Strategy/Archive/Strategic and operational models: Difference between revisions
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'''This page sets out the strategic and operational models that underpin the WMUK strategic plan.''' | '''This page sets out the strategic and operational models that underpin the WMUK strategic plan.''' | ||
=Strategic model= | ==Strategic model== | ||
[[File:WMUK strategic model.svg]] | [[File:WMUK strategic model.svg]] | ||
==Vision== | ===Vision=== | ||
Our ''Vision'' sets out, at the highest possible level, our ultimate aspiration. | Our ''Vision'' sets out, at the highest possible level, our ultimate aspiration. | ||
==Values== | ===Values=== | ||
In deciding how to work most effectively towards this aspiration, we apply our ''Values'', which inform our ''Mission''. | In deciding how to work most effectively towards this aspiration, we apply our ''Values'', which inform our ''Mission''. | ||
==Mission== | ===Mission=== | ||
The Mission is our overall aim which links directly to the practical impact that we can make as a charity and Wikimedia Chapter. | The Mission is our overall aim which links directly to the practical impact that we can make as a charity and Wikimedia Chapter. | ||
==Strategic Goals== | ===Strategic Goals=== | ||
As we cannot do everything, we need some ''Strategic Goals''. These are the high-level areas in which we will be concentrating our activities. | As we cannot do everything, we need some ''Strategic Goals''. These are the high-level areas in which we will be concentrating our activities. | ||
==Aims== | ===Aims=== | ||
The Aims are short statements setting out the actual changes we are trying to achieve. They are answers to the question "''why are we doing this?''" | The Aims are short statements setting out the actual changes we are trying to achieve. They are answers to the question "''why are we doing this?''" | ||
==Activities== | ===Activities=== | ||
''Activities'' are what we actually do on a day to day basis. When considering what Activities to undertake, we have regard to our Aims and Strategic Goals. This allows us to ensure that what we actually do is directly aligned with our Mission. | ''Activities'' are what we actually do on a day to day basis. When considering what Activities to undertake, we have regard to our Aims and Strategic Goals. This allows us to ensure that what we actually do is directly aligned with our Mission. | ||
=Operational model= | ==Operational model== | ||
[[File:WMUK operational model.svg]] | [[File:WMUK operational model.svg]] | ||
==Inputs== | ===Inputs=== | ||
''Inputs'' are defined as the resources available to us. In our case, Inputs include volunteer, staff and trustee time, office space, meeting rooms, computers, photographic equipment and so on. ''Inputs'' are used in ''Activities''. | ''Inputs'' are defined as the resources available to us. In our case, Inputs include volunteer, staff and trustee time, office space, meeting rooms, computers, photographic equipment and so on. ''Inputs'' are used in ''Activities''. | ||
==Activities== | ===Activities=== | ||
Activities make use of Inputs, and are what we actually do on a day to day basis. Examples might include running specific programmes such as Wikipedians in Residence or Train the Trainers as well as other activities such as providing support to WLM volunteers, press liaison work and so on. All these ''Activities'' result in ''Outputs''. | Activities make use of Inputs, and are what we actually do on a day to day basis. Examples might include running specific programmes such as Wikipedians in Residence or Train the Trainers as well as other activities such as providing support to WLM volunteers, press liaison work and so on. All these ''Activities'' result in ''Outputs''. | ||
==Outputs== | ===Outputs=== | ||
Outputs are the direct result of Activities, and our Output progress can be gauged by means of ''Output Measures''. Examples include number of editathons conducted, participants served, or trainers trained. If our Activities are selected carefully, their ''Outputs'' should produce desired ''Outcomes''. | Outputs are the direct result of Activities, and our Output progress can be gauged by means of ''Output Measures''. Examples include number of editathons conducted, participants served, or trainers trained. If our Activities are selected carefully, their ''Outputs'' should produce desired ''Outcomes''. | ||
==Outcomes== | ===Outcomes=== | ||
Outcomes are the long-term benefits or changes we are looking for. Desirable Outcomes vary widely, and are not simply limited to content improvements on the Wikimedia sites and new educational materials uploaded. Other Outcomes include increased awareness of open content, reduced barriers to accessing such content, legislative and societal changes, and the development of thriving Wikimedia and Open Knowledge communities. | Outcomes are the long-term benefits or changes we are looking for. Desirable Outcomes vary widely, and are not simply limited to content improvements on the Wikimedia sites and new educational materials uploaded. Other Outcomes include increased awareness of open content, reduced barriers to accessing such content, legislative and societal changes, and the development of thriving Wikimedia and Open Knowledge communities. | ||
By looking at ''Outcome Measures'' we can get a sense of the ''Impact'' of our Activities. Where true Outcome Measures are difficult or impossible to obtain we may have to use Output Measures as proxies for the Outcome Measures we are really interested in. | By looking at ''Outcome Measures'' we can get a sense of the ''Impact'' of our Activities. Where true Outcome Measures are difficult or impossible to obtain we may have to use Output Measures as proxies for the Outcome Measures we are really interested in. | ||
==Impact== | ===Impact=== | ||
Impact is ultimately what we are trying to maximise. It can be seen as the cumulative permanent or structural effect of the various Outcome Measures that we achieve over time. We can look at individual Impacts against our various Strategic Goals as well as our overall charitable Impact. | Impact is ultimately what we are trying to maximise. It can be seen as the cumulative permanent or structural effect of the various Outcome Measures that we achieve over time. We can look at individual Impacts against our various Strategic Goals as well as our overall charitable Impact. | ||
[[Category:Strategic Plan 2014-2019]] | [[Category:Strategic Plan 2014-2019]] | ||
Revision as of 21:50, 5 February 2014
This page sets out the strategic and operational models that underpin the WMUK strategic plan.
Strategic model
Vision
Our Vision sets out, at the highest possible level, our ultimate aspiration.
Values
In deciding how to work most effectively towards this aspiration, we apply our Values, which inform our Mission.
Mission
The Mission is our overall aim which links directly to the practical impact that we can make as a charity and Wikimedia Chapter.
Strategic Goals
As we cannot do everything, we need some Strategic Goals. These are the high-level areas in which we will be concentrating our activities.
Aims
The Aims are short statements setting out the actual changes we are trying to achieve. They are answers to the question "why are we doing this?"
Activities
Activities are what we actually do on a day to day basis. When considering what Activities to undertake, we have regard to our Aims and Strategic Goals. This allows us to ensure that what we actually do is directly aligned with our Mission.
Operational model
Inputs
Inputs are defined as the resources available to us. In our case, Inputs include volunteer, staff and trustee time, office space, meeting rooms, computers, photographic equipment and so on. Inputs are used in Activities.
Activities
Activities make use of Inputs, and are what we actually do on a day to day basis. Examples might include running specific programmes such as Wikipedians in Residence or Train the Trainers as well as other activities such as providing support to WLM volunteers, press liaison work and so on. All these Activities result in Outputs.
Outputs
Outputs are the direct result of Activities, and our Output progress can be gauged by means of Output Measures. Examples include number of editathons conducted, participants served, or trainers trained. If our Activities are selected carefully, their Outputs should produce desired Outcomes.
Outcomes
Outcomes are the long-term benefits or changes we are looking for. Desirable Outcomes vary widely, and are not simply limited to content improvements on the Wikimedia sites and new educational materials uploaded. Other Outcomes include increased awareness of open content, reduced barriers to accessing such content, legislative and societal changes, and the development of thriving Wikimedia and Open Knowledge communities.
By looking at Outcome Measures we can get a sense of the Impact of our Activities. Where true Outcome Measures are difficult or impossible to obtain we may have to use Output Measures as proxies for the Outcome Measures we are really interested in.
Impact
Impact is ultimately what we are trying to maximise. It can be seen as the cumulative permanent or structural effect of the various Outcome Measures that we achieve over time. We can look at individual Impacts against our various Strategic Goals as well as our overall charitable Impact.