Help direct and align the global network in delivering the FrameworkGPI’s function is to facilitate and drive the agreement of the strategic direction of the network as a whole, to identify key struggles and moments for maximum impact in defending ecological limits, changing mindsets and changing systems. Priority 2: ‘Living our story’ is a key to Greenpeace’s organisational culture and is one for authenticity and success. Written by: Jennifer Morgan, Bunny McDiarmid: International Executive Directors (IEDs) and Edwin Nichols: Executive Officer to the IEDs. GPI management will work together with the GPI Board to deliver what the NROs need in an effective and collaborative manner, fulfilling each of our roles so that together we are stronger. Priority 2: Our Future fleet: Our fleet continue to work to deliver our campaign theories of change whilst we explore what the future of our fleet might look like. We will increase our adeptness in both cultural and responsive theories of change. x�b```b``9�����)��π �@16�)@���@��E&q�L 0000009186 00000 n Explore more than 9,867 'Dear Greenpeace Planning' resources for teachers, parents and pupils 0000015023 00000 n This will require strengthening and better consolidation and integration of the analytical capacity across GPI departments and can also support us in being better able to step into responsive moments and deploy a disruption theory of change.
We will have catalysed over 200 million change makers to help achieve these goals. 0000004877 00000 n Priority 8: Effectiveness and efficiency: We have prioritised for 2018 the need to focus on our effectiveness and efficiencies, Building upon our systems and decision making we need to ensure that our processes are evaluated to ensure we avoid too much bureaucracy and remain nimble and responsive. 0000001669 00000 n
Enhance organisational performance, cohesion and alignment through analysis, tracking and evaluationTo be tight on strategy means GPI must have a clear understanding of how the network of the various National and Regional organisations (“NROS”) is performing as a whole. 0000002334 00000 n We will achieve that by ensuring that our programme, with an eye on the latest key global political economic and social developments, is ‘tight on strategy, empowers local implementation and is tight on evaluation and learning’. 0000009873 00000 n Priority 4: Geo-Prioritisation: We have coordinated the global agreement on a Geographic Prioritisation which should be providing us with a frame – or a development approach – both for individual NROs, future presences and global Greenpeace, and a useful and flexible approach that provides a good basis that can also be adjusted over time.
Unless otherwise stated, the copy of the website is licensed under a CC-BY International License, We use cookies to enhance your experience. 0000008823 00000 n Priority 6: Decision making: We continue to improve openness and transparency around decision-making and communications around decisions, to foster understanding amongst our staff about who takes which decisions, where and what you can expect to know. A 100% sustainable renewable energy society will no longer be an if or even a when, but already be in motion and the clarion call for As Soon As Possible and Now, will drive disruptive change at a pace previously considered impossible. We acknowledge the desire to encourage accountability through developing indicators to measure our success and will develop as a key next step a set of success indicators to accompany this plan. Priority 2: Global Resource Plan. We aim to ensure accountability across Greenpeace International by improving our performance management, strengthen our middle management layers, ensuring a strong SMT and ensure matrix management is becoming more the practice and behaviour. Our priceless ecological heritage will be preserved for future generations. Priority 4: Impact and Learning: Building on the momentum gained through insights from systems we have created to measure and evaluate where we are having impact, we will continue to improve our learning environment for the benefit of all NROs. 29 0 obj <> endobj xref 29 42 0000000016 00000 n We will do so with our largest ‘people powered’ crews ever. These resources are adapted from the great resources that were developed by Greenpeace on the subject. We will continue the OM evolution as a priority though into 2019 and the shared experiences and learnings from implementing the Framework are reflected in the types of global Greenpeace campaigning. Discover (and save!) 0000001793 00000 n This requires giving space and time to collaborate as part of our daily lives. 0000018852 00000 n We aim to have strong metrics, ‘business’ information and analytics to be able to say how well our global programme of work is being delivered. GPI plays four key functions in the global Greenpeace network: 1. 0000005310 00000 n We will be sought out by allies to help problem solve, build capacity, keep forward momentum, share skills and latest practices.
We will prioritise management training and all this entails as a key focus for GPI. 0000002126 00000 n %PDF-1.6 %���� 0000004502 00000 n Private wealth will not be placed before public health. Priority 6: Our systems: Across the organisation we enable strengthened core systems as needed, whether this be our shared systems that enable alignment, or our global integrity or technology systems.
We will celebrate our victories as calls to further action. 0000021705 00000 n GPI’s Board remains central to the success of our cooperation. We will be in a position to influence the outcomes.