A resource-stretched organisation
The Green Party at national level has a budget of around £3m. This is a fraction of what others parties have to run their organisations. When it comes to elections, the money has been spent efficiently and effectively. The cost per vote is the lowest of any other political party by a mile.
Nevertheless, the party’s central organisation includes staff teams that cover all the principal requirements of a political party aiming to win elections at local and national level – elections, digital, communications, development, finance, complaints and governance. All of these teams work to a Chief Executive Officer (CEO) who, in turn, is answerable to the Green Party Executive (GPex). All work hard and all are under-resourced.
Total staff numbers are in the region of 60, which rises significantly during election periods. There is a small office in central London which is used for meetings, but many staff are in the regions and in the field. The cost of Field Officers – whose role is to support local parties at election time – is partly met by funding from the regional parties.
Since 2020, resources have been particularly stretched because of the cumulative costs of legal actions against the party. These have related to employment issues, and increasingly, reflect the impact of decisions of the governance bodies which have been shown to be unfair, discriminatory, and the result of multiple breaches of process. These financial pressures have hampered the party’s ability to allocate resources to its core mission of winning elections and growing its support base.
A rapidly evolving organisation
Founded over 50 years ago, the Green Party has undergone a remarkable transformation. From its origins as “Movement”, a merge with “PEOPLE”, and later renamed the “Ecology Party,” the organisation saw decades of modest membership numbers, which remained in the low thousands until the 2010 election of its first MP, Caroline Lucas.
It was not until 2014, that membership had grown to 14,000, and following what became known as ‘the Green Surge” in 2015, rose to over 60,000. The party staff of four or so was simply unable to manage that inflow of paperwork – and money. However, the boost enabled the party to start building a more effective infrastructure. This was crystallised with the appointment of a professional CEO in 2019 who committed funds to developing an elections team, the results of which are visible in the surge in elected councillors and the election of four MPs at the 2024 General Election.
Challenges for the new CEO
The incoming CEO will inherit an organisation that is both dynamic and fraught with challenges. While recent electoral successes highlight the value of professionalisation, they also underscore the need to address critical issues that threaten the party’s internal cohesion, reputation and financial stability.
Strengthening Governance and Discipline
One of the most pressing issues is restoring trust in the party’s disciplinary processes. Under previous leadership, these processes have come under scrutiny for lacking fairness and transparency, leading to reputational damage. Ensuring that the disciplinary system is legally compliant and perceived as impartial will be essential for rebuilding member confidence.
Managing Limited Resources
With its small budget and staff, the party must continue to operate efficiently while addressing rising costs from legal disputes and other governance-related issues. The new CEO will need to find innovative ways to allocate resources effectively, ensuring the party remains focused on its strategic goals.
Sustaining Electoral Momentum
The party’s recent electoral successes, including the election of four MPs in 2024, demonstrate the importance of a professional approach. The CEO must build on this momentum, ensuring the party’s infrastructure can support further growth and success at both local and national levels.
Adapting to Growth
The Green Party’s continued expansion demands a scalable infrastructure capable of handling increasing membership, funding, and campaign complexity. The next CEO must lead efforts to modernise operations while preserving the party’s grassroots ethos.
The Path Ahead
The Green Party stands at a pivotal moment. With growing electoral success and a higher public profile, it has the potential to make a greater impact on the political landscape. However, this potential can only be realised with strong, visionary leadership that addresses its internal challenges while seizing opportunities for further growth.
For the next CEO, the task is clear but formidable: to professionalise governance, optimise resources, and unite the party around a shared vision for the future. In doing so, they will not only safeguard the party’s recent achievements but also lay the groundwork for its long-term success.