Strategy/Wikimedia movement/2018-20/Recommendations/Sprint/Capacity Building/4
- 1 Provide Capacity Building for Organizational Development
- 1.1 Q 1 What is your Recommendation?
- 1.2 Q 2-1 What assumptions are you making about the future context that led you to make this Recommendation?
- 1.3 Q 2-2 What is your thinking and logic behind this recommendation?
- 1.4 Q 3-1 What will change because of the Recommendation?
- 1.5 Q 3-2 Who specifically will be influenced by this recommendation?
- 1.6 Q 4-1 Could this Recommendation have a negative impact/change?
- 1.7 Q 4-2 What could be done to mitigate this risk?
- 1.8 Q 5 How does this Recommendation relate to the current structural reality? Does it keep something, change something, stop something, or add something new?
- 1.9 Q 6-1 Does this Recommendation connect or depend on another of your Recommendations? If yes, how?
- 1.10 Q 6-2 Does this Recommendation connect or relate to your Scoping Questions? If yes, how?
- 1.11 Q 7 How is this Recommendation connected to other WGs?
- 1.12 Q 8 Do you have anything to add that was not covered with previous questions, yet essential for understanding the recommendation?
Provide Capacity Building for Organizational Development
Q 1 What is your Recommendation?
We recommend targeted capacity building services and resources for developing strong organizations, rooted in the organization’s needs, goals, and contexts, that serve their communities and the movement (in addition to services focused on individuals and informal collectives).
By providing access to resources and support to formal organizations, rooted in the organization’s needs, goals, and contexts, we will have (1) robust organizations on the ground that drive growth locally and nationally and; (2) a robust network of organizations to drive growth at a global scale.
Q 2-1 What assumptions are you making about the future context that led you to make this Recommendation?
At the basis of this recommendation lies the assumption that viable organizations are one crucial driver for growing the movement, and for building a strong network of equal organizations globally to serve as the backbone of our movement.
Capacity building in our movement must take into account different contexts and ways of working - serving people, informal groups and formal organizations. Capacity building available to individuals and informal groups is covered in recommendations 2, 3 and 9. Developing effective organizations that serve communities and the movement will require targeted capacity building services different from those available to individuals and informal groups.
Formal organizations, as they are defined in the current movement structure are not to be the “one size fits all” approach to working in our movement. There is no linear path to development, and no ‘ideal’ organization. Different ways of working that are appropriate in different contexts will be needed, and communities will have the autonomy to define their own paths and organizational forms. Some communities will have no interest in developing formal organizations. There will always be multiple paths to development.
- The movement needs to grow to move towards the strategic direction. The approach towards building formal capacity within the movement will be oriented towards the growth of the movement, rather than control and containment of its parts.
- There is no one way to organize. There is no one linear path toward organizational development, and the best path for an organization will be defined by the needs of the community and the community’s working context. One way of organizing is not necessarily better than another.
- Organizations must lead this process. Assessments and organizational development plans must be developed, implemented, and owned by organizations or organizations-to-be at every stage. The capacity building coaches provide organizations with tools, input, and guidance, but their goals will be their own.
- Relying on volunteers. We assume that the Wikimedia movement will continue to rest upon volunteers, groups and organizations. As organizations develop and mature, some volunteers will turn into paid personnel to their organizations. It will be important to distinguish between types of contributors, those who want to edit in Wikimedia projects, and those who take on organizing, administrative and leadership functions, and who will ultimately move from volunteer work to paid employment, in order not to lose their participation. This process often occurs in parallel with the urge to formalize organizations.
- Affiliation models will be rethought. Since current affiliations models and governing bodies may not be the most useful for developing community-based organizations we assume changes to our affiliation models will come out of the movement strategy process to address these gaps.
- We will not reinvent the wheel. We will rely on the work that has been done to support organizations in different regional, national, and local contexts. In some ways, this work will provide more value to organizations than centralized Wikimedia-specific tools. We can and must tap into regional networks to support nonprofits active in civil society efforts in their countries, in order to integrate Wikimedia organizations into robust support networks that already exist. This may mean, for example, engaging partners to provide support to Wikimedia organizations rather than having a centralized Wikimedia body do this work.
- Forming Corporations. Likewise, forming organizations locally will require domestic legal, tax and nonprofit governance consultation and fees, so resources for these costs should be made available through the capacity building unit.
Q 2-2 What is your thinking and logic behind this recommendation?
Organizations are powerful, and they are necessary to scale growth locally and globally. Organizations are formed because communities need to make their work more sustainable in the long term, support volunteers, build collaborative capacity, build partnerships and credibility, and be able to acquire non-movement funds. For these reasons, organizations are valuable and necessary in many local and regional contexts.
Organizations are more likely to develop appropriately if they have access to resources and consultation (from their peers, coaches or experts of their choice, see R1, R2 and R3 for the system to enable this). Activities could include on-boarding trainings, local technical assistance, and coaching,
If we provide resources and consultation to formal organizations, and if this approach is rooted in the organization’s needs, goals, and contexts, we will have (1) robust organizations on the ground that drive growth locally and nationally and; (2) a robust network of organizations to drive growth at a global scale.
Organizations may be a vehicle for creating equity among communities in different parts of the world. They will be well-placed to advocate for their communities, or as a group of emerging communities in the Wikimedia movement. Organizations could serve as the vehicles to take part in movement-wide decision making. Providing support for organizations to develop and sustain themselves in emerging communities will be critical to ensuring that the global governance of Wikimedia is equitable in the future.
Q 3-1 What will change because of the Recommendation?
This is a duplicate question with Q 2-2, where we describe our theory of change.
Q 3-2 Who specifically will be influenced by this recommendation?
Volunteer organizers Formal organizations (including current chapters, thematic organizations, and user groups) Wikimedia Foundation Board + Affiliations Committee Movement structures developed to support capacity building globally Volunteer Wikimedians worldwide who will have places to go to, assemble, organize and find funding and partners for their work
Q 4-1 Could this Recommendation have a negative impact/change?
Q 4-2 What could be done to mitigate this risk?
- Investing in formal organizations without rethinking movement structures could lead to duplicate efforts and conflict in regions with multiple organizations. Ultimately, this could scuttle our efforts to achieve growth at scale and even lead to brand damage. To mitigate this risk, these things must happen hand in hand.
- Relying on formal organizations with unpaid organizer labor as the backbone for these organizations is likely to continue to burn out volunteer organizers and will result in a structure that only includes people with enough privilege to participate without support. We should only encourage the propagation of this model if we understand these risks and if we are willing to rethink this reliance on unpaid labor.(see R9)
- Investing in the short and medium term without long term plans to sustain organizations is unlikely to yield any results, since organizational development is a long term project. Stakeholders should offer a long term commitment to launch this work.
- Organizational Capacity Building that is driven and defined by a centralized body is unlikely to be effective in serving the diverse needs of organizations working in different contexts, and overly prescriptive support is likely to backfire and make organizations less impactful. To mitigate this risk, these efforts should not be led by WMF but by the movement capacity building unit that is well-resourced and governed by stakeholders.
- Power structures and support could become too focused on organizations, at the expense of other ways of organizing as individuals and informal collectives. Given the current trend of prioritizing individual support, it seems unlikely that this will occur.
- Overinvesting in formal organizations could lead to a significant resource drain with minimal impact.
Q 5 How does this Recommendation relate to the current structural reality? Does it keep something, change something, stop something, or add something new?
Implementing this recommendation can be done by including organizational development into the topics, resources and activities made possible by implementing recommendations 1,2,3, 7, 8 and 9.
This recommendation relates to several other structures and trends which we hope will be rethought as a result of the movement strategy process:
- Affiliations models + Affiliations Committee
- Centralization of resources within WMF
- How we think about paying volunteer organizing work in the movement
Q 6-1 Does this Recommendation connect or depend on another of your Recommendations? If yes, how?
The following recommendations create a framework within which capacity building for organizational development can be implemented:
- Context (r3)
- CB for BC (R1)
- Recognizing volunteers (R9)
Q 6-2 Does this Recommendation connect or relate to your Scoping Questions? If yes, how?
All capacity building recommendations have been developed in response to the scoping questions and community input through Meta, local and regional gatherings, and collaboration across the Movement working groups.
Q 7 How is this Recommendation connected to other WGs?
Roles & Responsibilities (movement structures): In the event that R&R recommendations include a movement-wide assembly or governing body, strong organizations from emerging communities are needed to send their representatives to have a voice in global decision making. New movement governance structures will require new capacities, built with a focus on equity.
Q 8 Do you have anything to add that was not covered with previous questions, yet essential for understanding the recommendation?
This recommendation resulted in part from the consultation of community in Cote d’Ivoire.