Eco-strategy. The name does not have to be so pompous. The document does not have to use the word ‘strategy’. However, as part of the third step it is important to gather the knowledge acquired by the team about the activities undertaken in various areas – both related to the programme and operations, and look at them in a cross-sectional manner, share reflections, doubts, and successes. Name what you managed to achieve together, where ‘ecology’ was adopted more willingly, where it encountered resistance and what kind of difficulties these were. Do previous definitions or directions of thinking require any correction, updating? Write down these observations, make it clear what has already been achieved and what goals you are setting for the future. The practical knowledge you have acquired is extremely valuable. Share these experiences and conclusions not only with your colleagues, but also with other cultural organisations and with the audience.
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Allied lobbying. Allied lobbying. The development of an eco-strategy is a great moment to strengthen the alliance with other cultural institutions and organisations, and to intensify joint lobbying for systemic change. What if this moment could be combined with the introduction of an emissions calculator dedicated to culture, which could be used free of charge by both employees/creators and our audience? We could track our carbon footprint more effectively, understand its mechanisms better in relation to individual organisations, the decisions of individual viewers, and the way the entire sphere of cultural activity works. We could also set common reduction targets for the coming years.