Structure

Here you can find: The statute of Estonian Green Movement

As a non-profit association, the Estonian Green Movement belongs to its members. Annually, the membership of the organisation elects the board of directors, which conducts and plans the organisation’s work. Daily co-ordination is conducted by the managing director.

The Estonian Green Movement’s activities of environmental protection are carried out within the framework of programmes (development is the programme manager’s responsibility) that combine smaller, thematically similar projects (implementation is project managers’ responsibility).

Rights and obligations of members

A member has the right to:

  • participate in the EGM’s general exchange of information via the member mailing list (liikmed[at]roheline.ee);
  • participate in any event organised by the EGM, all of which are announced via the member mailing list and on the EGM’s website at www.roheline.ee;
  • get an overview of the EGM’s activities in the form of the newsletter, Rääk, and electronic messages to members;
  • assist the EGM as a volunteer or salaried employee in project implementation, as well as with technical activities (translation work, data entry, posting the newsletter, etc.);
  • participate in general meetings (to vote on various issues, elect members to the board, and be elected oneself);
  • participate in programme-related work (e.g., to take part in meetings announced via the member mailing list, or in discussions of the EGM’s action programmes via the list at programm[at]roheline.ee);
  • initiate intraorganisational activities with the consent of the board;
  • speak publicly, in agreement with the board, on behalf of the EGM.

Member obligations include:

  • paying the annual membership fee, which, as of 2014, is €5 for pupils, pensioners, and the unemployed, €7 for students, and €15 for everyone else;
  • notifying the EGM of any changes in one’s contact information (either by info[at]roheline.ee or +372 742 2532);
  • attending general meetings.

Duties of a board member

The board shall decide the distribution of tasks among board members immediately after a general meeting. In order to simplify the decision-making process for candidates for the board, the incumbent board shall add to the duties an indicative target the achievement of which a new board should pursue.

General management of the organisation

  • organisation of the board’s work (meetings, division of tasks), discussion with the members on the board’s decisions and/or explanation of them to the members
  • setting and regular monitoring of the board’s priorities for action – organisation of the annual examination of the EGM’s strategic objectives and mission
  • convening and conducting of general meetings
  • organisation of a smooth transition between the old board and the new one
  • organisation of the evaluation of and receiving feedback on the performance of action programmes
  • setting up of ad hoc working groups or the involvement of experts for the purposes of achieving the organisation’s specific objectives (e.g., jubilee committees, collaboration with the business sector, staff development)

Indicative target for the succeeding board:

  • recording of practical management routines (forms and times of different gatherings, channels of communication, practical tips), development of the EGM’s codes of good practice.

Foreign relations

  • monitoring and development of co-operative relationships (the umbrella organisations EKO, Bankwatch, and FoE, the private sector, public and tertiary sector partners, round-table talks and working groups on environmental policy)

Indicative target for the succeeding board:

  • mapping of co-operative relationships (contact persons in the EGM, the nature and history of the network).

Co-operation with members

  • involvement of members in the management of the organisation, development of succession to the board
  • organisation of communication with members, responding to proposals and questions when necessary, organisation of feedback reception
  • organisation of the admission of new members to the EGM
  • introduction of comprehensive involvement of volunteers and members in the EGM’s activities
  • formulation of proposals for the development of members’ events, as well as training and information channels intended for members

Indicative target for the succeeding board:

  • seeking opportunities to ensure continuity of members’ work.

Staff development

  • interviewing employees about satisfaction and development, and identifying training needs
  • monitoring and development of the working conditions within the organisation (the condition of offices and equipment, motivation system, workloads and salaries)
  • monitoring the output of the EGM’s work and drawing attention to problems when necessary (adherence to good operating practices, including media work, involvement of members and volunteers, information intermediation, high-quality reporting, compliance with deadlines, etc.)
  • participation in the selection of new employees, the conclusion and termination of contracts of employment
  • recruitment and remuneration of programme managers

Indicative target for the succeeding board:

  • conducting interviews about staff development, adopting decisions concerning the improvement of equipment and offices.

Public relations and internal communications

  • allocation of attention to problems in the functioning of the EGM’s communication
  • consultation with employees and the board on public relations issues
  • development of the EGM’s representation and public image, keeping up to date (e.g., Christmas cards, global and national holidays, employee anniversaries, participation in public events, the organisation’s publicity material, website and its pages, such as a one devoted to Car-Free Days, etc.)
  • organisation of recording media coverage
  • organisation of storing the EGM’s history (photographs of events, archival items)

Indicative target for the succeeding board:

  • organising the drawing up of the EGM’s style guide.

Arrangement of finances

  • preparing and reviewing the EGM’s budget in collaboration with the administrative officer and members of the audit committee, monitoring compliance, drawing attention to problems
  • monitoring and developing co-operation between the EGM and the business sector, troubleshooting
  • planning and raising cross-programme finances, including submission of proposals to attendees at general meetings
  • authorising bank transfers

Indicative target for the succeeding board:

  • developing the principles of collaboration with the business sector.