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National Sierra Club also creates tensions and frustrations. The continual change management processes, lack of clear direction and decision making makes its way to the chapters (including NY). These tensions are often felt more at the state level than at national.

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My reflections include:
We don't function as a unified team. In some cases it has felt territorial.
There's no clear way to make decisions and when decisions are made, sometimes people get upset, which creates tensions

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Clearly defining the targets that we need and getting alignment and agreement.

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My reflection are questions:  Do we all feel clear that we are a team and what does that mean to each of us? Are we all contributing to this?  What decisions does the campaign think/or is given organizational authority to make?  What decisions does organizing think/or is given organizational authority to make (same goes for legal, comms, online, chapter)?  Are we all clear about that?  How are we holding each other accountable and do we rely on one capacity to hold it or do we do it together as a team and how do we do that? Do we all acknowledge the false binary between movement building & metrics (I feel our organization is relentlessly stuck in but in my mind has never been the actual way we do our work in NY)?  My view is that some of these organizational narratives drive actions/non-actions and cause harm to teams. Do people agree with this and what narratives/rigid structural barriers keep us stuck in decision making paralysis?

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Team NY's Big "C".  What is the big Cuomo campaign for 2021, what are the major/priority strategies we will collectively (across all capacities move), key milestones and movement building needed to advance/win it.  My sense is that more definition and clarity needs to be formed to ensure our regional/local strategies victories and power/movement building are adding up to achievable milestones both to further statewide strategic victories and building momentum at scale to ensure we have the movement, power and policy framework in place over next 3 years to truly achieve a gas/oil phase out and scale home grown NY renewable energy to hit 2030 targets.

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When there are too many "priorities" and there is not clear agreement about who decides in the end about which goes first/sequence. When there is not alignment (disagreement) on strategy & scale needed to advance work/build it out and win.  When there is role confusion and confusion/lack of clarity over owners & approver(s).  When subterranean turf issues (or organizational tribalism) and accountability can't/won't get surfaced, discussed, addressed and healthy conflict is not able to manifest so we can move through it.

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How to interact with the CAC

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Timing & get all stakeholders together-- sometimes when we have everyone we need on a call (which is hard to do w/ people's schedules), it feels like we lose the decision-making time to background info & pre-discussion, and end up having to push the decision to another meeting (which can be a week or two away). Maybe there's a need for more pre-work to decision making meetings to make sure everyone understands the relevant context and can ask questions ahead of time

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Getting all the necessary stakeholders (campaigns, capacities, chapter, lead volunteers) in a meeting & ensuring the agenda gets us to that decision without running out of time-- sometimes it feels like we need to push the decision because the meeting was spent on context or brainstorming-- maybe we need to do more pre-work for understanding & discussing info before decision-making meetings

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How we're engaging with CCIA, if at all, in a way that we can be consistent with partners and our members. This seems like something that Campaign-Org-Chapter need to come to consensus on.

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I think it's important to highlight
some of this year's tension was likely the related to the stress of COVID and the racial reckoning. March - June was particularly rough.

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Our team struggles with being nimble. It takes us time to to come to agreement when priorities and targets shift . Coupled with operating in a constant sense of urgency - it can be stressful.

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I think we really struggled with siting reform. We struggled with developing a process on shared priorities within the actual legislation and a shared gameplan on how to support the legislation. For example hours were spent on targeting, and when shared with the rest of the team either there were major disagreements, or facts on the ground had changed quickly.

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Our decision-making around the PSC proceeding on community benefits was smooth. While not high priority, we determined what we had the capacity for, worked with partners and executed fairly seamlessly. Later in the year we also came to the agreement that we did not have the capacity - without much disagreement.

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Working within a matrix (across departments/across multiple campaigns) creates a weird dynamic where a staff person can have many responsibilities and a full work load but that is not always understood by coworkers who normally interact with them only in one setting

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What out of all our work is the priorities that get the most accomplished and are achievable

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Time to discuss and understand information before a decision is made. It feels like there isn't enough time to process, understand, and then discuss to an extent where the entire team is heard.

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when information was missing, when we had to react too quickly, when things felt unclear, when there was not enough time to discuss

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a clear structure of power was understood by the team decisions were able to be made using the information of what would hold the most purpose to the power structure

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Decision making is clear/smooth when team members understand and are bought into the collective outcome/strategy, roles are clear, there are clear owners, helpers and approvers (and those needing to be consulted/communicated with) in advance of building work out & throughout.  Success stories this year:  Astoria & Danskammer (Campaign, legal, chapter and organizing clear roles, owners/deciders on each of the pieces).  Clean Energy Standard formal comment/grassroots comment drive & movement organizing (both grasstops, partners and grassroots) and coordination w/partners on external communications push (since we didn't have support internally here).  ORES hearings & comment pushes (both grassroots, partner letters and grasstops) & tight communication and coordination w/partners.

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when we as a team are clear on our collective bandwidth it has been easier to sift through and prioritize what was purposeful as well as achievable