regular Business

Following the item Correspondence the agenda should include the first of the regular items. Such an item might occur wher the association is itself a member of a larger organisation. Individuals will be delegated to attend meetings of the larger organisation and should report on the last meeting of the appropriate organisation and will receive their instructions on how to vote at subsequent meetings. It is most important that there should be discussion before the delegate votes. In most cases even if they were not delegated, they would probably vote the same way, but quite often a discussion will enable delegates to have a sounder grasp of the question involved.

Motions

Following reports by delegates and on the business that they might raise, the meeting can then give its attention to any propositions or special items which have been placed on the agenda. It usually helps to make business interesting if at least one of these is placed before each meeting. There may be discussion on fund-raising, promotion, exhibitions, publications or on any of the hundred and one other things which may be interesting to the association. There is no necessity at an ordinary meeting to set out a specific propostion, but the general topic may be indicated on the agenda.

Any Other Business

There may be several items of special business on the agenda and the secretary should make the last item AOB. This is a loophole in case she should have forgotten something, and it will also enable him to deal with anything unexpected which has arisen in the last few days between the preparation of the agenda and the meeting itself. It is not always possible to have a week’s notice of everything that has to be discussed at the meeting and these matters can be dealt with under AOB.

Strictly speaking, any business can be dealt with under this heading, but the chair will be failing in his duty if she allows contentious or important business to come forward here unless it is urgent. Contentious business, over which there is likely to be a dispute, should always be placed on the agenda. Important business should always be discussed only after notice has been given, unless it is vitally important that action be taken immediately.

However, under this heading it is possible to discuss many of the minor items on which the secretary requires guidance. In some organisations the secretary may mention, under AOB, some of the special items which it is intended to bring up at the next full meeting, so that members may consider these in the interval between the two meetings. This is not, strictly speaking, part of the agenda, but it considerably assists the working of the association, since the members have had time to think over what they are going to say and do not say, as I fear some do, the first thing that comes into their heads.

3. After the meeting

1. Make sure the meeting room is left in a tidy state!
2. Minutes: complete minutes while events are fresh in your mind and enter into Permanent Record, extract business te be dealt with.
3. Chair: meet to discuss business of the meeting and to agree decisions on matters to be dealt with.
4. Press: arrange for report to Press (local newspaperi immediately on matters that are interesing—this is important.
5. Correspondence: The secretary is the corresponding member of the kinunity. Only the secretary should write letters on behalf of the kinunity except on purely financial matters when it would be the treasurer. It should not be the chair. Deal with as soon as possible:
   • replies on matters before the meeting and still pending or concluded
   • filing of circulars and letters in chronological order for simplicity
   • posting—keep list of letters sent and postage used.
6. Keep your all other concerned people informed

Important points

1. See that meetings are held regularly and at the same time
2. Plan programme of speakers well in advance and for three months at a time
3. Check that delegates local bodies, etc are attending those bodies regularly and are reporting back to the kinunity
4. the Annual General Meeting is for electing kinunity Officers for the following year and to have reports summarising the year’s work—no ordinary business is transacted; if necessary an AGM should be followed immediately by an OGM for ordinary business
5. Always deal with matters involving money immediately and send receipts.

Minutes

The minutes of the last meeting appear first on the agends and these are read to the members and then signed as a true record by the chair if the members make no objection when asked if they agree that these are a true record. It should be noted that these minutes should be those of the last similar meeting. Thus the minutes of the AGM can only be passed at the next AGM and not, as is frequently done, at the next ordinary meeting. In this connection it is recommended that the minutes of the AGM should be read at the next ordinary meeting, so that members may make any correction they wish while it is fresh in their minds, but they will not be formally passed until the next AGM.

The second point to note on the reading of the minutes is that the only purpose of these minutes is to ensure that there is a correct record of the business of that meeting. Therefore only those who were present at that meeting can take part in any discussion on them, and only they can vote that they are, or are not, a correct record. It is sometimes necessary for the chair to remind some of the less experienced members that they cannot "wipe out" a proposition by asking for it to be deleted from the minutes. The reading of the minutes is not in any sense to confirm the business of the previous meeting, but just to make a record of it.

There should always be a proposer and seconder to the motion that the minutes of the last meeting be passed, and it should be formally put to the vote. According to many association rules the names of the proposers and seconders of all motions, including unanimous and formal motions, must always be included in the minutes. This is actually unnecessary, but the secretary would be well advised to stick to the letter of the rules, even if they do cause unnecessary work.

The minute book, like the account books, should never have a rubber used on it, and if corrections have to be made, then this should be done by a single line crossing out whatever is necessary, and the fresh words inserted in ink. The chair should not only sign the minutes at the end, but initial all alterations. If a rubber were to be used, then it would be possible to alter the minutes after they have been signed as a true record, and although this is not likely to be important in most associations, the proper procedures should be adhered to.

1. The minutes are the complete record of the meeting. They are not a verbatim report of every word said but should record:
   • all decisions made by the committee in full.
   • the key point about reports or information given by members
2. The secretary must therefore take notes of the buslness transacted being particularly careful to take down precisely any motions or amendments from the floor. Insist, if necessary, that motions are read at dictation speed.
3. Sometimes the secretary will have an Assistant secretary or a Minutes secretary to help take the notes but it is still the secretary’s duty to ensure that the minutes are accurately recorded.
4. At the meeting the secretary will read the minutes from the minutes book or will have duplicated sheets of minutes to hand to members. The chair will ask, “Are the minutes agreed a correct record?” and if everyone agrees the chair will then sign and date them in the book,
5. SometImes the accuracy of the minutes is challenged. On minor points eg a missed apology, insignificant phraseology, etc, the secretary will concede. If, however, the secretary thinks the correction is wrong, the proposed amendment will have to be put to the vote as an amendment to the proposal to sign the minutes as a correct record. The secretary should be on guard for unscrupulous attempts to reverse decisions by claiming the ffilnJtes are incorrect.

Correspendence

Following Matters Arising the secretary will read any correspondence which has been received since the last meeting and discussion will take place on the individual items. This correspondence is not usually recorded in detail when it comes to write minutes up afterwards. For example, if a notice of events held by an association in the same industry is received, this will be read out at the meeting, but it is not necessary to record the details in the minutes. On the other hand, where a letter is received that requires action by the association, then this should be noted and a motion put forward instructing the secretary on what she is to do. It is not usually necessary to have a formal motion on comparatively minor items, but if anything of major importance comes up, then there should be a motion with a proposer and seconder.

1. Correspendence should be arranged with care. Any previous letters er reports referred to or relevant to the correspondence should be at hand. So should any previous minutes that are relevant
2. Distinguish between essential correspondence ie replies to letters previously sent, instructions from Head Office etc, and circular letters and circulars. Normally only essential correspondence need be read, and then only the important paragraphs. Having read the letter the secretary should suggest an appropriate action to start the discussion.
3. Circular letters and circulars can be dealt with on a selective basis by the secretary. Much non essential correspondence can be passed round in a folder or better still if possible type a list of correspondence to circulate to members and invite them to raise any that might interest them.
4. A secretary nowadays is liable to be snowed under by circulars. It is essential that “correspondence” is not allowed to dominate the meeting.

Keeping the Press informed

1. The local newspaper offers the chance of free publicity for the kinunity. Local editors are usually hungry for news as long as it is news. Remember though today’s news wraps tomorrow’s fish and chips so submit your press release promptly.
2. Cultivate reporters and editors. Invite them to social events like parties and dinners—they might not come but will appreciate the invitation and remember it
3. Aim to get a monopoly on the news
4. Local newspapers will print quite a lot of what is offered if relevant to the locality
5. Telephone urgent news and leave a call back number
6. When trust has built up the newspapers will be ringing you
7. Secretaries should learn how to write an appealing press release. It should be factual, short and snappy and should cover the five Ws in the first couple of sentences ie Who, What, Where, When, Why:
   • WHO—The General Secretary of the SPU
   • WHAT—called a strike of seed packers
   • WHERE—at Sooty’s Seeds Ltd
   • WHEN—beginning on Monday
   • WHY—Management at the company has sacked 8O workers in breach of the recently signed lifetime employment agreement.
8. Make sure your report is accurate and be careful not to be libelous or to misquote people. Remember also that a matter which is the subject of legal action is “sub judice” and must not be written about before or during the court proceedings. “If in doubt, leave it out”.
9. Be brief and not too pushy. Keep the main part terse, but add a note to the editor giving the background. Then be ready:
   • Know the advantages and disadvantages of your own position and your opponent’s
   • Show that the advantages of your own position outweigh the disadvantages
   • Show that important people agree with you
   • If a cost is involved show it is fair and good value
   • Don’t belittle your opponent. By being generous where possible, especially where they have some prestige in society, you psychologically gain at their expense.
   • Have conviction in yourself and your proposal—remember its advantages
   • Be successful—plan everything carefully to minimise failure
   • Soften up your target beforehand
   • Be enthusiastic—indifference is contagious
   • Even if you have had a bad streak put it behind you—your job is to win this time
   • Remember you are persuading people so do not unnecessarily turn it into a quarrel
   • Argue politely
   • Concede minor points to your opponent so that you can win the major ones without giving the impression they are all wrong and you are all right

Duties Of The Chair

The chair can make or breakr a meeting. The chair should aim to guide, encoarage and control a meeting so that the business is completed in a constructive, positive, orderly and friendly fashion. People might decide to join or not on the basis of the conduct of the meeting, and making meetingss interesting enthuses members so that they are willing to take up the important actions decided upon. These are the Cnair’s responsibilities for meetings:

Knowledge And Clarity Aboat The Business Of The Meeting

The chair is responsible for seeing that the basiness of the Agenda is completed, and so must have:

1. a thorough knowledge of the Agenda and necessary documents
2. co-operation with the secretary—who should have the detailed knowledge of the issaes—in drawing ap the Agenda and deciding together a rough allocation of time to the items according to their complexity and importance.
3. prior thoaght and planning
4. an understanding of the broad issues to be discassed
5. a general awareness what the kinunity should do

Keeping Order

The chair is responsible, by firm impartial handling, for the proper conduct of the meeting by:

• developing an ability to handle people so that new members are helped and encouraged, while any disrupters are dealt with firmly and fairly
• ensuring that no individaal takes up too much of the meeting
• Order is more easily maintained by guiding the committee than by dominating
• a good knowledge of the rales of debate
• an appreciation that these are to assist in running effective and purposeful meetings not rales to be followed slavishly especially when the circumstances need discretion and flexibility.

Reaching Decisions

The chair is responsible for keeping the purpose of the meeting central, and ensuring that decisions are reached that address the issues, so the chair should:

• prevent time being wasted in inconclusive debate
• keep the debate constructive, that is directed to the purpose of the agenda item
• keep the debate centred on motions, so that it is always directed to some action
• clearly state the resolution when it is agreed so that no one remains in doubt, including the minute secretary
• ensure the decisions are within the competence of the meeting
• time the meeting to make sure all the business is covered

Encouraging Teamwork

kinunities work best as a team. The chair should:

• ensure the secretary, Treasarer and others with responsbilities work together in harmony.
• make sure that all the volunteers get a share of the work that nneds to be done and that it is not all piled on just a few.
• in particular, make sure that new members have something to do to make them feel a part of the kinunity.

Overseeing Finance

The chair is the legal custodian of any public group’s financial arrangements. So, the chair must:

• regularly inspect remittances to the group, and payments made by it, and the kinunity’s bank account and cheque books
• ensure that no one is able to embezzle the kinunity’s hard earned funds
• make sure the treasurer produces at each formal meeting a proper and up-to-date statement of account with relevant account books for inspection.

Meetings

At all meetings the chair must be tactful, especially when members attend that are not known or not well known and might be unfamiliar with the protocol that has worked well for kinunity meetings. Sticking to rules of debate at least at general meetings is the best practice, since informality can lead to false accusations of improper practice, so formality has a purpose. Sub-group meetings and practical meetings or workshops such as to prepare leaflets or banners, need not be formal. Moreover, when members attend external meetings to put a group point of view, it is a powerful weapon to know the rules of debate so as not to have the kinunity’s voice stifled improperly. The essential rules of debate are set out in “Guide to Procedure at Meetings”. When the kinunity has been formerly constituted, the constitution should be known by the chair and the secretary, and copies should be carried to answer questions and to prove propriety. Books are available in Public Libraries dealing with the conduct of meetings.

Negotiations

When the kinunity has meetings with officials of other organizations, whether companies or local and central government, the chair should lead the team. It should generally be a team meeting, not any individual, for the legal safety of the individuals and to ensure the group is properly represented and not misrepresented by some infiltrator or placed man. Obviously when members have been given responsibilities for some aspect of the kinunity’s work, and that is for discussion, then those members ought to be present.

Vice-Chair

The vice-chair mainly is the stand-in for the chair, and might be given competence over specific areas of the group’s work, if it takes on a wide workload. Thus the vice-chair will chair particular subgroups, relieving the chair from too heavy a burden. It is, of course, good practice for someone considered to be a likely future chair.

AGM

At the AGM, most organisations are governed by a rule which says that any motions which it is intended to put before members must be stated in full on the agenda. This is a very good thing since it is also provided for that a copy of the agenda must be sent to every member. The advantages of this are obvious, but the rule has been taken to mean that it is not possible even to make minor amendments to this proposition at the meeting, even if they do not materially alter the original proposition. This makes it possible for a secretary, if they so wish, to omit one word and then to point this out to the chair so that the matter cannot come forward for discussion. This is a pretty poor move, but one which the present interpretation allows to be done. In my opinion the chair can put a minor amendment to the meeting and, if it is accepted, incorporate this in the proposition as set out in the agenda. Note very carefully, however, that this only applies to a minor amendment and not to anything materially affecting the original motion.

Summary

1. The agenda need not be sent to every member except in the case of an Annual (or Special) General Meeting.
2. Items that appear for each meeting are as follows:
   1. Minutes of the last meeting
   2. Matters arising
   3. Correspondence
   4. Regular business
   5. Any special motions—For a normal meeting the topic for discussion only will be suggested, but for Annual (or Special) General Meetings the actual wording of the proposition it is intended to discuss should appear on the agenda.
   6. Any Other Business—This should only be minor or urgent business. Contentious matters should not be considered without due notice being given

Researching for a Report

Research is to take a fresh look at facts and issues in some topic important to us. AS is concerned about the social use and conservation of resources, and by investigating social usage we hope to argue for better use of our resources whether ecological, geological or moral. The aim is to ensure that options are explored sensibly and intelligently, and that questions are asked about practices that have become fossilized. Information does not come to us by revelation but by honest enquiry, and that is why we need to do research. The AS enquiry probes settled assumptions and challenges time worn habits that are spoiling our world. We seek practical improvements and to identify wider reforms.

Kinunity leaders should help the enthusiasm of new and young members by encouraging them in projects. All action has to be preceded by knowledge, so new members, if they are willing, should be invited to undertake some sort of investigation. A first project should be simple, but involve several people. At the simplest level, a new member can be asked to survey her friends about their ideas on some local issue, say, whether they should be a local farmer’s market, or whether the local school serves decent food, or whether there should be a Macdonalds built in the twon, or whatever. By beginning in a way that is easy, people’s confidence is built, especially when the kinunity shows appreciation for the information. It is also a way of letting people’s contacts know what AS is about.

The kinunity as a whole should, however, take care not to overstretch by spreading its resources too thinly. It should not have too many projects on the go at once, but instead should concentrate resources to ensure they are quickly and successfully finished. After all, projects are really precursors to activity, and its is the campaigning for what we believe in that is important.

People

The researcher ultimately reports to the members of the kinunity but usually through the kinunity’s committee, and particularly, in practice, the secretary. The secretary is responsible on behalf of the kinunity for its effective work. This includes ensuring that local investuigations are carried out, that their recommendations are implemented and achieved.

Usually a subgroup or steering committee of the kinunity is responsible for any report, and the subgroup will have its own leader and secretary, “pro tem”, responsible for doing the work and preparing the report. The kinunity is responsible for the report through its approved secretary. She may be supported by a small team. The subcommittee secretary keeps the kinunity secretary advised of the progress of the report. If the investigation is complicated or extensive, the subgroup might need to delegate aspects of the work to other investigators, responsible for identifying the issues and finding solutions to problems. Better beginning and keeping small and not too ambitious, until the experience is there.

To effect any recommendations from the investigation, the kinunity will need to take action, and the action might be for all members or, some leader will have to take on the needed work. It is as well to have someone in mind to do this from the beginning, because there is little point in doing a detailed investigation into some local issue then finding that no one is willing to do anything about it. So, volunteers should be invited at the outset. Often it will be the author of the report, but not necessarily. Someone might be skilled at investigating but poor at following up. The active leader might be advised to produce an implementation report, if the recommendations are lengthy or detailed, and it should be done quickly. Action is likely to need joint action, or the combined personal action of members.

The kinunity or the its committee should:

• specify the range of the subject under investigation
• discuss the emerging findings with the investigating team
• comment on the report and the action plan
• comment on the implementation report
• report regularly to the kinunity meeting on progress on implementation

Elements of an Investigation

The research takes nothing for granted but looks directly at what actually happens at all levels of the subject. The research process should be kept to a tight schedule. The campaign is in four parts:

1. investigation
2. action plan
3. implementation
4. report on the implementation

• the aim of the research
• its terms of reference
• the name and members of the subcommittee
• the name of the secreary, and any special duties allocated
• the timetable for producing the research and implementation reports

Investigations work best when they have a timetable, so that there is no excuse for timewasting. If the kinunity meets monthly, then set a time to report of say three months, or if the study is complicated and detailed, say three months for an interim report and six for the completed article. Then there will be perhaps six months of campaigning on the issues raised and researched.

The leader of the investigation should preferably be allowed to pursue it without interference from other duties. The choice of the right person will be critical to the success of the research. The leader will be working under pressure. She must be ready to question, challenge and investigate thoroughly. Communication skills are also important, both for collecting the evidence and selling the solutions. Anyone not already experienced in investigating should have this guide to help them. Members should be ready to help the team, for example, when they have relevant experience, resources or evidence, and the team leader should have the power of co-option for specific purposes, skills and knowledge, though the committee can always dissent when some other issue is relevant, such as prior duties and interests.

As soon as the team starts work the leader provides them with a starting brief.

• the specification
• a factual brief on the area to be studied—to help the team gather material rapidly

Doing the investigation

The AS believes you should accept responsibility and do your duty conscientiously, so you are left as free as possible to pursue the matters in the study you think are important, withing the specification given you by the kinunity.

When you work on a project you will be working for the kinunity, and may have a small team to help, but you will often be on your own. You will start with a specification for your work which will set the context in which your research is to be done and the terms of reference. You should regard these as signposts and not a straitjacket. You will be expected to question radically. Your task is to look at a subject from the AS angle, whatever the news media might say. Then, make practical recommendations for action.

Your method is to study what actually happens, not what we are told should happen, or politicians or corporate bosses say happens. Your recommendations must be based on evidence you have obtained for yourself. Your task is not to produce a consensus report but to find out the reality.

Planning

Vour timetable will be tight and you should feel under pressure. The world is under pressure, and you have a lot of ground to cover, so the presure helps you to get on with the job. It will be worthwhile when it is done. The key to success is method. It will save you time and it will provide a basis for your actions. Plan it in five stages:

1. review the key questions
2. plan the work
3. draft your study programme
4. consult widely
5. discuss your final study approach

The programme is useful when you are doing fieldwork to keep a brief summary of what you are meant to be doing. First think through these questions:

• Scope:
  • What precisely do I need to cover?
  • Where are the boundaries?
• Issues:
  • What major issues will I be investigatmg?
  • Are they the heart of the matter?
  • What will be relevant evidence?
• Tasks:
  • What are the main tasks:
    • how long will each one take?
    • which ones depend upon the results of others before they can be started?
    • which ones can be done in parallel?
  • How will I do all this?
    • what techniques will I use for gatherrng and analysing data?
    • what sources will I use?
    • who will I need to consult?
  • What resources will I need in terms of:
    • people on the team?
    • facilities?

Think about the people and skills you will need. Decide who in the team can do what, and whether you need anyone with different skills that the kinunity can provide. Ask the committee through the secretary for what skills you judge are lacking.

Draw up a detailed but flexible timetable. You may find it helpful to use a Gantt chart or network diagram. Ensure you allow yourself enough time for:

• collecting statistical, scientific or financial data
• fieldwork visits
• wider discussions
• writing the report

Within a few weeks of starting, you should produce a study plan:

• a brief description of the topic
• terms of reference
• a brief outline of the major issues as they appear initially
• The names of the study team
• Your proposed method of working
• The timetable: fieldwork, synopsis of findings, drafting time

Fieldwork

Three basic rules:

1. see for yourself:
   • Do not rely on the views of others, especially when people disagree. Talk to those directly involved where possible. Otherwise gather and assess as great a variety of evidence as possible, so long as it is not just opinion or hearsay but backed by evidence and arguments.
   • Whenever possible, if circumstances allow it, see for yourself what actually happens and trace the evidence through. Original work, albeit backed up by external and scientific reports, is more newsworthy, and more personal to the local circumstances than regurgitating well publicised work.
2. ask the right questions
3. explain what you are doing to people who might help

Do not accept anything until you have checked it. Look at the details and question assumptions. Be certain about your facts and evidence, so that you are sure of what really happens, and are not just fobbed off by excuses. The evidence will be the basis ot your recommendations.

• Who:
  • is responsible for the work? Is accountability clear?
  • does the work?
  • is receives or uses it?
  • else benefits?
• Why:
  • is it being done?
  • Why is it done in the way it is?
  • What alternatives are there?
• What:
  • does it cost, in all, not just money and manpower
  • most affects the social costs?
  • value is added by the aclivity?
  • would happen if any activity stopped? Is it necessary?
• How:
  • are decisions made? Are they made by the right people with the right information?
  • are things really done?
  • can we tell if they are done as well as possible?
  • are the results of any process assessed?
  • can a process be improved and the improvement be seen?

During fieldwork, you will need to carry some suspicious people with you if your investigation is to produce results:

• explain what you are doing and why, because generally people are willing to be helpful, though it ought to be obvious when they might not be
• show a real interest in the activities you study. People are usually interested in what they do, and are glad to explain to others what it is. Showing interest will help you get information. If anyone is suspicious, remain open and positive.
• encourage contnbutions from everyone relevant, in writing or through a meeting
• make yourself available

About two thirds of the way through your study, take stock of your emerging findings and the direction of your likely recommendations. Do this in a short synopsis and discuss it with the team, secretary and so on. This will help ensure they remain in touch with the way your thoughts are developing. It is the time to try out ideas. Take care though that the findings do not begin to leak out, spoiling the impact.

The Report

You want your report to influence people so make sure it is short and easy to read. Wordy evidence can be put in appendices. Make its appearance do justice to the work you have done. Recommendations:

• clear and decisive—what is to be done and who is to take action
• based firmly on the evidence
• precise about social costs and benefits
• practical, leading to visible action. We are not academics
• if you cannot find a solution say so, and set out interim targets for action to deal wlith any shortcomings you have found

There are always further studies to be done, but remember that we want to be positive, so when other work has to be recommended, indicate its level of priority. If your recommendations depend on it, then they are not recommendations and the study has not actually come to any conclusion. So, recommending further study because it is hard to decide what is best, is just a delaying tactic. Often we have to decide on incomplete evidence, that is what intuition on the balance of evidence is for. What is important is to spell out what should happen and when. Draw up concise and practical suggestions for action, including a timescale and target date for a response if it is needed.

• Easy to read
• Convincing but not pedantic
• Less than 25 pages with detailed supporting material in annexes
• Gives a fair picture and uses evidence that is accurate
• Recommendations flow from conclusions and conclusions flow from evidence
• Explains costs and benefits
• Says what shows solutions have worked
• Uses tables, charts and graphs for emphasis and clarity
• Proposes action
• Includes alternative outlooks and moinority views in an annex

The next step, once the report is accepted by the kinunity, is to prepare the action plan and get decisions made by the kinunity on your recommendations. It is plainly just as important to act on a report as to prepare it, otherwise it was a waste of time.

What makes a successfui study?

Some tips:

• Make a detailed plan of work before you start and then stick to it. For a complex project consider drawing up Gantt chart. Leave time to check your data.
• Study some similar or related reports to gain a feel for the way issues can be handled, but do not follow them slavishly.
• Before you begin fieldwork, sketch an outline structure of the report you will need to write. This will help ensure your fieldwork will focus on what matters.
• Set realistic aims: don’t try to cover too much ground.
• Keep your team small, and keep it working closely together
• Check your progress against plan regularly
• Discuss your study as widely as you can
• Challenge radically but always be fair
• Make sure your recommendations are realistic as well as precise. Chart the way forward so that an action leader can see what she has to do and what you expect to happen as a result.
• Make your report short, readable and to the point

Action plan

The kinunity will decide the action required in response to the report, and whether and how to issue it publicly. In general, everyone who may be affected by any action from the report and for whom it may be relevant ought to see copies of the report, unless there are countervailing reasons. Reports should normally be published or at least publicised, if they are not to have been a waste of effort.

The action plan is a summary of whatever action is recommended to produce results. It should be a plan for immediate action, not a plan for further work. If further work was going to be needed, it should already have been reported and acted on.

Content Of The Action Plan:

• A brief general commentary on;
  • the issues identified
  • the solution for each
  • known or likely reaction to the main recommendations
• An implementation timetable including a date for the implementation report
• For each accepted recommendation:
  • those responsible for carrying it out
  • targets and dates for complation of the action
  • costs in money and manpower
  • benefits in funding, recruiting and influence
  • any other or long term benefits, and how they will be observed
• For each rejected recommendation:
  • the reasons for rejection
  • costs and benefits of not implementing it
  • where does it leave the issue?
• For any recommendation for further study:
  • proposals for doing it
  • the terms of reference
  • a suggested timetable or suggestion of its urgency

Implementation

The committee is responsible for ensuring that implementation is brisk. The action leader is appointed to follow up and for making sure that decisions made are turned into action. The action plan will provide the framework within which implementation takes place. The action leader has to drive the action plan and see that identified actions are achieved on time. The action leader should have full credit for the success of an implemented plan, just as they would have responsibility for failure. Each of us should be glad to accept responsibility but should also expect praise where it is due. She will need to monitor progress on implementation closely and should keep the secretary and kinunity informed. If things start to go wrong the action leader will advise the kinunity on remedial action to bring the implementation back on course. This may involve setting new target dates, reorganising the use of resources or amending, or even proposing new, solutions to the identified problems

Implementation Report

Within the specified period of the start the action leader should report on the implementation to complete the study process. It goes to the kinunity meeting.

The report need not be detailed where things have gone well. It should be short and factual and should cover:

• The problems identified by the study and the implemented solutions
• For each major recommendation:
  • a rnote of action taken
  • the results achieved
  • a note of work outstanding or cannot be done with reasons
• any emerging new circumstances
• A summary checklist of the syudy specification and outcome

The implementation report formally completes the investigation procedure, but the world does not stop. Other work might well have been spawned, and other issues intervened, so when issues are changing in importsnce, the circumstances should be explained in the report, and when issues are ongoing, a series of monitoring reports might be appropriate.

Check-list for Organizing a Conference

To organize a conference, appoint special subgroups with specific responsibilities. If the conference is indeed on a large scale then full time staff ought to be employed to run it, so it is sensible to get experience running smaller manageable conferences before trying to do a big one. Staff, whether kinunity volunteers or employed, need to be experienced and so skilled at the task they have to perform. If full-time staff have to be employed then employ them as early as possible, and not as a disaster remedy—a large conference might take twelve month to organize properly. Employing them cannot be done cheaply, but nor can they expect to get an easy ride. They must be willing to put in the hours, and they have the incentive that they will be employed again if they are good. They have to be willing to undertake all kinds of jobs—whatever needs to be done. There should be no question of demarcation disputes.

Companies specialising in the handling of conferences ought to have the right sort of people, and can see the conference through from its conception to its conclusion, once they have been fully briefed. It should not be necessary for most of our conferences, which will tend to be local rather than global in most cases. Groups that have gained useful experience should be willing to help others. Remember that venues are often booked up months and even years in advance, so do not leave the booking too late. It needs to be done first.

Money

A conference needs funds, so the first thing is to be certain that the funds are there or can definitely be obtained. When budgeting for a conference two types of expenditure need to be considered—the conference programme and the extras:

• financing the conference business sessions
• administrative arrangements
• fees, travelling and other incidental expenses for speakers
• special equipment that has to be hired or bought and specialist services that are needed for the conference
• running and staffing a conference office
• transporting documents, records and equipment to the conference
• printed matter, including invitations, programmes, registration forms and so on
• direct mail to conference delegates
• preparing, printing and distributing an account of the proceedings after the conference
• exhibits required
• miscellaneous items such as badges, special forms, conference mementos and so on.

Recoup the outlay by:

1. the conference registration fee
   • To work out the cost of a registration fee, calculate what is to be included and divide by the expected attendance. Often, one type of fee covers delegates and another the other for wives, husbands or friends of delegates. Include accommodation and meals in registration fees to make it easier to agree and settle contracts with hotels and other organisations providing food and accommodation.
2. selling advertising space in the programmes and other publications
3. leasing space for exhibition stands.

Some of the most likely optional expenses would be:

• the cost of entertainment to provide periods of relaxation after work sessions
• occasions such as special lunches, dinners or other gatherings
• the cost of ceremonies to mark the opening and closing of the conference
• tours or visits.

• Are any expenses or payments unreasonably high
• Are there any sources of financial support—sponsorships, bequests, or grants—available?
• Does the conference make a profit, break even or run at a loss? How is that loss offset?
• Is it clearly established which aspects of the conference will be offered free of charge, which will be at a special rate and which can be obtained as a result of the goodwill of some outside organisation?
• What will be the probable cost of staging the conference? How much of this will be recouped from delegates?
• What will delegates pay for through their registration fee? This should be clearly stated. Will it be:
  • admission to plenary and working sessions
  • admissions to exhibitions, special presentations or film shows
  • refreshments during tea and coffee breaks
  • hotel accommodation and breakfast, luncheon and dinner
  • cocktail receptions
  • pre-lunch drinks
  • official ceremony and reception
  • social functions
  • travel arrangements
  • technical interest trips
  • special programme of activities for wives and friends
• If delegates have to pay for specific items, must they book in advance and is a deposit necessary?
• Will there be financial incentives for delegates booking early?
• Will delegates pay a deposit only when registering? When will they pay the outstanding amount?
• How will deposits from delegates be deployed—as capital, or running costs?
• Are funds left over from previous conferences and monies obtained in advance (such as deposits for registration) being banked to their best advantage?

Choosing the venue

• Can the venue cope with the number required in terms of meeting space and accommodation?
• Is it conveniently located for delegates arriving by public and private transport?
• Is it close to places of technical interest or scenic and cultural interest to delegates, the last two being of more importance if delegates are accompanied by wives, friends, etc?
• Alternatively, if isolation from outside distractions is required, is it remote from such lures?
• If the conference cannot be housed under one roof and if the hotel accommodation and meeting hall are not associated, are the various managements equally co-operative?
• Is it possible to visit the town or centre and see a conference in action?
• Are discounts available for a large-scale conference booking?
• Are there any unfavourable elements—excessive aircraft noise, traffic disturbance, etc?
• Does the conference venue have the right sort of facilities?
• Foyer area:
  • is this big enough to hold all the delegates as they arrive and depart, and during recesses?
  • Is suitable coffee service available?
  • Is it suitable for a reception desk?
• Meeting rooms:
  • Where meeting rooms are divisible by partitions to accommodate various sizes of meetings, do the individual units contain all the required facilities?
  • Are there any pillars or other obstructions?
  • Is the ceiling the right height?
  • Can a speaker’s platform and or audio-visual screen be accommodated?
  • Does the room have the necessary air-conditioning, sound-proofing, lighting and sound amplification?
  • Can these be properly controlled and adjusted, for example is there dimming equipment for the lighting? Is air-conditioning silent?
  • Are there sufficient power points, of the right type and voltage and are they sensibly located?
  • If necessary, can high voltage and heavy duty demands be easily supplied?
  • Can the room be blacked out for audio-visual presentations?
  • Are there facilities for displays around the perimeter of the room or on the walls?
  • Are doors wide enough to cope with delegates arriving and departing in large numbers and for bringing in displays?
  • If not are there bigger service entrances that can be used?
  • Can washrooms and lavatories cope with peak demand?
  • If the meeting rooms need to be cleared for re-arrangement, or to allow catering staff to lay tables for meals, is there adequate space elsewhere, for example an anteroom?
  • And if so, can refreshments or drinks be served during the change over time?
• Syndicate rooms:
  • Are there sufficient and of the right size?
  • Are they conveniently located?
  • Are they included in the overall charge or are they an additional item?
• Licensed premises:
  • Is the meeting hall licensed?
  • Does a licence need to be obtained specially?
  • If a hospitality suite is required will a licence extension be necessary?
  • Will special staff be required?
  • How are drinks charged—by the bottle or by the glass or measure?
• Catering:
  • Can the meeting hall cope with the catering requirements within its own threshold?
  • Are the staff geared to serve a large number of people at one sitting, quickly, efficiently and pleasantly?

Accommodation

• Is it easily accessible from the conference venue? Is its location (city or rural) and its type (modern or traditional) suited to the requirements of delegates?
• What type of accommodation is needed (hotel, and to which standard—university or hall of residence, accommodation with private families, members of host organisation or delegates’ counterparts in that area)?
• Is the desired price range available? If delegates want a choice of price and or standard, is this available? Are costs generally offset by any exceptional value offered?
• Does the hotel have…&;
  • private bath or shower
  • wall-to-wall carpeting
  • external telephone
  • radio—television
  • air conditioning
  • adequate space for baggage, clothes, documents, etc
  • room service—full meals, snacks, drinks
  • its own restaurant or coffee shop
  • car parking…&;?
• Does the hotel welcome large groups and conferences?
• If wives accompany husbands, or if delegates are required to share rooms are there enough twin bedded and single bedded rooms?
• How early must accommodation be booked to secure required accommodation?
• What deposit will be required?
• If you do not know likely numbers, how will you calculate them? What margin of error will you allow? When do you have to release rooms not required by delegates to avoid being heavily penalised financially?
• What discounts or free accommodation are offered in return for group booking?
• Will any special rooms or executive suites be required? Is suitable accommodation available for speakers and visiting VIP’s.
• Do both delegates and the hotel understand arrangements for settling accounts? Is the system likely to cause misunderstandings or lead to disagreements? If so can it be simplified?
• When reserving accommodation, find out if it is possible for delegates to arrive earlier or leave later than the conference period if they desire to make their own arrangements.
• Will accommodation and room lists be available well before the conference begins?

Exhibition

• If the conference is to be accompanied by an exhibition, can this be housed near to both conference venue and the accommodation?
• Is the exhibition hall suitable? Is it large enough, high enough and the right layout?
• Is maximum floor load an issue?
• Can large exhibits be taken in easily?
• Does it have the right services running water, required electrical power, adequate lighting and lighting points and air conditioning, etc?
• Does it have any special features that would enable innovatory exhibits or displays?

Guest speaker

• If guest speakers are invited, which items will have to be provided by the conference organisers:
  • travel to and from conference
  • accommodation
  • meals
  • hospitality
  • other items
  • and what will be the possible cost of all these items?
• Will it be necessary to provide tickets, letters of introduction and passes for guest speakers for both business and social occasions?
• Have speakers been fully briefed about their duties and the contribution they can make towards the conference?
• What specific subject will each speaker cover? Will there be enough variety? Are the personalities and styles of individual speakers properly balanced to ensure changes in tempo without loss of continuity?
• Is sufficient time available for speakers to cover their subject and to ensure that the programme will not run late resulting in some parts of the conference being abandoned?
• Can copies of speeches be obtained in advance for circulation to press and others at the time of conference? Can these be checked against delivery?
• Will papers be printed and distributed to delegates, either concurrent with or soon after the conference?
• Does the conference allow sufficient opportunity for delegates to question speakers and follow up points of interest?

Conference programme

• Conferences held regularly tend to establish traditions, or at least their own customary methods of doing things. It is important that business and social events do not discount these things. Particular attention to detail should be paid during the following:
  • opening and closing ceremonies
  • formal receptions, lunches and dinners
  • technical visits and facility tours
  • special programmes for wives and friends.
• Is the theme of the conference reflected throughout?
• Is there a correct balance of business and relaxation, plenary sessions and opportunities for informal discussion and so on?
• Is there continuity
• Have various functions, sessions, speakers, activities been afforded the appropriate priorities?
• Have steps been taken to build in periods to compensate for over-running and, on the other hand, contingency items when papers delivered are too short. If all coffee breaks are say half-an-hour, can coffee still be had even if a session goes on too long? If the chairman changes the ;ength of a session, will delegates start to adjourn before coffee has been laid out?
• If delegates need to transfer between buildings or from one place to another will sufficient time be available to avoid delays and congestion?
• Have all the requirements of the conference planning committee been met in arranging the programme?
• Have steps been taken to ensure that delegates have an oppOitunity to participate as much as possible within the scope of the conference?

Social programme

• Will this counterbalance the demands of the business sessions?
• Will some attempt be made to cater for different tastes and different age groups?
• Will some activities conflict with or diminish the appeal of other activities, if so will this mean bad attendances?
• Are delegates, those accompanying them and others connected with the conference all being involved sufficiently in the social side of things?
• Although social occasions offer a chance for relaxation, they also provide the opportunity for informal discussion which might not otherwise be possible during the conference. Is this being taken into account when planning events?
• Some delegates tend to feel hemmed in during an intensive conference. Is provision being made to take them out of the confines of the conference during social functions?
• Is there a chance for sightseeing as well as technical tours?
• Are costs of social events being kept down? Do not try and make excessive profits from them.
• Will social events in any way conflict with working sessions? If so, change them.
• Be imaginative in social programmes, but not extravagant.
• Will there be an opportunity, even if the conference schedule is limiting, for delegates to buy souvenirs? If not, can a local craft shop or large store be persuaded to open a makeshift shop or stall close to the conference venue so that delegates can buy souvenirs or token gifts to take home?

Equipment and special items

• Quite often it is the vast array of small items required for a conference that run away with funds just as they are becoming short. Costs should be watched carefully. Will you have to supply the presentation area with:
  • water flask and glasses
  • gavel and block, or other symbol of office
  • easel and blackboard, or other such equipment
  • flip-over chart holder
  • magnetic board
  • pinboard
  • illuminated lectern for speaker (with microphone if needed) pointer (either wooden or arrow-torch)
  • dais
  • large lettered name cards for speakers, chairman, etc.
• Closed circuit television: if this is needed:
  • what is the total size of the audience?
  • how many sets will be needed?
  • where should they be located?
  • will sufficient staff be on hand to control them during transmission?
• Multi-lingual translation: how many languages are required?
• Tape recorders or record decks: are special operators required?
• Lighting: are there sufficient operators to cope with spotlighting, floodlights and other special requirements? Can television or photographic lighting be provided if required?
• Audio-visuals and films: are the right sorts of projection equipment, sound systems and screens available and are there sufficient operators? Is there time to do a run-through before the actual presentation?
• Amplification equipment: are the right sorts of microphones available? adjustable, stand mounted, roving? Are staff available to control sound leve]s and to handle roving microphones?
• Decorations: will these be required? In what quantity and when will they need to be delivered?
• Car parking: is there enough of it?
• Office space: is it availab]e and properly equipped?
• Are rooms available for changing and washing?
• Have facilities been provided for press, television and radio?
  • Is there a press desk equipped with background notes, programmes, copies of speeches, news releases?
  • Are telephones on hand so that stories can be filed?
  • Do people manning the press desk know the identity of the official appointed to look after the press and the main personalities at the conference?
• If buses are needed for transferring delegates from one part of the conference to another? Is there ample provision for them to park?
• Will delegates be able to buy simple items like toothpaste, shaving cream, newspapers, cigarettes and writing paper without having to wander far from the venue?
• Will the conference area be clearly sign posted throughout the conference? Will these signs be in more than one language if required?

Catering

• During the conference, it will be necessary to know the total cost of each refreshment period or meal. This will be calculated on the frequency of the refreshment period or meal, the number of servings to be provided, the staff time required for each and the timing of these periods or meals against other requirements.
• The main items to be calculated and checked are, of course:
  • Morning tea or coffee
  • Afternoon tea or coffee
  • Lunch, whether it is buffet, semi-formal, lunch-box
  • Dinner, whether it is buffet, banquet, involving entertainment, dancing
  • Dinner out, at a location removed from the conference.

Travel arrangements

• Consider asking travel agents to tender for role of official handling agent
• Find out if special rates are available for travel by large groups of delegates
• Will car hire be necessary? How many vehicles will be needed and for how long?
• Will it be necessary to organise preor post-conference tours for delegates or any special trips for wives and friends?
• Who will look after the travel and transfer arrangements for technical and other tours during the conference?
• Who will look after transfers from airport or station to hotel, and from conference venue and social outings?

Registration of delegates

• What will be the daily and sessional times for registration? Have staff been allocated to cover all sessions during the entire conference?
• Where will registration centres be situated?
• How many tables, signing-in desks, chairs and card filing drawers wilJ be needed?
• Will delegates get a conference kit on arrival?
  • If so it should include the following items:
    • document case
    • name badge
    • note paper
    • pencil or ballpoint pen
    • printed programme
    • tickets to functions
    • details of social and external business activities.
  • At the same time, a record of the delegate’s payments and address should be kept. It would need to record their name and titles, what had been paid for to date, any outstanding payments, other special information
  • Delegates should be notified about safety deposit facilities, acceptance policies on cheques, credit cards, personal accounts, whether or not refunds are availab]e. Public telephones should be clearly indicated to all delegates.
• The following office and secretarial facilities should be available in the conference office:
  • typewriters
  • duplicating machine (together with ink, cleaning fluids, etc.)
  • document copying machine
  • interpretation services
  • a full range of desk drawer equipment including
    • scissors
    • stapler
    • blotting paper
    • adhesive tape
    • envelopes of various sizes
    • glue
    • spare pencils
    • dusters
    • rulers and string, etc.

  Now think again. What have you overlooked?

  
  

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  Last uploaded: 29 January, 2013.

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