Strategic Planning

 
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==Current documents==
'''Strategic Planning''' is the process that WMAU undertakes to produce [[Strategic Plans]]. This page gives an overview of the process and links to individual instances of this planning.
 
==2018-19 Strategic Planning==
[[Strategic_Planning/2018-19]]
 
==Strategic Planning archive==
:: [[/WMF Strategic Plan: Fit to WMAU|WMF Strategic Plan: Fit to WMAU]]
:: [[/WMF Strategic Plan: Fit to WMAU|WMF Strategic Plan: Fit to WMAU]]
:: [[/Stakeholder analysis|Stakeholder analysis]]
:: [[/Stakeholder analysis|Stakeholder analysis]]
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:: [[http://strategywmau.ideascale.com Ideascale]]
:: [[http://strategywmau.ideascale.com Ideascale]]
:: [[/Mission Statement 2011|Mission Statement 2011]]
:: [[/Mission Statement 2011|Mission Statement 2011]]
:: o0O [[Draft Strategic Plan]] O0o


==Reading material==
===Reading material===
*[http://strategy.wikimedia.org/wiki/Wikimedia_Movement_Strategic_Plan_Summary Wikimedia Movement Strategic Plan Summary]
*[http://strategy.wikimedia.org/wiki/Wikimedia_Movement_Strategic_Plan_Summary Wikimedia Movement Strategic Plan Summary]
*[[Wikimedia:File:2011-12_Wikimedia_Foundation_Plan_FINAL_FOR_WEBSITE_.pdf|Wikimedia Foundation Annual Plan 2011-2012]] (and [[Wikimedia:2011-2012_Annual_Plan_Questions_and_Answers|Q&A]])
*[[Wikimedia:File:2011-12_Wikimedia_Foundation_Plan_FINAL_FOR_WEBSITE_.pdf|Wikimedia Foundation Annual Plan 2011-2012]] (and [[Wikimedia:2011-2012_Annual_Plan_Questions_and_Answers|Q&A]])


==Suggested process==
===Suggested process===
===Idea generation===
====Idea generation====
* Identify the activities by which WMAU might support the WMF Strategic Plan by editing [[/WMF Strategic Plan: Fit to WMAU]] (end of May)
* Identify the activities by which WMAU might support the WMF Strategic Plan by editing [[/WMF Strategic Plan: Fit to WMAU]] (end of May)
===Assessment===
====Assessment====
* Assess resources (money, skills, member enthusiasm) required to each item (how feasible is it given WMAU's likely resources)
* Assess resources (money, skills, member enthusiasm) required to each item (how feasible is it given WMAU's likely resources)
* Assess how long it is likely to take
* Assess how long it is likely to take
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* Assess the probability of success of each activity
* Assess the probability of success of each activity
* Identify some key performance indicators (KPIs) for the activity—preferably easy-to-measure ones
* Identify some key performance indicators (KPIs) for the activity—preferably easy-to-measure ones
===Interest===
====Interest====
* Assess WMAU member interest in these activities
* Assess WMAU member interest in these activities
===Prioritise===
====Prioritise====
* Priorities into the activities that WMAU will focus on, the activities we would support but not focus on, and everything else that is worthwhile—but not where we will invest our resources. Prioritisation is the hard step and, in a volunteer organisation, the willingness of a number of members to say "Yes, I really am committed to this one" is probably the key driver. No matter how important or worthwhile an activity is, it will go nowhere without people to drive it.
* Priorities into the activities that WMAU will focus on, the activities we would support but not focus on, and everything else that is worthwhile—but not where we will invest our resources. Prioritisation is the hard step and, in a volunteer organisation, the willingness of a number of members to say "Yes, I really am committed to this one" is probably the key driver. No matter how important or worthwhile an activity is, it will go nowhere without people to drive it.
* Develop KPI targets for the priority activities
* Develop KPI targets for the priority activities
* Make rough budget allocations to the priority activities (say 60% of budget as large contributions to a few priority projects, 20% of budget as small contributions to a larger set of "supportable" projects that WMA members want to pursue, 10% reserved for exciting opportunities that are not foreseen, and 10% for overheads).
* Make rough budget allocations to the priority activities (say 60% of budget as large contributions to a few priority projects, 20% of budget as small contributions to a larger set of "supportable" projects that WMA members want to pursue, 10% reserved for exciting opportunities that are not foreseen, and 10% for overheads).
===Establish===
====Establish====
* Appoint coordinators for the priority projects, create mailing lists/wiki spaces to support their activities, and get them running
* Appoint coordinators for the priority projects, create mailing lists/wiki spaces to support their activities, and get them running


===Oversight===
====Oversight====
* Monitor projects quarterly (light weight)<!--what is "light weight" in this context?--> in terms of activity and progress on KPIs
* Monitor projects quarterly (light weight)<!--what is "light weight" in this context?--> in terms of activity and progress on KPIs
* Re-assess strategic plan and budget allocations annually
* Re-assess strategic plan and budget allocations annually

Latest revision as of 06:27, 11 October 2019

Strategic Planning is the process that WMAU undertakes to produce Strategic Plans. This page gives an overview of the process and links to individual instances of this planning.

2018-19 Strategic Planning

Strategic_Planning/2018-19

Strategic Planning archive

WMF Strategic Plan: Fit to WMAU
Stakeholder analysis
SWOT analysis
Examination of SOPs for WMAU
July 2011 Workshop Agenda
[Ideascale]
Mission Statement 2011
o0O Draft Strategic Plan O0o

Reading material

Suggested process

Idea generation

Assessment

  • Assess resources (money, skills, member enthusiasm) required to each item (how feasible is it given WMAU's likely resources)
  • Assess how long it is likely to take
  • Assess the likely impact of the activity if successful
  • Assess the probability of success of each activity
  • Identify some key performance indicators (KPIs) for the activity—preferably easy-to-measure ones

Interest

  • Assess WMAU member interest in these activities

Prioritise

  • Priorities into the activities that WMAU will focus on, the activities we would support but not focus on, and everything else that is worthwhile—but not where we will invest our resources. Prioritisation is the hard step and, in a volunteer organisation, the willingness of a number of members to say "Yes, I really am committed to this one" is probably the key driver. No matter how important or worthwhile an activity is, it will go nowhere without people to drive it.
  • Develop KPI targets for the priority activities
  • Make rough budget allocations to the priority activities (say 60% of budget as large contributions to a few priority projects, 20% of budget as small contributions to a larger set of "supportable" projects that WMA members want to pursue, 10% reserved for exciting opportunities that are not foreseen, and 10% for overheads).

Establish

  • Appoint coordinators for the priority projects, create mailing lists/wiki spaces to support their activities, and get them running

Oversight

  • Monitor projects quarterly (light weight) in terms of activity and progress on KPIs
  • Re-assess strategic plan and budget allocations annually
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