‭2024 Strategic Work Plan‬‭ his work plan presents key activities to be undertaken in pursuit of the‬‭2024-2026 Strategy‬‭’s high‬T‭level objectives.‬‭ his strategic work plan summarises the baseline and aspirational work and focus areas for‬T
‭2024, before describing the fundraising efforts that will support aspirational work, and the‬‭strategic monitoring framework and indicators for 2024.‬‭The following documents are annexed:‬‭‬ 2●‭ 024 Budget (which also distinguishes between baseline and aspirational budgets)‬‭●‬ ‭2024 Operational Work Plan (which includes staff allocations, associated expenses and‬‭revenue sources, detailed timelines and deliverables, and specific dependencies, and is‬‭intended for internal use by the staff to plan and track activities)‬‭●‬ ‭2024 Monitoring framework (including targets for progress on achieving the 2024-2026‬‭strategic objectives)‬‭Focus areas for 2024‬‭ he 2024-2026 Strategy sets a strategic roadmap for growth and increased impact. The‬T
‭2024 work plan sets concrete plans to pursue those goals, particularly through‬‭aspirational work that is aligned with the pillars in the 2024-2026 strategy, and three key‬
‭focus areas for 2024.‬‭ aseline work‬‭includes core activities that are essential to the existence of MyData Global‬
B‭and the execution of minimal viable activities as an association in the service of its‬
‭members. These activities will be supported by a baseline budget, drawing on revenue‬‭that is expected in 2024 without additional fundraising.‬‭ spirational work‬‭includes activities that require new sources of revenue in order. These‬A‭activities can be grouped according to the four pillars and corresponding objectives in the‬‭2024-2026 Strategy. Aspirational activities are key to achieving the 2024-2026 strategic‬‭objectives, but will not be pursued unless fundraising targets are achieved.‬‭ he aspirational work planned to implement the 2024-2026 strategic objectives can be‬T‭organised into‬‭three focus areas‬‭, to describe MyData’s strategic ambitions for 2024:‬‭ rowing a powerful‬G‭global community‬‭ haping the rules‬
S‭that matter‬‭ nabling better‬E‭business‬‭1‬‭/‭1‬ 4‬

‭Focus Areas‬‭ uilding a‬B‭powerful‬‭global‬‭community‬‭ aseline‬
B‭work‬‭ haping‬
S‭the rules‬‭that‬‭matter‬‭ nabling‬E‭better‬‭business‬‭ asic operational and governance‬B‭functions and reform‬I‭mproved delivery of the MyData Awards‬‭and MyData conference‬‭Delivery on committed projects‬‭ spirational‬ ‭Operations: A well-functioning and efficient‬A‭organisation‬‭work‬‭ ommunity at the core of all MyData‬C‭Global’s activities‬‭ olicy lobbying to embed human-centricity‬P‭into the rules and frameworks that will‬‭shape how personal data is governed‬‭ arket engagement to help identify and‬M‭enable business models and ecosystem‬‭designs so that human centric solutions‬‭can flourish.‬‭2‬‭/‭1‬ 4‬

‭Baseline work and activities‬‭ aseline work includes those fundamental activities and operations that are necessary to‬B‭maintain MyData Global as a non-profit entity in good standing, and as an international‬‭membership association that is responsive to its membership.‬‭ ctivities to support baseline work can be organised into the following activities and‬A‭activity areas:‬‭Activity stream‬‭Key activities‬‭ asic operational‬B‭and governance‬‭functions and‬‭reform‬-‭ Operational activities‬‭(payroll, management, maintaining website and public email‬‭addresses)‬‭- Essential governance activities‬‭(maintaining board activities and other administrative requirements‬‭per Finnish law)‬‭- Communication activities‬‭(maintaining website and managing public communications‬‭platforms)‬‭- Minimum community support‬‭(approving and supporting members to manage profiles,‬‭maintenance of slack and other community platforms,‬‭responsiveness to hubs and thematic groups)‬‭- Onboarding and support to the transitional board, permanent‬‭board, and membership representative to the board‬‭ elivery on‬
D‭-Data Spaces Support Centre‬‭committed projects‬ ‭-CYANOTYPES‬‭-NextGen4Health‬I‭mproved delivery‬ ‭- Refinement of the Awards concept and implementation of the‬‭of the MyData‬‭Awards in Q3‬‭Awards and‬‭- Execution of a MyData community event in Q3‬‭MyData conference‬ ‭- Planning and preparation for an enhanced conference in 2025‬‭ xecuting this baseline work will require current human resources of approximately 5.8‬
E
‭Full Time Equivalent staff positions, and expenses of -607,336 eur, as detailed in the‬‭annexed budget.‬‭3‬‭/‭1‬ 4‬

‭Aspirational work and activities‬‭ spirational work and activities are dependent on securing additional revenue, and can be‬A‭organised according to the four pillars in the 2024-2026 Strategy, and the focus areas for‬‭the 2024 work plan.‬‭Activity stream‬‭Key activities‬‭ perations‬‭: A well-functioning‬O‭and efficient organisation‬-‭ Strengthening Hub and thematic group governance‬‭-Mainstreaming value-aligned tools‬‭-Strategic communications‬‭ ommunity‬‭at the core of all‬C
‭MyData Global’s activities‬-‭ Targeted community events‬‭-Enhanced member and community support‬‭-Enhanced slack curation‬‭-Hub and thematic group growth‬‭-Membership Value Proposition and outreach‬‭-Update of the MyData Declaration‬‭ olicy‬‭lobbying to embed‬
P‭-Support to EU policy makers, regulators , and‬‭human-centricity into the rules‬ ‭administrators‬‭and frameworks that will shape‬ ‭-Lobbying to policy-makers‬‭how personal data is governed‬ ‭-City engagement and support‬‭-Partnerships with peer organisations‬‭-Collaborative communication‬‭ arket‬‭engagement to help‬M‭-Collaborative development projects with members‬‭identify and enable business‬‭-Consultations on business models and ecosystem‬‭models and ecosystem designs‬ ‭positions‬‭so that human centric solutions‬ ‭-Report documenting use case‬‭can flourish.‬‭-Identify partner for accelerator program‬‭-Ecosystem landscaping research‬‭ his aspirational work will be executed in whole or in part depending on success in‬T‭meeting fundraising targets. Executing all of this aspirational work would require current‬‭human resources of an additional 3.8 Full Time Equivalent staff positions, and -407,930‬‭eur, as detailed in the annexed budget.‬‭4‬‭/‭1‬ 4‬

‭Fundraising, targets and adaptive planning‬‭ he 2024 budget is composed of two parts, as shown in the table below. A baseline‬T‭budget of -582,066€ is based on financial resources expected without any additional‬‭fundraising. An aspirational budget of -332,930€ is based on fundraising targets that have‬‭been set for the end of 2023 and the beginning of 2024.‬‭The detailed budget is annexed to this document.‬‭ ore‬C‭expenses‬‭ roject‬P‭expenses‬‭ otal‬T‭expenses‬‭%‬‭Baseline budget‬‭-285,606‬‭-296,460‬‭-582,066‬‭64%‬‭Aspirational budget‬‭-185,410‬‭-147,520‬‭-332,930‬‭36%‬‭Total budget‬‭-471,015‬‭-443,980‬‭-914,996‬‭100%‬I‭n order to fund aspirational activities, several fundraising efforts have been identified and‬‭initiated. These are presented below, and others are anticipated.‬‭Source‬‭Proposal‬‭ unding‬
F‭Key activities funded‬‭Target and‬‭status‬‭ otional‬ ‭Staff funded‬N‭start‬‭time‬‭ rivate‬P‭Core and‬
‭200,000 eur‬ ‭Operations: Staff‬‭TBD‬‭foundations‬ ‭unrestricted‬ ‭through 1-3‬ ‭policies, Financial‬‭funding‬‭core grants,‬ ‭systems, Fundraising,‬‭in early‬‭Organisational‬‭discussion‬ ‭governance and‬‭with several‬ ‭structure, Hub/TG‬‭foundations‬ ‭governance and‬‭operations, Value-aligned‬‭tools, Strategic comms‬‭ xisting staff‬
E‭TBD‬‭ dmin /‬A‭finance‬‭officer‬‭ ommunity‬C‭lead‬‭ ommunity: Member‬C‭and community support,‬‭Slack curation, Hub/TG‬‭growth, Membership‬‭Value Proposition and‬‭outreach‬‭5‬‭/‭1‬ 4‬

‭ olicy: Partnerships,‬P‭Collaborative‬‭communication‬‭ arkets: Accelerator‬
M‭partnerships‬‭ innish Min‬ ‭Updating‬F‭25,000 eur,‬ ‭Declaration update‬‭of Trans'n &‬ ‭the MyData‬ ‭in‬‭Comms‬‭Declaration‬ ‭discussion‬‭Q2 2024‬ ‭Community‬‭lead‬‭ dhoc‬A‭Various TBD‬ ‭50,000 eur,‬ ‭Development of member‬ ‭TBD‬‭collaborativ‬‭Mechanism‬ ‭business models and‬‭e‬‭outlined‬‭technical solutions‬‭fundraising‬‭and 4‬‭targets‬‭identified‬‭ roject‬P‭coordinator‬‭ one‬K‭Research‬‭Foundation‬‭ hD‬
P‭researcher‬‭ 4,050 eur,‬ M9‭ arket consultations‬‭ an‬J‭proposal‬‭Use case report‬‭2024‬‭submitted‬ ‭Ecosystem landscaping‬‭ esearch‬
R‭lead‬‭ esearch‬R‭coordinator‬‭ ravel‬T‭grants‬‭ ilateral‬B‭15,000 eur,‬‭donors and‬ ‭no action‬‭philanthropi‬ ‭taken‬‭es TBD‬‭ ommunity events‬C‭TBD‬‭Member and community‬‭support‬‭Lobbying‬‭Cities engagement‬‭SIMPL‬‭ ersonal‬P‭50,000 eur,‬ ‭Community events‬‭TBD‬‭data‬‭proposal‬‭Member and community‬‭governance‬ ‭submitted,‬ ‭support‬‭through the‬ ‭internal‬‭Prometheus‬ ‭discussions‬‭-X‬‭ongoing‬‭sub-consorti‬‭um‬‭none‬‭ olicy and‬P‭communicati‬‭ons lead‬‭Adaptive monitoring‬‭Implementation of the 2024 work plan will be monitored at two levels.‬‭6‬‭/‭1‬ 4‬

‭1.‬ ‭Progress towards achieving the goals set out in the 2024-2026 Strategy will be‬‭monitored and reported to the board on an annual basis, using the strategic‬‭monitoring framework annexed to this document. This framework sets multiple‬‭specific and measurable indicators for each of the high level goals in the‬‭2024-2026 Strategy, and as well as baseline and target values for each indicator.‬‭This framework is designed to support adaptation of activities and goals in‬‭response to changing circumstance and lessons in implementation of the‬‭2024-2026 Strategy.‬‭2.‬ ‭The Operational work plan includes a tracking document that will be used by the‬‭staff to monitor and iterate activities and planned deliverables on a quarterly basis.‬‭7‬‭/‭1‬ 4‬

‭Annex 1: 2024 Budget‬‭The budget can be viewed as‬‭xls‬‭and downloaded as‬‭pdf‬‭.‬‭8‬‭/‭1‬ 4‬

‭Annex 2: Strategic monitoring framework‬‭2024 strategic monitoring framework for MyData Global‬‭ nnexed to the 2024 Annual Work Plan‬a‭Draft: 13.10.2023‬‭ trategic‬
S‭objectives‬‭Indicators‬I‭ndicat‬‭or type‬ ‭2023 Indicator baseline*‬ ‭2024 Targets*‬‭Professional operations‬‭ he association‬ ‭Diversity of revenue‬T‭is financially‬‭(membership fees,‬‭sustainable and‬ ‭projects, unrestricted‬‭resilient‬‭grants, other)‬‭%s‬‭ embership: 35%‬m‭projects: 45%‬
‭unrestricted grants: 20%‬‭ embership: 30%‬m‭projects: 30%‬
‭unrestricted grants:‬‭40%‬‭Positive cash reserve‬

‭€‬

‭0€‬

‭20,000€‬‭ eam health and‬T
‭well-being‬‭ eam‬ ‭none‬T‭quarterl‬‭y survey‬‭and‬‭annual‬‭evaluati‬‭ons‬‭ o team members‬N‭reports crisis mode at‬‭any point during the‬‭year.‬‭ xpenditure on‬E‭overhead‬‭ of‬%‭30%‬‭budget‬‭20%‬‭ eam‬
T‭processes are‬‭efficient and‬‭professional‬‭ yData's values‬ ‭Active communications‬ ‭List‬
M‭are curated and‬ ‭signalling our values‬‭visible‬‭and positions (including‬‭blogposts, newsletters,‬‭high level statements,‬‭and comments on‬‭others papers/outputs)‬‭ . Statement on‬
1‭to be finalised in 2024‬‭ChatControl 2.0 by‬‭work plan‬‭MyData4Children Thematic‬‭Group‬‭2. Five blogposts on‬‭MyData values (Protect,‬‭empower, inspire; My teddy,‬‭my blanket, … my Data?;‬‭Four things everyone‬‭should know about the fair‬‭data economy; Wallet‬‭wars?;‬‭Curious about ethical use of‬‭personal data?)‬‭3. Three Recognized‬‭contributions to global‬‭publications (see below)‬‭4. Ten Newsletters sent to‬‭9‬‭/‭1‬ 4‬‭1,700+ recipients‬‭Vibrant Community‬‭ embers value‬ ‭Membership‬M‭their MyData‬‭satisfaction‬‭membership‬‭ he broad‬T‭community is‬‭active and‬‭productive‬‭ rating‬ ‭To be established‬%‭satisfac‬ ‭December 2023‬‭tion in‬
‭top‬
‭40%ile‬‭10%‬‭Members attrition rate‬

‭%‬

‭5%‬

‭Weekly slack activity‬

‭‬
#‭56‬
‭people‬‭posting‬‭on‬‭average‬‭year-to-‬‭date‬‭maintained‬‭ ommunity initiatives‬C‭(projects, statements,‬‭collaborations that‬‭emerge from the‬‭community)‬‭List‬‭none‬‭ ctive local hubs and‬A‭thematic groups‬‭ ist of‬ ‭1. Operators Thematic‬L‭to be finalised in 2024‬‭hubs‬‭Group‬‭work plan‬‭and‬‭2. Children Thematic Group‬‭themati‬ ‭3. Korea Hub‬‭c‬
‭4. Dutch Hub‬‭groups‬ ‭5. Finnish Hub‬‭6. Japan Hub‬

‭ embership is‬ CM‭ onstituency diversity is‬ ‭binary‬‭diverse and‬‭mapping‬‭representative‬ ‭(business, govt, civil‬‭society‬‭or BLTS‬‭or universities,‬‭businesses, cities,‬‭policy, etc)‬‭ eographical diversity‬
G‭(Europe, Africa, MENA,‬‭Asia, LAC)‬

‭%s‬

‭8%‬

‭data not available‬‭none‬‭ apping completed‬m‭and maintained‬‭ urope 74%‬
E
‭Asia 13%‬
‭Americas 10%‬‭Africa 3%‬‭ urope 60%‬
E
‭Asia 20%‬
‭Americas 15%‬
‭Africa 5%‬‭Human-centric policies‬‭10‬‭/‭1‬ 4‬

I‭mplementation‬ ‭Implementation support‬ ‭List of‬ ‭1. Estonia‬‭of EU data‬‭provided to national‬‭engage‬ ‭2. Ireland‬‭policy puts‬‭authorities‬‭ments‬ ‭3. Poland‬‭people at its‬
‭4. Netherlands (early‬‭centre‬‭stages)‬‭ yData advocacy and‬M‭lobbying is reflected in‬‭legislative and policy‬‭outcomes‬‭ ist of‬ ‭1. EU Data Space Support‬L‭outcom‬ ‭Centre conceptual model‬‭es‬‭and blueprint‬‭2. EU Skills Data Space‬‭blueprint and architecture‬‭ ules emerging‬ ‭Engagement (support or‬ ‭List of‬ ‭none‬R‭around the‬‭direct advocacy) with‬‭engage‬‭globe are‬‭national policy-makers‬ ‭ments‬‭embedded with‬ ‭outside of Europe‬‭a human-centric‬‭Engagement (support or‬ ‭List of‬ ‭none‬‭approach‬‭direct advocacy) with‬‭engage‬‭the managers of‬‭ments‬‭data-using public‬‭services at national or‬‭sub-national level‬‭ yData is‬M‭ ctive collaborations‬A‭salient with the‬ ‭with global partners‬‭global data‬‭advocacy‬‭movement‬‭ ecognized‬R‭contributions to global‬‭publications‬‭4 engagements‬

I‭nfluence on AI act and‬‭Interoperability Act, EU‬‭health data space and‬‭others to be finalised‬‭in 2024 work planning‬‭2 new engagements‬‭2 new engagements‬‭ ist of‬ ‭1. Data Space Support‬
L‭2 new global‬‭engage‬ ‭Centre consortium partners‬ ‭partnerships‬‭ments‬ ‭2. Data Spaces for Skills‬‭consortium partners‬‭3. CYANOTYPES‬‭consortium partners‬‭ ist of‬ ‭1. OpenID Foundation's‬L‭2 contributions‬‭publicat‬ ‭report on “Human-Centric‬‭ions‬‭Digital Identity: for‬‭Government Officials”‬‭2. Open Data Charter's‬‭contribution to consultation‬‭on the UN's Global Digital‬‭Compact‬‭3. European Commission's‬‭Joint Research Centre‬‭report on Mapping the‬‭landscape of data‬‭intermediaries‬‭Open markets and ecosystems‬‭ yData‬M‭identifies‬‭ elevant use cases‬R‭published‬‭binary‬‭none‬‭ t least 5 detailed use‬a‭cases published‬‭11‬‭/‭1‬ 4‬

‭ roblems and‬ ‭Flagship publications‬p‭solutions from a‬‭human centric‬‭perspective‬‭ ist of‬ ‭none‬L‭publicat‬‭ions‬‭ . Report on business‬
1‭models and barriers‬‭2. Report on‬‭ecosystems and their‬‭potential development‬‭ uman centric‬ HH‭ uman centric business‬ ‭List and‬ ‭none‬‭business‬‭models documented‬‭descript‬‭models are‬‭and published‬‭ion‬‭demonstrated‬‭none‬‭ uman centric‬ FH‭ unctional technical‬‭technical‬‭solutions are‬‭solutions are‬‭demonstrated‬‭demonstrated‬‭none‬‭ ist and‬ ‭none‬L‭descript‬‭ion‬*‭ = Indicator baselines are estimates to be finalised together with targets at the end of the 2023 calendar‬‭year.‬‭12‬‭/‭1‬ 4‬

‭Annex 3: Operational work plan‬‭ he operational work plan can be viewed at‬T‭https://drive.google.com/file/d/1mKdOgNgzuPj0SPZLWZg5J6E1Oxg4nicl/view?usp=sharing‬‭13‬‭/‭1‬ 4‬