Difference between revisions of "Strategic Planning/Examination of SOPs for WMAU"

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==Discussion page==  
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==Examination of Standard Operating Procedures for WMAu==
  
==WMAu Strategic Planning (SP) Group==
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The objective of this wiki page is to capture the idea of the desirability of producing procedures for the administration of a web based organisation, Wikimedia Australia, as part of a strategic planning exercise.
  
'''Subcommittee role: To develop a Strategic Plan, preferably for a defined period.'''
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This wiki page considers the examination of the day to day running of Wikimedia Australia as an appropriate analysis for a strategic plan. This page is properly read in conjunction with other documents on the wiki page "Strategic Planning", subheading 'Ideas', which directs the reading as follows:
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*[[Strategic_Planning/WMF_Strategic_Plan:_Fit_to_WMAU|WMF Strategic Plan: Fit to WMAu]]
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*[[Strategic Planning/Stakeholder analysis|Stakeholder analysis]]
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*[[Strategic Planning/SWOT analysis|SWOT analysis]]
  
How do we approach the task of developing a WMAu Strategic Plan? The WMF Strategic Plan represents the core functions of the Wikimedia movement. It therefore can either be tailored to suit WMAu, or be adopted by WMAu in its entirety as a universal core. If the latter is the preferred option, it remains for the subcommittee to establish an all encompassing strategic plan for WMAu. To achieve this we need to identify and therefore incorporate into the plan that which is uniquely required for the WMAu Chapter (envelloping best practice, with an aim to continuous improvement) and also identify what needs to be incorporated in the WMAu document to be sufficiently inclusive in our outreach to nations and communities in the southern hemisphere.  
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The 'WMF Strategic Plan' represents the core function of the Wikimedia movement. It can therefore either be tailored to suit WMAu, or be adopted by WMAu in its entirety thus representing a universal core value. If it is adopted in its entirety the subcommittee needs to develop a plan consistent with the unique needs of the WMAu Chapter, and also incorporate in the document strategic statements that are sufficiently inclusive in outreach to nation neighbours and communities in the southern hemisphere. And the strategic plan should encompass notions of best practice and continuous improvement.
  
We also need to be mindful of 'timelines' and the need to develop 'drafts'; a kind of part to whole approach to the development of the SP. That is, single reports/papers discussing a given issue/element of the content of a strategic plan.  
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The 'WMF Strategic Plan' is dynamic in that all Chapters can use it as a model. However, any quality WMAu strategic plan should examine the particular standard operating procedures required for running the organisation. The Chapter is young and processes and guidelines are yet to be refined and developed.
  
Keeping this as a focus, below is an outline of what a WMAu strategic plan might possibly entail:
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==Management operating procedures are considered integral to a WMAu strategic plan==
 +
===Strategic Exercise:===
 +
* Develop SOPs for the management of the organisation.
 +
===Focus:===
 +
* on developing the processes enabling the creation of workable procedures;
 +
* procedural education and policy to foster best practice in the administration of WMAu;
 +
* to establish the development and management of guidelines, proforme and codes of practice for the efficient administration of WMAu SOPs.
 +
===Suggestions: Administration Policy:===
 +
* Committee and Office Bearers - functions and responsibilities encompassing the key dates in the Chapter's organisational calendar;
 +
* Meetings - agenda and minutes;
 +
* Subcommittees - requirements for operating a subcommittee; tools: emails (handling practices and classification); giving visibility to discussion on an ongoing basis; and progressive mapping of email discussion to topics;
 +
* Conferences;
 +
* Workshops - training needs;
 +
* Codes of Practice;
 +
* Policy Development - operationalise policy; and develop terms of reference.
 +
==WMAU Strategic Plan - approved proposal==
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''The following document 'Proposal : Strategic Plan Proposal' was unanimously approved by the WMAu committee on 2011-05-02.''
  
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Proposal : Strategic Plan Proposal
#Initially identify what should be included in WMAu's Strategic Plan:
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From Wikimedia Australia
 
We would at the very least need to look at 'internal needs', such as committee and public officer; and WMAu meetings (using the rules of association as a guide to developing the documentation needed to create guidelines (not rules, but guidelines).  The effective operation of WMAu's practices is significant to achieving the core values and establishing pathways for active membership.
 
  
In this regard we could examine:
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Contents
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* Background
 +
* Goal
 +
* Benefits of having a Strategic Plan
 +
* Composition of Subcommittee
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* Timeline
 +
* Terms of Reference
 +
* Budget
  
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===Background===
 +
Andrew Owens and I attended the Wikimedia Chapters Conference in Berlin, Germany, on behalf of Wikimedia Australia on 25–27 March. One of the conclusions we quickly came to is that chapters that have been successful in their programs and aims are all driven by a strategic plan that outlines what the chapter should be doing, what is within scope, and how those aims will be met.
 +
At the same time our Australian chapter has for some weeks now been conducting discussions via the 'Membership List' regarding the need to clarify our policies, procedures and practices, thus recognising the need to develop a document encompassing WMau's strategic plan.
 +
This proposal in recognising preceding discussions (outlined above), both within the Australian chapter and at the international level, creates this proposal to appoint a subcommittee of individuals to write such a document for Wikimedia Australia and ultimately to present it for approval by the committee.
 +
===Goal===
 +
The objective is the creation of a strategic plan that outlines the goals and strategies of the organisation for the next four years to 2015. This plan is not intended to limit creativity or impose limitations on the way WMau operates. It is intended to provide the chapter with direction, while acting in a coordinated manner, and guiding us along our pathway, providing us with the means to achieving our goals. Future proposals and ideas can then be assessed against the strategic plan to see how well they match our vision, and financial planning can be undertaken to ensure that these proposals and ideas remain financially feasible.
 +
===Benefits of having a Strategic Plan===
 +
There are many benefits to having a strategic plan, and most organisations of our size, whether in the not-for-profit or commercial sector, have moved to implement one. Specific enumerable benefits would be:
 +
* New proposals introduced by members could be assessed against the plan to see if they meet the strategic goals of the organisation, and to see if they overlap with any existing proposed work
 +
* Answer questions about what the purpose of the organisation is, and what it does
 +
* Provide measurable benchmarks to see if the organisation is meeting or making progress towards its goals
 +
* Make financial planning simpler, by providing a clearer picture of future activity
 +
* Improve relations with Wikimedia Foundation, by providing a picture of the direction the chapter is moving in and which activities are within the WMF scope.
 +
===Composition of Subcommittee===
 +
Historically, the Australian chapter has been fortunate with the skill level of its members and the quality of their contribution to the work of the chapter.
 +
It is envisaged that the composition of the sub-committee will consist of a mix of committee members and of ordinary members, and that the sub-committee will, from time to time, and where they deem necessary, inform the process by co-opting non-member individuals with specialised skills to the sub-committee.
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The Chair of the sub-committee will be selected by the committee from among its number. This proposal advocates that the Chair invite members to serve on the sub-committee. To this end members showing interest in the work of the proposed sub-committee should make their interest know to the Chair.
 +
===Timeline===
 +
It is envisaged that a final draft of the Strategic Plan will be presented to the Committee in time for ratification, on or before 30 June 2011*. Should the Committee approve the implementation of the Strategic Plan it will be in the form of a motion passed for that purpose.
  
#Committee and Public Officer - functions and responsibilities encompassing the key dates in the Chapter's organisational calendar.
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Committee Meeting 2011-06-18 - granted extension of time to 30 September 2011 for submission of final draft to Committee.*
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===Terms of reference:===
#Policy - identify and develop guidelines for the development of policy.  
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*These terms of reference come into effect upon the selection of the Chair by the committee;
 
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*The Chair is to appoint a sub-committee;
#Membership - examine recruitment practices; the role of 'active members'; and training methods to achieve an active membership base.
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*The initial task of the sub-committee is to allocate timelines for each stage of the process and throughout the process to ensure they are met;
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*The task of the sub-committee is to submit a draft document to the Committee for implementation.  
#Machine and Equipment - define the hardware, software and training tools required by WMAu to enable and enhance input into the work of Wikimedia by the members.
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*The sub-committee will seek member feedback throughout various stages of the process;
 
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*The sub-committee will where necessary seek input from individuals with specialised knowledge in this area;
#WMAu Structure - examine the Chapter's structure and identify where it can be aided or enhanced in order to achieve the core goals and values of the Wikimedia movement.
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*All feedback should be taken into consideration in the drafting process;
 
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*A penultimate draft in its entirety is to be presented to members;  
#WMF core values - we need to perhaps adopt as part of our SP, the core functions of the Wikimedia movement as laid down in the WMF Strategic Plan (Kerry's document). There are annotations made to the document that are useful suggestions by members of our subcommittee, and I would only add that we do not need to limit our reach in any of the areas of the WMF document, because the core values formulate what will be required in future years, as and how WMAu grows as an organisation.  Although keeping in mind that we do need to 'fit' the WMF document to the WMAu Chapter. Therefore we could identify any areas in the WMF document where we can approach an area or issue from a unique WMau position, and make changes accordingly. In essence the WMF document satisfies the movement's raison d'etra in five (5) significent steps, and therefore allows us to focus on these for the development of the WMAu SP, while at the same time tailoring it to suit our Australian experience and need.
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*A final draft is to be presented to the committee in time to meet the stated deadline.
 
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*These terms of reference expire upon the completion of the work or upon a motion passed by the Committee to this effect.
The five points are: Infrastructure (stabilisation of); Participation (increase); Quality (improvement of); Outreach (increase efforts); and Innovation (encourage and create).
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===Budget===
 
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*It is not anticipated that a budget will be required to bring this plan to fruition.
 
 
Finally, I've reviewed all the emailed suggestions from members and committee regarding the SP, and there are a great number of creative ideas to be drawn down and extrapolated on in report form. Hopefully we can compile a report in time for the next AGM.  Do we need to adjust the deadline of 30th June further out, and lock in getting a drafted document for the AGM? Keeping in mind that each time we progress in our tasked role (see Terms of Reference for the subcommittee)we present the stages of drafting to WMAu members for comment.
 

Latest revision as of 21:46, 23 July 2011

Examination of Standard Operating Procedures for WMAu

The objective of this wiki page is to capture the idea of the desirability of producing procedures for the administration of a web based organisation, Wikimedia Australia, as part of a strategic planning exercise.

This wiki page considers the examination of the day to day running of Wikimedia Australia as an appropriate analysis for a strategic plan. This page is properly read in conjunction with other documents on the wiki page "Strategic Planning", subheading 'Ideas', which directs the reading as follows:

The 'WMF Strategic Plan' represents the core function of the Wikimedia movement. It can therefore either be tailored to suit WMAu, or be adopted by WMAu in its entirety thus representing a universal core value. If it is adopted in its entirety the subcommittee needs to develop a plan consistent with the unique needs of the WMAu Chapter, and also incorporate in the document strategic statements that are sufficiently inclusive in outreach to nation neighbours and communities in the southern hemisphere. And the strategic plan should encompass notions of best practice and continuous improvement.

The 'WMF Strategic Plan' is dynamic in that all Chapters can use it as a model. However, any quality WMAu strategic plan should examine the particular standard operating procedures required for running the organisation. The Chapter is young and processes and guidelines are yet to be refined and developed.

Management operating procedures are considered integral to a WMAu strategic plan

Strategic Exercise:

  • Develop SOPs for the management of the organisation.

Focus:

  • on developing the processes enabling the creation of workable procedures;
  • procedural education and policy to foster best practice in the administration of WMAu;
  • to establish the development and management of guidelines, proforme and codes of practice for the efficient administration of WMAu SOPs.

Suggestions: Administration Policy:

  • Committee and Office Bearers - functions and responsibilities encompassing the key dates in the Chapter's organisational calendar;
  • Meetings - agenda and minutes;
  • Subcommittees - requirements for operating a subcommittee; tools: emails (handling practices and classification); giving visibility to discussion on an ongoing basis; and progressive mapping of email discussion to topics;
  • Conferences;
  • Workshops - training needs;
  • Codes of Practice;
  • Policy Development - operationalise policy; and develop terms of reference.

WMAU Strategic Plan - approved proposal

The following document 'Proposal : Strategic Plan Proposal' was unanimously approved by the WMAu committee on 2011-05-02.

Proposal : Strategic Plan Proposal From Wikimedia Australia

Contents

  • Background
  • Goal
  • Benefits of having a Strategic Plan
  • Composition of Subcommittee
  • Timeline
  • Terms of Reference
  • Budget

Background

Andrew Owens and I attended the Wikimedia Chapters Conference in Berlin, Germany, on behalf of Wikimedia Australia on 25–27 March. One of the conclusions we quickly came to is that chapters that have been successful in their programs and aims are all driven by a strategic plan that outlines what the chapter should be doing, what is within scope, and how those aims will be met. At the same time our Australian chapter has for some weeks now been conducting discussions via the 'Membership List' regarding the need to clarify our policies, procedures and practices, thus recognising the need to develop a document encompassing WMau's strategic plan. This proposal in recognising preceding discussions (outlined above), both within the Australian chapter and at the international level, creates this proposal to appoint a subcommittee of individuals to write such a document for Wikimedia Australia and ultimately to present it for approval by the committee.

Goal

The objective is the creation of a strategic plan that outlines the goals and strategies of the organisation for the next four years to 2015. This plan is not intended to limit creativity or impose limitations on the way WMau operates. It is intended to provide the chapter with direction, while acting in a coordinated manner, and guiding us along our pathway, providing us with the means to achieving our goals. Future proposals and ideas can then be assessed against the strategic plan to see how well they match our vision, and financial planning can be undertaken to ensure that these proposals and ideas remain financially feasible.

Benefits of having a Strategic Plan

There are many benefits to having a strategic plan, and most organisations of our size, whether in the not-for-profit or commercial sector, have moved to implement one. Specific enumerable benefits would be:

  • New proposals introduced by members could be assessed against the plan to see if they meet the strategic goals of the organisation, and to see if they overlap with any existing proposed work
  • Answer questions about what the purpose of the organisation is, and what it does
  • Provide measurable benchmarks to see if the organisation is meeting or making progress towards its goals
  • Make financial planning simpler, by providing a clearer picture of future activity
  • Improve relations with Wikimedia Foundation, by providing a picture of the direction the chapter is moving in and which activities are within the WMF scope.

Composition of Subcommittee

Historically, the Australian chapter has been fortunate with the skill level of its members and the quality of their contribution to the work of the chapter. It is envisaged that the composition of the sub-committee will consist of a mix of committee members and of ordinary members, and that the sub-committee will, from time to time, and where they deem necessary, inform the process by co-opting non-member individuals with specialised skills to the sub-committee. The Chair of the sub-committee will be selected by the committee from among its number. This proposal advocates that the Chair invite members to serve on the sub-committee. To this end members showing interest in the work of the proposed sub-committee should make their interest know to the Chair.

Timeline

It is envisaged that a final draft of the Strategic Plan will be presented to the Committee in time for ratification, on or before 30 June 2011*. Should the Committee approve the implementation of the Strategic Plan it will be in the form of a motion passed for that purpose.

Committee Meeting 2011-06-18 - granted extension of time to 30 September 2011 for submission of final draft to Committee.*

Terms of reference:

  • These terms of reference come into effect upon the selection of the Chair by the committee;
  • The Chair is to appoint a sub-committee;
  • The initial task of the sub-committee is to allocate timelines for each stage of the process and throughout the process to ensure they are met;
  • The task of the sub-committee is to submit a draft document to the Committee for implementation.
  • The sub-committee will seek member feedback throughout various stages of the process;
  • The sub-committee will where necessary seek input from individuals with specialised knowledge in this area;
  • All feedback should be taken into consideration in the drafting process;
  • A penultimate draft in its entirety is to be presented to members;
  • A final draft is to be presented to the committee in time to meet the stated deadline.
  • These terms of reference expire upon the completion of the work or upon a motion passed by the Committee to this effect.

Budget

  • It is not anticipated that a budget will be required to bring this plan to fruition.