Last week: "Should we offer a summary of this discussion, and link to these notes, in the current email threads? (Earlier decision was: No, wait another week, nothing concrete yet.)"
Feb 3: "core work narrative plan" is due: Goal, top projects, milestones/results/impact (from FDC format); metrics; staffing; budget; dependencies.
Tony collates into a presentation.
no decisions made about budgeting at that point
Mar 4: "Strategy work" due.
review and collate
review all asks. ratios expected to be different for each department.
March 31: present to FDC.
budgeting happens (no SOP available; last year not a model)
Implications: all core work is reviewed before any strategy work is reviewed.
Could incent teams to put work important to them in "core" regardless of definition.
Could a team lose budget because their work is strategic, not core?
Not expected, although not completely ruled out
Kevin: seems like current need is for teams to identify and forecast/plan along this distinction, not to track and report
Do we (TPG) need to help teams with the definition now, or can we do that in parallel with teams preparing their core / narrative material?
WMF can report aggregate, consistent core/strategy fraction data for external reporting purposes (3-4 use cases, e.g., IRS, grants, charity ratings - from fundraising)'
(Future)
other?
Discuss here to schedule for another time: how is this discussion going with WMF org?
What is the core use case? Does everyone understand use cases?
Can we strategize on how to get people read and respond more? Who is strongly dissagreeing? Who is not talking yet?
What is the "right number" to have in different contexts?