रणनीति/विकिमीडिया आंदोलन/2018-20/सिफारिशें/स्थिरता और लचीलापन को बढ़ावा देना

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संपोषणीयता और लचीलापन को बढ़ावा देना
अन्य सिफारिशों के लिए संपर्क
अन्य सिफारिशों के लिए संपर्क

This recommendation proposes the idea of staying relevant and receiving adequate support for the growth of the Movement towards 2030 and beyond. It is supported by the recommendations ‘Innovate in Free Knowledge’, ‘Improve User Experience’, ‘Ensure Equity in Decision-Making’ and ‘Create Cultural Change for Inclusive Communities’.

आंदोलन के तौर पर, “मुक्त ज्ञान के पारिस्थितिकी तंत्र की अनिवार्य अवसंरचना,” बनने के लिए, हमें मानव एवं वित्तीय संसाधनों की दृष्टि से संवहनीय होना पड़ेगा। केवल वचनबद्ध स्वयंसेवक, स्टाफ के सदस्य, और परियोजनाएं जो आसानी से पहचानी जा सकती हैं तथा प्रयोक्ताओं और दाताओं को आकर्षित करने के लिए विश्वसनीय हैं, ऐसा परिवर्तन ला सकेंगे जिनकी हम आकांक्षा रखते हैं। [1]

इसके लिए हमें लोगों का समर्थन करना चाहिए: एक ऐसा गतिशील और प्राय: बदलता स्वयंसेवक आधार जो नये विचार, नेताओं, और तरीकों को समावेश के लिए ला सके, तथा हमारी पहुंच का विस्तार करने देने के लिए ऐसे स्टाफ प्रदान करे जो दीर्घकालिक साझेदारी के निर्माण में सहायता प्रणाली प्रदान कर सके तथा समुदायों की सहायता करें। हमें स्थानीय समूहों और सभी हितधारकों को सशक्त बनाना तथा समर्थन देना चाहिए जिससे वे धन तथा दूसरे संसाधनों को प्राप्त करने के मौजूदा एवं नए तरीकों का लाभ उठाएं एवं अधिक आत्मनिर्भर बन जाएं।


People. Our future is dependent on a healthy, collaborative environment and continual inflow of people. Contributor retention[2] depends on multiple factors. Collaborative online spaces rely on the quality of user interactions and support systems to engage newcomers, assist experienced Wikimedians, remain sustainable, and grow in resilience.[3] Across our Movement, we need to account for diverse engagement methods, and appreciation mechanics fitted to the global nature of our Movement, recognizing the on- and offline contributions of our stakeholders in a contextual way.[4]

In our current setting, support and appreciation is distributed unevenly. To create the space for sustainable growth and resilience for our Movement, we need to take a more proactive approach in reaching out to those who are not yet represented in our communities[5] and who advocate for our Movement.[6] This needs to be balanced by better means of valuing the people who are already in our Movement and who have developed collaborative relationships, or we lose efficiency, momentum, and capacity because of high turnover.[7] Some of our partners are impacted by our current failures to provide metrics on their contributions’ usefulness, lack of some Movement stakeholders’ ability to commit to long-term planning, and a limited vision of our mutual accountabilities without public recognition.[8] Without addressing these issues, we will be unable to reach the highest potential for our partnerships with institutions, galleries, libraries, archives, and museums, among others.[9]

Financial Resources. The ambition of our strategic direction will require an increase in revenue for the Movement beyond incremental growth,[10] as the current level will be insufficient to grow our Movement to create local capacity for leadership, decision-making, and accountability and bring about the desired change. The current model, being heavily dependent on banner donations, also lacks resilience against external changes, such as disintermediation trends or cultural shifts that make Wikipedia less attractive to small donors, and misses the potential that would come with a diversified approach that would make the most of opportunities emerging from our local presence across the globe and revenue possibilities related to the use of our platform and product.[11] With almost all revenue streams passing through the few largest Movement organizations, there are missed opportunities and inequity due to limitations on international donations and funding, and the inherent power disparity.[12]

किस तरह
किस तरह

People. To achieve sustainable growth and resilience of our Movement, we recommend an approach based on diverse pathways for continued and improved engagement of people along with financial and staff support for it. These pathways need to include existing Movement organizing, building of partnerships, and technical engagement opportunities,[13] but also acknowledge new ways of contributing, like encouraging and empowering Movement advocates.[14]

Supporting individuals in this way will enable more people to take part and lead to more online and offline activities. As these new organizers will receive professional training and coaching, among other tools, it will benefit their level of expertise and professional lives overall. As a result, they will either continue to be ardent spokespeople for the vision and goals of our Movement or build a livelihood through and from their engagement, having options to become contractors or staff of regional structures, supporting the continued growth of the Movement.[15]

Following a people-centered approach, we must begin to recognize and appreciate not only editing contributions, but the value of mentoring, training, advocating, and other activities which strengthen our Movement.[16] We must develop further support systems to enable and engage all stakeholders. Finding improved ways to recognize and appreciate their work, providing a proper environment, and tailored pathways that attract and retain more people from a variety and diversity of languages and cultural backgrounds will increase our outreach on a local or global level.[17]

We need to provide more visible and easy-to-access support to strengthen our mutual ties with all types of stakeholders. Developing protocols to enhance and expand our mutually beneficial relationships with partners and providing them with metrics on the impact and use of materials they provided will be mutually beneficial and could extend our outreach as stewards of free knowledge.[18]

We need to recognize and celebrate that there are more avenues to participate in the Movement than editing alone. Volunteering occurs as a privilege to those who have time to commit to unpaid services. If we are to grow, we need to consider designing systems which compensate people for non-editing volunteerism, such as advocacy and capacity building,[19] through various means which could include honoraria, stipends, reimbursement of expenses, scholarships, equipment, internet access, or other forms of recognition.[20]

Financial resources. To achieve sustainable growth and resilience of our Movement, we recommend an approach based on several actions to ensure the availability of needed financial resources through diversification of the overall revenue channels.[21] More targeted efforts in local contexts could lead to higher yields with smaller efforts and could serve to bring more balance and equity in revenues globally. For example, building up and increasing the capacity to raise, spend, and account for funds could promote equity between unequally privileged regions of the world.[22]

Fundraising strategies should be tailored to local context and needs, but we must also ensure that we have agreed upon limits that are respected by all — such as the design serving the mission and honoring basic donors’ rights, or the principle that products and properties created by the Movement remain non-commercial.[23] To allow for movement growth we must develop an overarching long-term strategy, which is adaptable to local contexts, to be overseen by the global Governance Body, to provide for sufficient revenues to guarantee the sustainability of the Movement.[24]

One avenue that could be explored is considering monetizing the application programming interfaces (API) of Wikipedia and Wikidata. We are not capitalizing on this to meet our resourcing needs, i.e. while keeping the APIs free for everyone, we could explore offering “tiered” premium service for large users of our API.[25] Successful open-source software projects tend to rely on a wide array of stakeholders with diverse goals and interests sharing the resource burden (money, staff, volunteer time, etc.) of improving the software, which does not currently happen for our platform. With more intentional stewardship we might be able to realize its potential.[26]

In general, the resource generation opportunities in our products and platforms need to be further explored, through the development of a long-term strategy to increase revenue across stakeholders for not only meeting current but also future needs.[27]

अपेक्षित परिणाम
  • आयोजकों, पैरोकारों, और कर्मचारियों के लिए बहुभाषीय पेशेवर प्रशिक्षण डिज़ाइन करना और मानक प्रदान करना ताकि हमारे आंदोलन द्वारा हमारी कार्यनीति हासिल करने और उसे बनाए रखने में सदस्यों की सहायता की जा सके।
  • सांस्कृतिक परिवर्तन सुनिश्चित करने के लिए संकेतकों की सूची विस्तृत करना और उन्हें नियमित रूप से मापना।
  • जब प्रासंगिक हो तो, समुदायों को विकसित करना और समर्पित स्थानीय स्टाफ को नियुक्त करना जो उसी समुदाय का हिस्सा हों जिनकी वे सेवा कर रहे हों, ताकि नेतृत्व में सामुदायिक संलग्नता और उनकी अपनी तरफ से समर्थन करने की उनकी क्षमता बढ़ाई जा सके।
  • व्यापक और प्रभावी स्वयंसेवी समर्थन और पहचान के आधार पर स्वयंसेवी प्रोफाइल और स्थानीय परिप्रेक्ष्य को ध्यान में रखते हुए स्वयंसेवकों की ज़रूरतों का मूल्यांकन करने के लिए सुव्यवस्थित दृष्टिकोण डिज़ाइन करना।
  • गैर-संपादकीय स्वयंसेवा के लिए विभिन्न प्रतिपूर्ति पथों के द्वारा सभी प्रकार के योगदानों की बेहतर तरीके से पहचान करने हेतु अवसरों का अनुसंधान करना।
  • नई भूमिकाएँ निभाने वाले योगदानकर्ताओं की निगरानी करने के लिए और उन्हें समर्थन देने के लिए प्रणालियाँ डिज़ाइन करना, ताकि उनकी भागीदारी के दौरान उनकी संतुष्टि और उत्पादकता बढ़ाई जा सके।
  • वह प्रलेख डिज़ाइन करना जो फंड एकत्र करने के आधारभूत नियमों को परिलक्षित करे और यह परिभाषित करे कि स्थानीय परिप्रेक्ष्य और ज़रूरतों के अनुसार किन हिस्सों को बदला या अनुकूलित किया जा सकता है।
  • वर्तमान और भविष्य की परियोजनाओं के लिए ब्रांड जागरूकता को सुधारना, ताकि प्रयोक्ताओं, स्वयंसेवियों और भागीदारों के ध्यान, भरोसे और रुचियों को संरक्षित किया जा सके।
  • स्थानीय परिप्रेक्ष्यों के अनुसार अनुकूलित की जा सकने वाली ऐसी दीर्घकालिक कार्यनीति विकसित करने के लिए अनुसंधान का प्रयोग करना, जिसे आंदोलन भर में फंड एकत्र करने और आय स्रोत बढ़ाने के लिए सूचित किया जाए, जो हमारे साझा सिद्धांतों के अनुरूप हो और जिसकी वैश्विक अधिशासित निकाय द्वारा निगरानी की जाए।
  • उन मूल समस्याओं को पहचानना और उन्हें सुलझाना जो हमारे सॉफ्टवेयर प्लेटफॉर्म को अधिक जीवंत तृतीय पक्ष ईकोसिस्टम बनने से रोकते हैं।
  1. Movement Strategy 2017 - williamsworks final synthesis report
  2. Movement Strategy 2017: Features and Programs report summary, 2017 Sources summary overview
  3. Diversity R1: Introducing people-centered principles within the Wikimedia Movement, Spanish community conversations, July 2019, Revenue streams
  4. Capacity Building R9: Recognizing and Supporting Individuals, Product & Technology R6A: Improve Technical Contributor Engagement
  5. See also: Considering 2030: Demographic Shifts – How might Wikimedia extend its reach by 2030?
  6. Advocacy R2: Diversity
  7. Community Survey Analysis: Partnerships, Q5, “Value the people we have, support the people we have, it’s more cost effective to keep someone active who’s building relationships compared to teaching and identifying new people every couple of years”
  8. Wikimedians in Residence Exchange Network, March 2019, Partnerships thematic area
  9. Partnerships R12: Establish recognition principles for new partners, Partnerships R2: Wikimedia as steward of the Free Knowledge Ecosystem, Partnerships R7: Partnerships as a shared and equitable resource and activity
  10. Revenue Streams recommendations
  11. Revenue Streams “As knowledge becomes more granular, remixed by others, and served through interfaces out of our control, it will become increasingly difficult to maintain a direct line of communication with people willing to support our mission. The whole concept of "readers" might become obsolete, and banner fundraising might not prove to remain a major source of revenue by 2030”, Revenue Streams, Product & Technology R7: Realize the Potential of the Third-Party Ecosystem, Risk Assessment "Fundraising risk focuses on the possibility that significant changes -- for example, in viewing trends or reputation -- lead to difficulty raising funds for the Movement."
  12. 2017 Cycle 1 report, Revenue Streams: Wikimedia Deutschland staff perspective, Community Conversations, May 2019
  13. Product & Technology R6A: Improve Technical Contributor Engagement
  14. Advocacy R8: Empowerment of advocates
  15. Capacity Building R9: Recognizing and Supporting Individuals
  16. Diversity R1: Introducing people-centered principles within the Wikimedia Movement
  17. Movement Strategy 2017 - williamsworks final synthesis report
  18. Partnerships R12: Establish recognition principles for new partners, Advocacy R8: Empowerment of advocates, Partnerships R2: Wikimedia as steward of the Free Knowledge Ecosystem, Partnerships R7: Partnerships as a shared and equitable resource and activity
  19. Capacity Building R9: Recognizing and Supporting Individuals, Advocacy R8: Empowerment of advocates
  20. Capacity Building R9: Recognizing and Supporting Individuals
  21. Spanish community conversations, June 2019, Revenue streams thematic area
  22. If we want a significant impact on global knowledge half of our budget should be spent in developing countries. AB cycle 2/Insights summary: Overall Insights, Resource Allocation RG: Allocate resources for capacity and sustainability
  23. Revenue Streams recommendations
  24. Revenue Streams recommendations, Roles & Responsibilities: Scenario (Hybrid)
  25. Revenue Streams recommendations
  26. Product & Technology R7: Realize the Potential of the Third-Party Ecosystem
  27. Revenue Streams R2: Provide Paid Wiki-related Services, Revenue Streams R3: Monetize merchandise, Revenue Streams R4: Expand global fundraising