Attachment 'a2vSUuZMR.html'


DC orga meeting: 13aug15, 16:00

Sprint entry:


Daniel Lange - DLange
Bernelle Verster - indiebio
Graham Inggs - ginggs
cate - one of the chairs of DebConf
nattie - head of participant assistance, participated in 10 DC's
Mark Zuschluz - local DC15 member
?? - infrastructure
Martin Krafft - madduck, DC15 team, been involved for 10DCs
Martin ?? - First DC in 2005. Help with networking
?? - DC4 (honeymoon), content and scheduling
Margarita Manterola - marga did >10 DCs, started with room allocations
Tassia - first DC 2004, part of orga since maybe 2005. Video team, then content team, now as a Chair.
?? Kukovski? - was local team 2011, not particularly involved in DC currently
Nigel Kukard - nkukard, DC16 local team
Jonathan - highvoltage, following DC2007, went to DC in Nicaragua, DC16 team

This meeting is about:
Primary goals
These are the primary goals of DebConf:
1. Enable face-to-face interactions 
2. Provide talks and video
3. Provide time to work on Debian
Secondary goals:
4. Motivate contributors
5. Motivate the local community

Question: What kind of DebConf do we want to have?

Discussions about how big DebConf should be.
Discussions about what is a local team.
Discussion about who has say in determining the content of the conference.
The idea is to have local team drive the conference, with the global team guiding based on their experience. It's all about trust.

Perhaps have an idea of what ideas were dreamt up but were squashed and not implemented - a visual feedback?
e.g. the workshop for companies.

A do-ocracy is something where you work your way up by doing specific things, not that you can do whatever you want, whenever you want.

Limiting people to one team is a bad idea if they are trying to figure out where they would fit.
You do need a small team of people that you can poke and say, you committed to take this action, so do it.
To me it feels like so many things are closed and you need to ask permission, which makes it hard to do anything.
As individuals, you need to accept that as part of a team, there is a structure you need to comply with. This is difficult for some people.

Possible configurations: A conference for active Debian contributors, with an open weekend for everyone else.
"We don't want to dominate the world. We want to meet with our friends and colleagues."

Make teams open for discussion, make open channel for the chairs.
Make public what the team leader will do.

What this wiki says, is not what is happening. (
We need to define the interfaces between the teams. How are decisions made that affect multiple teams? Does the affected parties have the same understanding?

People feel that they are not being heard. Ideas are judged before they are heard because of who they come from. 

Who's leading? Is the local team leading and the global team guiding, or is the global team leading?

It is not that *everything* in venue allocation goes to local, or *every* decision about the budget goes to global. It is a cascading function, with some jobs going to global, some to local and even some going to subteams within local, that's not micromanaged by the team leader.
The Jobs page needs to reviewed to reflect this.
Then, having said that, the documentation of these decisions, the 'policies' if you like, is important, but it is an outcome of consensus. One cannot write a policy and hope that fixes the problem.

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