The WMUK board's regular two-day strategy overview meeting was held in Cambridge last weekend. This is the time of year when we focus on future plans and we were joined by our interim CEO, D’Arcy Myers, who provided us with fresh perspectives from the point of view of a relative newcomer.

The minutes of the meeting are being prepared, and should be available within the next week, but the board felt that it would be useful to publish a guide to the broad challenges that face us, and how we are tackling them.

One of the tasks of the meeting was to review the third quarter financial report, which included a consideration of the full impact of Wikimania. The WMUK office ended up playing a larger role than had originally been anticipated, and the charity's costs on both staff and Wikimania-related programmes in the third quarter of the year has been significantly higher than anticipated. At the same time, the Funds Distribution Committee of the Wikimedia Foundation has indicated that it will not recommend granting WMUK the full amount we requested for the 2015-16 financial year.

These factors mean that the board needs to review our plans for the coming year in the light of the reduced funds available to us, and to ensure that in spite of financial constraints our reserves are not allowed to drop to an unacceptably low level.

It is inevitable that over the next year the charity will need significantly to reduce its direct expenditure, both on overheads and on programmes, and over the next few weeks our CEO will be working on his recommendations for a detailed action plan to achieve that. The focus will be not on 'business as usual' and salami-slicing our existing expenditure, but on the opportunity we have to re-direct our energies towards those programmes that are most able to provide us with high charitable impact when weighed against the resources required (direct costs, staff costs, number of willing and skilled volunteers available and so on).

We need to prioritise, and to accept that we no longer have the luxury of being able to support highly-resourced programmes that do not provide a commensurate level of direct charitable impact when measured against our strategic goals. There are an almost infinite number of useful free knowledge projects we could be involved in, including many which are directly aligned with our goals. But we have to have the courage to turn projects down and acknowledge that our charitable aims are best met by doing a limited number of projects exceptionally well than accepting a multitude of ideas that we don't have the resources to follow up on.

Of course, the resources available to us are not fixed, and we will be making significant directed efforts to increase both volunteer resources and also locally-sourced finance via UK-based fundraising and gifts in kind. The extent to which we are able to accept and support project ideas for which we have insufficient core funding is likely to depend on whether the project has a sufficiently large and skilled group of enthusiastic volunteers who are able to lead and run it with minimal staff help, and whether it is of interest to external grant-makers who can be persuaded to cover the non-core costs.

Once the CEO has a draft action plan and 2015-16 budget prepared, they will be shared with the community for comment and suggestions before coming to the board for approval of a financially sustainable package of activities geared to achieving our agreed strategy. We are happy to accept general questions on this, but of course we can't discuss anything relating to internal HR or staffing issues.

Best regards

Michael

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Michael Maggs
Chair, Wikimedia UK

for the board