Strategy/Archive/Strategic and operational models

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This page sets out the strategic and operational models that underpin the WMUK strategy. The models were approved by the board in March 2014.

Strategic model

The strategic model is a structure designed to help analysis and to guide our thinking. It does not attempt to map onto any specific work that the charity does, nor onto any particular roles within the organization. WMUK strategic model.svg


Our Vision sets out, at the highest possible level, our ultimate aspiration.


In deciding how to work most effectively towards this aspiration, we apply our Values, which inform our 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.


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 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

The operational model helps us decide which activities to support, and ensures that we focus on things that can make a measurable difference to our charitable impact. WMUK operational model.svg


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 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 are the direct result of Activities, and can be gauged by means of Output Measures. Examples include number of editathons conducted, participants served, trainers trained, or project funds invested. Outputs do not necessarily, in themselves, tell us how effective the work of the charity is, but we try to select our Activities carefully so that we get Outputs that contribute to desired 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 knowledge, 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 is ultimately what we are trying to maximise. It can be seen as the cumulative permanent or structural effect of the various Outcomes that we achieve over time. We can look at individual Impacts against our various Strategic Goals as well as our overall charitable Impact.