At the start of the year, the Board put together our thoughts on what we saw ahead of us. Four months later, there’s a lot to reflect on and assess. Here’s thoughts from each of us on what’s happened, what’s ahead, and how we’re feeling about it.
Transitioning to this new role has been a slow learning process for me. In the first three (3) months, I failed to do any tasks as I am still learning (plus some health issues). I am keen to help improve new board member onboarding process, as well as to share semi-annual or annual reflections via my OSM Diary. With that said, my priorities is still the same and I hope to support my colleagues in their tasks to grow our community and maintain the OSM project.
Building more local chapters (Q2 priority)
- Proposal to Local Chapters application and processes have been drafted and we hope to share it with the community for feedback by end of May / early June
- Had some chats with potential local chapters (if you are reading this and interested to know more, reach out to me!)
- We also hope to strengthen our relationship with the current local chapters (will conduct research and consultations with LCCWG) and we will be sharing compiled LC annual reports
- Diversifying OSMF membership, including membership of OSMF Working Group (Q3 priority)
- Ensuring financial sustainability and effective fundraising
- in supportive role, but hope to help in diversifying fundraising activities especially in Asia region
Working on the Board starts with a steep learning curve picking up all the skills needed to be effective. We’d gain a lot by upgrading the on-boarding process before the next Board elections. It’s on my list!
My main focus has been work on the OSMF strategic plan. A small team, Allan Mustard, Sarah Hoffmann and myself have revised and restructured the plan from 2021, translated it into 10 languages and we are now doing a communications campaign inviting widespread OSM user comment on the Community Development part of the plan.
I am bringing OSM into the United Nations Digital Public Goods register and we are now close to concluding the very bureaucratic process of registration. I’m also studying whether the OSMF should appoint a full-time Executive Director. Work on a discussion paper is progressing but has not reached presentation stage yet.
I have put in particular effort learning about the very important but complex Tech side of OSMF from the many sources, and I have attended Operations meetings to find out what the small team does, how they do it and how they might best be supported at Board level.
Guillaume has been occupied with family matters and deeply regrets that he has not been able to attend to OpenStreetMap since.
I am learning how the OSMF board works, with various minor activities like preparing email responses/participating in discussions and meetings. I hope to achieve more in the coming months, especially with issues from strategic meeting plans and what I described during the OSMF elections. I am especially happy that the April licensing issues with data published by Overture Foundation/Linux Foundation are solved.
It’s been been especially intense and productive. We’ve prioritized fundraising in OSMF, brought on a fundraiser to help us with the effort, and drafted guidelines to align fundraising with the mission and values of the OSMF. There’s a lot more to come in the fundraising campaign. Also, I’ve spent a lot of time communicating for the Board with the community and with some of our organizational relationships, and gotten the Advisory Board going again. Been especially interesting to figure out the complexities of things like Overture and Map Builder. I think we’ve struck a good tone, and OSMF is positioned well. Finally I think the Screen 2 Screen was very good to orient us on all the work in front of us, and take single threaded ownership of it. It’s a lot, and I can’t say it doesn’t both excite me and feel daunting, but we have the right set up to see it through.
There is a clearly predominant issue for now: fundraising. The OSMF has now grown to a size where hardware and running expenses are substantial, and the employment of people is a commitment that comes on top of that. We now need close to 700’000 GBP (or EUR or USD) per year to assure that, although we had in the past an income of only about 200’000 GBP (or EUR or USD) per year. We have reserves, so it is not urgent, but really really important.
Starting to work with a fundraiser is thus the right decision. This is currently much US centered – this is within expectations as historically most income has come from there, but also a challenge as we want substantial contributions from outside the US both for the money and the diversification.
After a slow start, board work has become pretty intense in the last two months. The appearance of the Overture foundation was an unplanned event that without a doubt influenced the priorities of the board. Consolidating the OSMF’s financial situation is in full swing. We’ve had fruitful discussions about budgets, and means of funding and fundraising. What has come up again and again in discussions is our pending move to the EU, which would open more venues of cooperation for the OSMF. This will be a priority for me in the next quarter. Working on the Strategy plan updates gave me the opportunity to talk to quite a few members of the community about the future of OSM and I very much like to hear more. Next I will be organising a discussion session at the State of the Map France in Marseille.