Wikimedia Deutschland/2014 annual plan/zh

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此為德國維基分會2014年度計劃書之初稿

2014年度計劃書初稿--連接與賦能

引言[edit]

本文件是2014年度計畫的草案。在德國分會的會員大會通過後會成為最終定案。本計劃描述分會自己所定下的2014年度目標,說明訂下這些目標的原因,且定義如何量測目標成果。年度目標的設立是根基於本分會成立的原因以及章程,即「推廣自由內容的創建、收集、以及散播」。本年度計畫以及其中的專案,是根據2013年度計畫施行後得到的學習經驗所規劃。

年度計劃書撰寫流程[edit]

Work on the 2014 Annual Plan began in early August 2013. The first step involved preparatory work by the WMDE departments. The Evaluation Unit was responsible for managing and coordinating the methodology during this stage. As a starting point, all current projects were grouped in cross-departmental programs that each share one common long-term goal. This facilitates systematic project evaluation and meeting the formal requirements for Wikimedia movement fund applications (see Funds Dissemination Committee). We also developed a change model for each program, describing the goal and the means by which it is to be achieved step by step. We drew up preliminary indicators for all change models in order to facilitate impact measurement. The Evaluation Unit published the models and indicators along with the Annual Plan, and will be responsible for reviewing and developing them in the long term and in line with recognized standards. The change models provide the conceptual basis for planning and evaluating the projects and, consequently, for this Annual Plan. The present document was compiled by the departments, the Executive Director, and the Supervisory Board with the support of the Communications Unit. It informs about the goals that Wikimedia Deutschland has set itself for 2014 and the funds to be used for these purposes.

回顧與展望:2013-2014[edit]

我們在2013年度所獲得的經驗與教訓,讓我們可以寫下這份草案。這份草案仍然忠實的遵循著我們各個計畫目標所欲達成的,也如同我們自我定位的:在維基媒體計畫中的志工,他們會推薦覺得有用、能夠培力自己並吸引更多人參與的活動。然而,我們還沒有完全達到我們希望達成的那樣,提供志工們更加彈性、快速、又簡單的可靠協助。

在2013年度,有幾次我們提供的協助因為沒有滿足社群明確的需求,使得我們反覆不斷地遭到他人的批評。這些批評包含分會決策的表達方式、以及應該早點公布計畫流程和活動的相關資訊。缺乏讓志工參與的機會,以及沒有告知進度的這些問題,最終導致我們在跟社群溝通時遭遇了困難,同時也讓我們難以建立必要的組織結構。

上述這些經驗,直接導致我們在2014年度決定專注於連結與賦能(connecting and enabling),而不是指導與決策(directing and deciding)。德國維基分會認為,與其讓自己成為所有人脈輻輳的中心點,應該讓自己成為連結更多不同人脈網絡的膠合處。辨別並滿足明確需要分會協助的地方,是下列三個專案中不斷重複出現的主題。由德國分會監事會建立的主旋律(leitmotifs)頁面,也就是為了滿足這樣的需求而採取的公開測試平台。

對於許多社群中人來說,一個活動是由志工所發起還是由分會職員發起,兩者並不相同。因此,我們讓在維基百科以及其他維基計畫中的補助與提供協助的機制更加結構化,並提昇其便利性與彈性。在2013年度,我們決定在社群有需要時,提供社交網路以及宣傳推廣上的協助。2014年度,我們將會繼續提供這類的協助。同時,我們也會更加強調、擴張在地支援的活動,讓其得以接觸更多潛在的新志工群。

在教育、研究以及文化活動中,我們也將著重在提供連結與賦能。在教育領域方面,為了讓提昇我們的活動所觸及到群眾,我們將會更加聚焦於在機構中,而不是另行單獨舉辦工作坊。這樣的決定是基於我們之前活動的分析所得到之教訓,也就是直接跟教育單位中有興趣的個人進行工作坊,其實對於維基媒體計畫的貢獻,很難有持續的效果。更有意義的是把資訊告知機構單位,導引這些機構接觸自由知識的概念,同時也從這些機構中以自由知識的方式得到回饋。

然而,我們還是會繼續各種提昇多元參與的各種措施,像是工作坊、聚會、或線上討論、以及在開放教育資源網中進行的各種前導專案與活動。我們這麼做的目的,不是為了讓貢獻者的人數增加,而是為了協助這些願意全力配合的個人以及機構單位。當我們想要以參與討論的方式與機構單位合作時,我們將會記取的銀色知識專案(Silberwissen project)中維基人駐點模式的教訓。這個駐點模式現在已經終止。

2014科技之年(The 2014 Science Year)將會定位於數位社會(digital society)。當我們跟維基百科的學術單位或是科學領域進行合作專案或舉辦活動時,我們也應該要提醒自己這件事情。

2014也將會是我們的十年慶,而會員的人數很有可能會超過一萬人的大關。這將會是個很好的時機來改善我們與這樣大群支持者間的聯繫關係。在2013年的秋季,為了要在文化領域推廣開放知識的概念,我們第一次寫給超過六千位的會員們。這種方式頗有成效,我們也會在2014年度持續並擴大進行。

2014年度專案計畫[edit]

以下對於三件專案計畫的敘述內容,包含了專案計畫的操作性目標(operational goals)、德國分會底下的各部門參與並達成上述目標的方式、成功的標準、以及預估的人事與物資成本。

志工支援計畫(Volunteer Support Program)

本專案計劃之目標是確保社群能夠輕易的提出需要協助的要求,同時本分會也盡量在可靠且快速的狀況下,滿足其需求。重點在於得到實質的內容產出、同時在各種活動中讓參與志工得到動力。為了要達成上述重點,我們已經為自己設下了2014年的三個操作性目標。一、我們要在今年結束之前,用更彈性、更全面、更為人了解的方式,來讓大家得到申請協助的資源;二、我們想要讓外部群眾(external people,也就是指我們還沒有辦法接觸到的群體)也能夠使用這些資源;三、我們將會支援維基社群的成員進行社會程序(組織內部架構中的討論、合作)以改善維基媒體各項計畫。詳情如下:


2014年度的操作性目標
「2014年12月31日時,我們會從志工支援計畫中取得以下成果:」

  • 維基媒體運動中的提供協助的資源能夠更加成熟。因為取得這些資源的流程單純、快速、同時也容易讓人理解。
    • 要求支援的數目將會從850件申請(2012年8月31日到2013年9月1日之間,在要求開源准許系統(OTRS)中的申請量)提升到1900件(同樣的期間)
      • 組織社群(Team Communities) (人事成本: € 180,000;物資成本: € 570,000)。與2013年度相同,2014年度中會有部分預算,也就是 € 250,000 將會被保留,讓這筆取之於社群的經費,也將用之於社群;預算剩下的部份,將會被用來繼續最佳化現有的贊助架構,例如論文贊助費(literature scholarships)或維基研討會(WikiCon)。
      • 政治與社會 (人事成本: € 30,000;物資成本: € 20,000)
  • 以提供協助的資源為號招,吸引更多志工,不論是在維基媒體計畫內部還是之外的。
    • 我們所協助的志工數目,將從原本的250位提升到400位。(請注意這個數字指的是有提出需要協助其專案的要求之志工。已經在受助專案中的志工並不會被納入計算。)
      • 組織社群(人事成本: € 40,000;物資成本: € 100,000)地方性的活動將會得到更多的支援,同時新的職缺也將會被導引到其他活躍但尚未被投入心力經營的維基媒體平台。
  • 在維基媒體社群中,對社會歷程所需的協助,有進行追蹤查核並滿足了其需要協助的需求。
    • 2014年度,我們將會透過歷程的轉達,比如流動與回聲工具(Flow and Echo)(新訊息通知)以及內部社群的討論,來支援維基媒體社群。我們同時想要在今年使用視覺化編輯器(VisualEditor)、條目回饋工具(Article Feedback Tool)、或是社群計畫中有撥出預算的公開付費編輯計畫這些經驗之後,更進一步協調與深化我們支持社群的承諾。上述的所有計畫和工具,都能夠協助我們更完整的協助社群並展開更深遠的討論。支援社會歷程的數目將會從現有的四項(2013年1月1日到2013年12月31日)之間,到2014年年底(同樣一年的期間之中)發展到十項。
      • 組織社群 (人事成本: € 120,000;物資成本: € 30,000)
      • 教育與知識 (人事成本: € 35,000;物資成本: € 30,000)


精選活動

  • 重新檢視組織架構,用更單純的標準來贊助與支援志工工作 (組織社群)
  • 志工需求的支援工具 (組織社群)
  • 為維基百科百科的各姊妹計畫提供支援機會 (組織社群)
  • 引導與串聯社群相關議題,例如多元性、軟體、社會議題 (組織社群, 教育與知識)
  • 能提高法律面確定性的措施(照片手冊、建議、訓練) (政治與社會)
  • 在地用戶組--創立與支援,例如社群支援重點 (組織社群)
  • 與從事文化領域工作的志工有關的館聯(GLAM)網絡活動(例如 Kaufbeuren、Hanover活動) (政治與社會)
  • 多元的在地志工聚會 (教育與知識)

透過軟體開發提供技術性支援 (人事成本: € 620,000;物質成本: € 40,000)

  • 作為我們最大的技術性計畫,維基數據(Wikidata)在此志工協助之中,專案扮演了十分重要的角色。我們計畫為維基媒體共享資源開發一種標籤系統,以改善現有的分類系統、並且取代部分現有的分類系統。更進一步討論,再利用後設資料的複雜流程也將會計畫處理。軟體開發人員將能夠支援志工進行他們的工作、同時直接處理社群中的技術性需求。


機構夥伴合作計畫(Institutional Partnerships Program)

本計劃目標為培養維基媒體人和藝術、教育、科學相關領域方面的機構之間的永續夥伴關係。我們期盼的長期目標是讓機構能夠在永續夥伴的基礎下,主動的貢獻自由知識到維基媒體的各專案中。我們已經為自己在2014年度對此專案設立了三個操作性目標。一、我們會與志工合作,盤點維基媒體各計畫中內容落差狀況。二、我們會讓從在地出發,讓機構與社群中有意願的志工互相聯繫。三、我們將讓機構夥伴得以開創教育、資訊、以及參與機會。參與機會包含經典的實體形式如對話機制、計畫小組(planning cell)、或創意競賽,同時也會有透過網路形式的參與機會。細節如下:


2014年度的操作性目標
「2014年12月31日時,我們會從機構夥伴合作計畫中取得以下成果:」

  • 已經創建了提供誘因的體制,讓機構願意分享無法從其他方式得到的內容或後設資料
    • 機構能夠從特為此設置的資源庫中申請資金。申請案的審查機制有納入社群參與。
      • 政治與社會(人事成本: € 10,000;物質成本: € 75,000)
  • 機構會與志工對話、同時舉辦在地的活動的籌備會也已經舉辦。
    • 成功的聯合專案計畫有所記錄,同時內容也能夠被維基媒體運動者獲取。
      • 政治與社會(人事成本:€ 60,000;物質成本:€ 45,000)
  • 德國分會透過在機構中提供教育與參與機會、軟體資源、以及發佈內容的明確指導方針,確保機構中試驗計畫的施行順利。
    • 成功的聯合專案計畫有所記錄,同時內容也能夠被維基媒體運動者獲取。
      • 教育與知識' (人事成本:€ 120,000;物質成本:€ 110,000)
      • 政治與社會(人事成本:€ 20,000;物質成本:€ 15,000)


精選活動

  • 機構的支援計畫:內容的數位化與自由授權相關概念(政治與社會)
  • 文化、教育或科學領域上使用相片權利或後設資料的教材:(教育與知識, 政治與社會)
  • 參與形式:自由授權模組、協作專案(教育與知識)
  • 科學領域中的維基百科學院(教育與知識)
  • 創用CC授權的重複使用工具(政治與社會軟體開發)


透過軟體開發提供技術性支援 (人事成本: € 85,000)

  • 在本計劃中,我們會開發讓人能以CC授權的重複使用工具,以利CC授權圖片的使用。


立法與社會架構計畫(Legal and Social Framework Program)

我們希望社會的決策者協助確保自由知識的一般條件不惡化,而是(在理想的情況下)提高。這些條件應該要協助確保維基媒體計畫內容的質與量,在長期仍然有增長的可能性。此計畫於2014年有四個操作性目標:一、強化維基媒體運動之中的國際資訊交流,以增進它在歐盟層次中的地位;二、提高這個運動在歐盟層次,以及在科學界和教育界的知名度;三、讓更多人認識國有著作並發佈行動計劃;四、發展開放教育資源和開放教育的定位。


2014年度的操作性目標
「2014年12月31日時,我們會從立法與社會架構計畫中取得以下成果:」

  • 維基媒體運動已經結合決策過程、定期討論與聯繫窗口,以便將它自己定位在歐盟層次。
    • 具備撰寫歐盟報告的指導方針,並在維基媒體基金會和70%的歐盟國家分會中有指定聯絡人。
      • 政治與社會 (人事成本: € 45,000; 物資成本: € 40,000)
  • 透過增強我們的網絡、監督、物資和活動,來實現維基媒體相關議題的能見度。
    • 我們產出協作成果(活動、試驗計劃)、並加強合作(接觸頻率、溝通深度)。
      • 政治與社會 (人事成本: € 30,000; 物資成本: € 30,000)
      • 教育與知識 (人事成本: € 90,000; 物資成本: € 50,000)
  • 記錄「為什麼國有著作應該屬於公有領域」的論證過程,並且在維基媒體運動中獲得公認共識。
    • 透過共同合作,擬訂重點關注事項並提出行動建議,增加維基媒體運動內專業知識的數量。
      • 政治與社會 (人事成本: € 30,000; 物資成本: € 30,000)
  • 擬定在開放教育資源(Open educational resources,OER)中的定位,並且在維基媒體運動中獲得公認。
    • 透過共同合作,擬訂重點關注事項並提出行動建議,增加維基媒體運動內專業知識的量。
      • 教育與知識 (人事成本: € 35,000; 物資成本: € 30,000)


精選活動

  • 開放教育資源與開放教育相關的定義論文或是行動策略建議(教育與知識)
  • 開放教育資源研討會(教育與知識)
  • 4月23日「世界書籍與著作權日」的公開宣傳(政治與社會)
  • 在布魯塞爾碰面並討論(政治與社會)
  • 開放內容宣傳冊(政治與社會)
  • 開放教育資源與開放教育的智庫(教育與知識)

透過軟體開發提供技術性支援 (人事成本: € 65,000)

  • 建立數位開放的基準(DO:Index project)以展現公家單位在已經數位化的共享內容上(如資料、資訊、知識以及基礎建設)清楚而可比較的概況。A broad and partially structured indicator matrix should provide a basis for ranking selected regional authorities in Germany, Austria, and Switzerland (with partners), and for developing a self-assessment software tool for ranking local authorities that are not listed. Data from the DO:Index will make it easier for Wikimedia Deutschland and others to specifically point out local and regional shortcomings regarding openness policies, and to pave the way for free knowledge collaborations.


跨單位合作[edit]

創意實驗室(Ideas Lab)[edit]

The main focuses of our work for 2014 are defined within the three programs, which set goals, develop indicators, plan measures, and allocate budgets. However, the Wikimedia projects are by definition open and unfinished. Users have always been able to change content and structures and to try out new ideas. However, until now there has been nowhere to collect, display, and share ideas about future developments. The same applies to Wikimedia Deutschland, which has not been able to share ideas or suggestions that did not relate to existing activities.

The new Ideas Lab should provide a forum for anyone to launch or discuss potential pilot projects. Anyone wanting to try out an idea will be able to use the Ideas Lab to find contacts, establish a network, or discuss their thoughts. If an idea receives broad support, we will give it the support and funding it requires.

軟體開發(Software development)[edit]

All three programs include scheduled tasks that are meant to be solved by software development. As our largest technological project Wikidata will continue to play an important role here in 2014. We are planning to develop a tagging system for Wikimedia Commons in order to improve the monolingual categories system, and in particular to address the difficulties of reusing metadata.

Software development will also be necessary across all departments for the Digital Openness Benchmark and for the tool for reusing CC licenses. It will also ensure that technical requests from the communities quickly receive the necessary support.

各部門職責[edit]

公共關係組(Communications Unit)[edit]

The Communications Unit helps us to formulate and achieve Wikimedia Deutschland's goals as regards our work for, with, and in the public. Its tasks mainly involve encapsulating our strategic direction in communications goals, achieving these goals, providing the departments with communications advice and services, and developing and fine-tuning our mission statement.

The Fundraising Team is an integral part of the Communications Unit. Aside from the annual online fundraising campaign it will place a stronger emphasis on member campaigns and on marketing to foundations and potential investors. This should allow us to become less dependent on the annual fundraising campaign and to secure long-term financing.

國際事務組(International Affairs Unit)[edit]

As free knowledge is not subject to national borders, our programs, projects, and decisions all have an international dimension. The International Affairs Unit promotes communication and networking between actors in the Wikimedia movement around the world. It picks up on issues in the global community and regularly updates Wikimedia Deutschland and the communities with relevant information. It aims to provide both with the necessary advice and support in order to ensure that our interests are better represented in international decisions.

The International Affairs Unit also ensures that our experiences, materials, and tools are disseminated around the world. We aim to foster collaborative projects and joint programs that will extend the scope of our work and provide fresh ideas and inspiration.

績效考核組(Evaluation Unit)[edit]

Monitoring and evaluation are essential if we are to continually improve our work to achieve the goals of the global Wikimedia movement. With this in mind, we set up a new Evaluation Unit in 2013 to develop a long-term evaluation framework for our work. The framework should meet recognized international standards and will be implemented step by step in the coming years.

In 2013, the Evaluation Unit has taken a participatory approach to developing programs with causal performance models, thus establishing a common theoretical basis for developing and evaluating projects. It has also worked with the Communications Unit to adapt our reports to meet international requirements. In doing so, the Evaluation Unit has also laid the groundwork for a monitoring system to continually report to the Wikimedia movement on progress and lessons learned. In 2014, the Evaluation Unit will further develop our processes for monitoring and evaluation in collaboration with the global Wikimedia movement.

活動經營組(Event Management)[edit]

Wikimedia organizes many events throughout the year – from the OER conference, which took place for the first time in 2013 and welcomed around 300 participants, to the public Zedler Prize award ceremony with 200 guests, the WMDE general assemblies, and the smaller event formats such as the Wikimedia Forum. These events provide opportunities to discuss current issues, to present our work, and to share experiences with the communities and the public.

The Event Management team supports the departments in two ways. On the one hand, it provides them with the support they need to manage the event project and ensure it runs as smoothly as possible. This includes advice on the event concept and budget. And on the other hand, the team takes on the logistics of organizing and holding the event (e.g. finding a venue, negotiating with technicians and catering companies), and collects and evaluates participant numbers and feedback. This allows the departments to focus their attention on the organization and implementation of their events as regards content and strategy.

The Event Management Team also oversees the new event venues in our office in Berlin, and ensures that workshops, meetings and small conferences (with up to two days notice) can be held there.

行政組(Administration)[edit]

The item covers the entire running of our office, including the reception, back office, internal IT setup and personnel management, as well as items such as rent, operating costs, and insurance.

We are creating a new full-time position in this department for a head of administration. The person filling the role will be responsible for managing all employees working in support roles – a task previously covered by the Executive Director – as well as for updating and optimizing the many processes that have not been covered during our rapid growth in recent years (travel bookings, purchasing orders, internal office procedures, etc.). The advertisement for the position will also specify that the role includes responsibility for all personnel processes that have been managed by the Finance Department or the Executive Director so far.

We would like this new position to bring together all the most important administrative processes so that our other employees can focus better on their actual roles. Moreover, this position is meant to provide all staff members with excellent internal services.

The largest budget item unrelated to personnel is the rent for our new office. Its 1,400 square meter (15,069 square feet) floor area provides enough space to allow future growth and, more significantly, opens up a range of new possibilities for our work.

The premises will include a dedicated community space where supporters of free knowledge can come together to meet, work, and share ideas. Our new event and meeting rooms also provide venues for anyone looking to promote our goals in a small to mid-size event or a conference for up to 100 people.

The most significant budget items are:

  • € 230,000 for personnel costs (for 4.425 full time employees)
  • € 660,000 for material costs, including
    • € 300,000 for rent (including operating expenses)
    • € 220,000 for operating expenses (electricity, cleaning, IT, insurance, materials, etc.)
    • € 70,000 for leasing, office furniture and equipment, depreciation, etc.
    • € 70,000 for the security deposit

財務[edit]

序言[edit]

In Germany, Wikimedia consists of two organizations: Wikimedia Deutschland e.V. (WMDE) and its 100-percent subsidiary "gemeinnützige Wikimedia Fördergesellschaft mbH" (WMFG).

WMFG receives donations. Its purpose is to forward funds to the Wikimedia Foundation (WMF) to help fund the operation and further development of the Wikimedia projects and international programs. WMFG also forwards funds to WMDE, which is the body responsible for the Wikimedia projects. A Fundraising Agreement between WMF and WMDE forms the basis for raising donations and regulates the procedures.

維基媒體推廣學會(Wikimedia Fördergesellschaft (WMFG))[edit]

In the past few years, we have seen a steady and substantial increase in donations. We are nonetheless referring to a lower rate of growth in donations for 2014 than in the previous years. This is firstly because the donation model we have used so far, which is very much based on banners and focused on a few weeks at the end of the year, no longer provides such clear potential for increasing donations that it has until now. And secondly, in 2014, we are also planning a lower rate of growth in terms of organization, staff, and content than in previous years. We plan to focus on continuing and developing effective programs and projects and to streamline our structures. For these two reasons we have decided to set a target of a 28-percent increase in donations in 2013/2014, which is a lower growth rate than in the previous year.

收入

  項目 2014 2013
Income from donations from the FDC process (carry forward from 2013) € 5,600,000 € 4,557,831 [1]
WMDE income from donations (carry forward from 2013) € 1,800,000 € 1,392,132 [2]
Total carry forward from 2013 (item 1 and 2) € 7,400,000 € 5,949,963
Income from donations from the FDC process (January – June 2014) € 700,000 € 442,703 [3]
WMDE income from donations (January – June 2014) € 220,000 € 130,090 [4]
Income from donations from the FDC process (July – December 2014) – to be transferred to WMF € 6,800,000 € 6,700,000 € [5]
WMDE income from donations (July – December 2014) – to be used in 2015 € 2,100,000 N/A
Interest € 20,000 € 5,000
Total income in 2014 (items 4, 5, 6, 7 and 8) € 9,840,000 € 7,277,793
10  Total budget for 2014 € 17,240,000 € 13,227,756
  1. actual value
  2. actual value
  3. actual value
  4. actual value
  5. expected income for WMDE donations and donations from the FDC process according to annual plan 2013

Item 1: Donations received by WMFG from July to December 2013 through banners on de.wikipedia.org and on our sister/associated projects that are covered by the fundraising contract for 2013/14. These funds are initially transferred to WMF and then distributed by the Funds Dissemination Committee (FDC) to Wikimedia chapters and other organizations. WMDE also uses this process by applying to the FDC for funds (see Item 21). Once the amount applied for by WMDE is approved by the FDC at the end of 2013, WMFG will transfer the approved funds to WMDE (see Item 13) and the remainder to the FDC for further distribution.

Item 2: Donations made directly to Wikimedia Deutschland from July to December 2013 and which, after consultation with WMF, are not covered by the current fundraising contract, as they are received through mailshots to past donors, or via the www.wikipedia.de site, etc. In addition, many people donate to Wikimedia Deutschland directly and cannot be verified as having used one of the banners on de.wikipedia.org. All such donations received between July and December 2013 are included in this item.

Item 3: Total sum of donations received in 2013 from July to December 2013 (the sum of Items 1 and 2).

Item 4: As Item 1, but for the second half of the term of the current fundraising contract, from January to June 2014.

Item 5: As Item 2, but for the period from January to June 2014.

Item 6: As Item 1, but for the period from July to December 2014 (For the 2013 figure: plan value from the annual plan 2013).

Item 7: As Item 2, but for the period from July to December 2014.

Item 8: Income from interest on bank deposits (on principle, WMFG and WMDE only invest funds in money market accounts).

Item 9: Total donations and interest received in 2014 (the sum of Items 4, 5, 6, 7 and 8).

Item 10: Total donations and interest received from July 2013 to June 2014 and interest received in 2014.


支出

After subtracting the fundraising costs, WMFG forwards all its revenue to WMF and WMDE as laid down in its charter.

  項目 2014 2013 [1]
11  Transfer to WMDE on 1.1.2014 € –1,800,000 € –1,392,132
12  Transfer to WMDE on 9.1.2014 € –220,000 € –130,090
13  Transfer to WMDE (FDC) € –1,800,000 € –1,376,923
14  Transfer to WMF on 4.1.2014 € –3,360,000 € –3,004,298
15  Transfer to WMF on 9.1.2014 € –700,000 € –269,313
16  Personnel costs € –200,000 € –125,000
17  Material costs € –240,000 € –225,000
18  Total expenditure € –8,320,000 € –6,522,756
  1. actual value

Item 11: Donations received by WMFG which will be donated directly to WMDE from July 2013 to December 2013. This item corresponds to Item 2.

Item 12: Donations received by WMFG which will be donated directly to WMDE from January 2014 to June 2014. This item corresponds to Item 5.

Item 13: WMDE is expected to receive additional funds from global donations through the FDC Process. In this process, the sum of these funds is deducted from the amount to be transferred to WMF and paid directly to WMDE in order to avoid unnecessary transatlantic transfers. (This item depends on the FDC’s recommendation and the final decision of the WMF board which is expected by the end of 2013.)

Item 14: Compliant with the Fundraising Agreement this item covers the funds from Item 1 and the respective donations from January of the following year that are transferred directly to WMF for distribution through the FDC process, minus the FDC funds approved for WMDE (Item 13) and the fundraising costs (Items 16 and 17).

Item 15: This item covers the funds from Item 4 (but just for the period February - June of the respective year) that are transferred directly to WMF for distribution through the FDC process.

Item 16: As agreed in the fundraising agreement, the costs incurred in collecting donations are subtracted from the sum of donations. This item covers WMFG's personnel costs.

Item 17: As agreed in the fundraising agreement, the costs incurred in collecting donations are subtracted from the sum of donations. These costs include the costs for mailing donation receipts for tax purposes, use of the fundraising software, rent, etc.

Item 18: Total expenditure by WMFG in 2014.


募款成本

We have budgeted fundraising costs of € 440,000 for 2014, including material costs of € 240,000. The biggest item here is the costs for mailing the donation receipts for tax purposes to donors[1] Other costs in this item are software and IT costs, costs for bank transactions, bookkeeping and auditing.

There are also personnel costs of € 200,000. These costs cover the following three fundraising aspects:

  1. Preparation, implementation, and follow-up of the annual fall campaign.
  2. Activation of past donors during the year using targeted e-mails and member campaigns.
  3. Internal consultation for the acquisition of third-party funds.

The background to the third aspect is that we have experimented with a series of different sources of revenue in the past (corporate social responsibility, sponsoring). As our efforts in these areas did not bring the expected results, we have decided to concentrate on cooperating with partner organizations and with foundations in particular from now on. The advantage for us is obvious: This does not "just" bring in money, but also provides the opportunity to develop and implement projects with partner organizations. (A current position in the fundraising team will be restructured to include this work.)

  1. Surveys have revealed that many donors expect to automatically receive a receipt and do not use the simplified donation notice. We therefore send a donation receipt to all donors who have donated more than € 25 that year.

德國維基媒體分會(Wikimedia Deutschland e. V. (WMDE))[edit]

收入

  Item 2014 2013
19  Transfer from WMFG on 1.1.2014 € 1,800,000 € 1,400,000 [1]
20  Transfer from WMFG on 9.1.2014 € 220,000 N/A
21  FDC funds € 1,800,000 € 1,400,000 [2]
22  Carry forward from 2013 € 500,000 N/A
23  Membership fees € 410.000 € 150.000
24  Subsidies € 350,000 € 200,000
25  Other income € 90,000 € 1,600,000
26  Total income € 5,170,000 € 4,750,000
  1. actual value
  2. actual value

Item 19: This is the sum of direct donations to WMDE, collected by WMFG from July 1, 2013 to December 31, 2013.

Item 20: As Item 19, but for the period from January 1, 2014 to June 30, 2014.

Item 21: WMDE is expected to receive additional funds from global donations through the FDC process. (This item depends on the FDC’s recommendation and the final decision of the WMF board which is expected by the end of 2013.)

Item 22: These are funds that were budgeted for 2013 but not spent. Firstly, we did not carry out certain programs. (We budgeted € 250,000 for funding the CPB project, but funding was not allocated; we also budgeted € 200,000 for the Wikimedia Chapters Association (WCA), but did not forward it to the WCA – instead, some of this money was used for other international chapter work). Secondly, in some cases, we used fewer funds than budgeted because projects started later or staff members were appointed later than planned. This surplus from 2013 means that we are able to continue working on important software developments and to finance them from our operating budget rather than using special grants as we have in the past.

Item 23: Our target is to have 10,000 members by the end of 2013. This number is based on the current average membership fee of € 41.

Item 24: We should work far more closely with partner organizations in the future as regards project implementation. We will approach foundations, public institutions, etc. to request third-party funds. Such cooperation can either be on specific projects (such as support on a conference), or long-term (joint projects).

Item 25: This includes event attendance fees and financial contributions from other chapters and WMF to finance Hackathons or a Wikimedia Conference.

Item 26: This is the sum available for 2014 for pursuing the purpose of WMDE as laid down in the charter.


支出

  Department 2014 2013
27  Communities Team € –1,040,000 € –790,000
28  Software Development € –810,000 € –1,230,000
29  Politics and Society € –480,000 € –390,000
30  Education and Knowledge € –500,000 € –430,000
31  International Affairs Unit € –280,000 € –345,000
32  Communications Unit € –440,000 € –340,000
33  Evaluation Unit € –190,000 € –175,000
34  Event Management € –90,000 € –90,000
35  Finance € –110,000 € –90,000
36  Administration € –890,000 € –480,000
37  Executive Director € –220,000 € –220,000
38  Supervisory Board € –120,000 € –90,000
39  subtotal expenditure € –5,170,000 € –4,670,000
40  reserve Community Projects Budget (round 3) N/A € –250,000
41  setting up and operating the House of Free Knowledge N/A € –600,000
42  Fundraising N/A € –90,000
43  Monitoring and Controlling N/A € –140,000
44  Total expenditure € –5,170,000 € –5,750,000

Item 27: The focus of our work is on supporting the communities. The largest individual item in this budget provides funding for projects in and by the communities, for which we have budgeted € 250,000 as in previous years. After expanding our funding and support activities last year, we want to concentrate on further developing content in 2014. We aim to provide an open and inviting funding and support system that is based more on community ideas rather than on fragmented funding programs; to develop clearer and more intuitive funding criteria and tools; and, not least, to produce documentation that makes it easier to learn from each other. Working closely with the communities, we also want to support projects that focus on social issues. For details on this item, please see the programs described above.

Item 28: We started Wikidata, our first major development project, last year. Our original plan was to hand the project over to WMF at the end of 2013. However, the positive experience we have had with this project has led us to not only continue managing and developing Wikidata but to further engage in software development. We are now planning a separate Software Development department to work on three main areas: (1) maintenance and further development of Wikidata and possibly of other projects in consultation with the Wikimedia Foundation, (2) community-initiated software projects and (3) technical support for WMDE's projects (migration of tools from the Toolserver, fundraising, etc.). In contrast to the Wikidata project, which has been financed by four large donations specifically for this purpose, the new Software Development will be financed in full from our operating budget. For details on this item, please see the programs described above.

Item 29: The key legal issues of relevance to the topic of free knowledge are regulated on an EU level and have a direct impact on our daily work. Within the European internal market, the EU is authorized to regulate issues pertaining to copyright law and associated intellectual property rights, including topics such as the copyright status of state-owned works and freedom of panorama.

In 2013, we laid the groundwork by outlining a possible structure for representing our interests and defining preliminary key objectives in collaboration with interested Wikimedians from all over Europe. Many other chapters and WMF share our enthusiasm for this project. From the beginning, our guiding principle has been to give community members opportunities to participate on a wide range of levels.

The next and most important step – putting our ideas into practice – is scheduled for 2014. Firstly, we want to fully launch our monitoring work in Brussels. Secondly, we plan to create the prerequisites for proactively putting our issues on the agenda of the institutional system in Brussels. For details on this item, please see the program described above.

Item 30: In 2013, we held an OER conference, thus laying the foundation for creating further links between active participants from the science sector and the communities. In 2014, we plan to use this network on various levels (science, politics, the communities) in order to promote the development and use of free teaching and learning material in Germany. The new science coordinator position will be of particular importance here.

In the area of diversity, we also plan to use the analysis produced in 2013 to implement projects in 2014 that reflect social realities more accurately. We need to establish successful projects such as "Women edit" in many regions. For details on this item, please see the programs described above.

Item 31: Following the unsuccessful Wikimedia Chapters Association in 2013, we will focus on smaller initiatives in our collaboration with other chapters in 2014. We will use the findings from the Chapters Dialogue to develop measures to promote the sharing of ideas and networking between chapters. Our activities in this area will include participating in Wikimania 2014 in London and supporting the Wikimedia Conference.

Item 32: Communication (online, brochures, flyers, press) plays a central role in everything we do. Our communications contents are provided by the various departments. The Communications Unit provides expertise and coordinates the implementation of communications strategies. The budget includes all production costs for communications material, design and maintenance of the websites, and merchandising.

Item 33: The Evaluation Unit set up in 2013 will monitor all of our programs and projects in 2014 in order to provide an ongoing evaluation of our performance and progress. The unit only carries out the actual evaluation in exceptional cases, as its main role is to lead the evaluation process in the various departments. Among other things, software tools will be created and used for this purpose, also to ensure comparability on an international level.

Item 34: With our move to new premises, we now have our own space for events that we will use on a regular basis. We also participate in numerous events in order to achieve our goals. The Event Management Unit coordinates our participation in public events, organizes the logistics, identifies suitable locations, and manages the registration procedures. As with all of our units, these services are not just available for internal use but can, on request, be made available to community projects and events.

Item 35: This item comprises financial controlling, bookkeeping, reporting, and the corresponding software.

Item 36: This item includes the office rent and operating expenses, as well as office furnishings, office supplies, etc. The increase in costs compared with 2013 is not just due to our growth as an association, but also to the higher rent for the larger premises needed to accommodate new staff. Part of our new premises is a community space with work stations and a room for internal and external events. Please see the section on administration for further details.

Item 37: The largest item here is the remuneration of the Executive Director amounting to € 90,100 gross, plus a performance-related bonus which is agreed on on an annual basis. This was a maximum of € 23,850 in 2013; the bonus has not yet been fixed for 2014. This item also includes travel and consulting costs and the costs for the assistant to the Executive Director.

Item 38: Our Supervisory Board works on a voluntary basis and is supported by an assistant. This item also includes the costs for up to four conclaves and three meetings, external consulting, travel costs, and participation costs, e.g. Wikimania.

Item 39: Subtotal of expenditure.

Items 40-43: Items that will not be part of the 2014 expenditure in their current form.

Item 44: Total expenditure.

人事費用[edit]

Our association has grown at a tremendous rate in the last few years. Our team, which consisted of 12 full-time employees (FTE) on January 1, 2011, had grown to 42 by the end of July 2013. Our revenue has also multiplied, from around € 1.3 million in 2010 to € 9.8 million in 2012.

This growth has enabled us to run projects such as Wikidata, to support the work of WMF with over € 3.5 million per year, and to substantially expand our support of the Wikimedia communities. In 2014, however, we aim to intensify our activities rather than to expand them. The idea is to continue working on successful initiatives rather than to constantly tackle new fields. We also want to consolidate our work in important areas.

For 2014, we are planning to have a total number of around 51 FTE. We also have space for four interns and up to ten student trainees.

Software Development has the highest number of employees (24 percent), followed by Team Communities (12 percent), Politics and Society (11 percent), and Education and Knowledge (10 percent).

Alongside Software Development, which will appoint an additional frontend developer and a new product manager for Wikidata, the Communications Unit will grow the most with the creation of a new position for the production of material (online and offline). We are also going to appoint a new fundraiser to deal with our cooperation with foundations and other donors.

The Administration team will be reinforced through the appointment of a third FTE and a head of administration focused on personnel management. These additional employees will help to improve both our internal processes (procurement, travel bookings, billing, etc.) and personnel development.

The table below shows the distribution of personnel in detail (including student trainees and interns):

Unit Plan 2014 (FTE) Difference (2013) Students und
Interns, Plan 2014 (FTE)
Communities Team 6.425 0.45    1.0
Software Development 12.55 1.325    2.0
Politics and Society 5.55 0.75    0
Education and Knowledge 5.05 0.75    1.0
International Affairs Unit 2.0 0    0
Communications Unit 4.0 2.0    0
Evaluation Unit 2.0 0.5    0
Event Management 1.95 0    0
Finance 1.5 0    0.5
Administration 4.425 2.0    1.0
Executive Director 2.0 0    0.5
Supervisory Board 0.875 0    0
Fundraising 3.4 1.0    1.0
51.725 8.775    7.0

The figures on personnel development reflect the current situation. In the course of implementing projects it may become necessary to shift expenditure on personnel to material resources or vice versa.

德國維基媒體分會審計報告[edit]

The auditors were given access to the 2014 budget draft on September 28, 2013, via the Chapter’s office wiki (version as of September 30, 3:35 p. m.). This access date is nine weeks ahead of the General Assembly. In accordance with the eighth General Assembly’s resolution the budget draft is to be published together with a statement by the auditors at least eight weeks before the final version that will be submitted for General Assembly resolution. Since the Executive Director had to be reminded that the published draft needs to include a statement by the auditors, the inspection was performed on short notice and the budget draft was initially published without the statement by the auditors.

The Executive Director and the Supervisory Board are expected to make next year’s budget draft available to the auditors in a timely manner. A request to that end has been submitted to the 13th General Assembly.

The fundraising agreement that forms the basis for the 2014 budget draft covered the time from July 1, 2012 until June 30, 2013. It has been extended automatically for one year until June 30, 2014. Both contractual parties have a right of cancellation until 60 days before the contract terminates. This may mean that funding of the budget beyond July 1, 2014 is unsettled. This risk is not addressed in the report.

The structure of the budget -- which is labeled “Annual Plan” -- is highly similar to last year’s version. The wish of numerous members to provide the budget with more detailed information regarding planned expenses has not been satisfied. The auditors are likewise unsatisfied with the too abstract character of items. The Executive Director and the Supervisory Board are expected to present a significantly more detailed budget next year. In order to achieve this, the few but financially large items are to be broken down, so that -- where possible -- each item amounts to less than € 100,000. Known projects like the WikiCon, Wikidata or the Community Project Budget must be clearly identifiable. The amount of many expenditure items has changed compared to last year. In the majority of cases it is incomprehensible how theses changes have come about. The Executive Director and the Supervisory Board are expected to give a more comprehensible presentation next year.

The auditors consider it desirable to have every item’s actual value come with the target value of the preceding year and the actual value (e. g. per June, 30) of the current year. This way developments would be more comprehensible. If possible, this should still be implemented for the current draft.

The auditors consider it critical that the eighth’s General Assembly’s resolution, according to which the budget draft is to be “drawn up in an open, collaborative process” in which “every interested person may participate” (resolution of the eighth GA, March 19, 2011, A2/2), has not been put into practice here. Yet again the Wikimedia Deutschland office has published and submitted a budget to the FDC without the members having had the opportunity to actively participate in an open draft. Moreover, the members were only inadequately informed about the publication of the budget.

The auditors do not identitfy violations of the association’s charter in the present budget draft.

Daniel Baur
Thomas Goldammer
Olaf Kosinsky
Holger Motzkau


執行長對審計報告之回覆[edit]

I thank the auditors for the work that has resulted in their statement. From my perspective as Wikimedia Deutschland’s Executive Director I would like to elaborate:

The funding that this plan requires is not unsettled beyond July 1, 2014, but secured. Accordingly, there is no statement to the contrary in the draft. There are two reasons for this: Firstly, funding requests that are granted by the FDC cover the full year of 2014. Secondly, all revenues that are subject to any fundraising agreement, covering the time after July 1, 2014, are to be spent in 2015. They must not be spent in 2014. Consequently, in neither of the two cases is funding for 2014 affected. With that being said, the Executive Director will of course negotiate appropriate agreements with the Wikimedia Foundation in the years to come, as to secure the Chapter’s capacities to act.

The plan’s structure covers two very distinct parts: programmatic contents and financial/HR statements. The program part is based on change models and is substantially different from last year’s set of goals. The financial and HR contents are actually very close to the preceding way of presenting them. However, the financial items are broken down in a more detailed manner -- as was requested -- in the programs’ operational goals themselves. The financial tables have been structured in order to make this year’s and last year’s figures comparable.

There is an inherent contradiction to expectations that this draft is impossible to resolve: Planning is supposed to be adjustable, so as to not set in stone our activities for the next one and a half years. This is exactly why this plan details what Wikimedia Deutschland is to have achieved, instead of how this is to happen in individual cases. Adjustability and supporting activities that are driven by the needs of the community are impossible, though, if we are expected to predetermine them all the way down to the level of single events and workshops. In order to resolve the contradiction, this plan and its items draw on the collective experiences and lessons learned from recent years.

GLAM workshops and the Tacheles tour have played a huge role in both drafting processes and discussions of the three programs. The Supervisory Board provided for both online and offline opportunities to get involved. And with their plans to continue the strategic development in 2014 we are convinced that more ways to participate will be created yet again.

All of this has laid the foundations for this draft -- even though a bigger scope would have been preferable. Accordingly, I am not at all content with the opportunities to participate that we have been offering and I hope for constructive suggestions as to how we can offer them in the future.

However, what needs to be made very clear regarding (especially) the financial planning is that in my function as Executive Director I bear full personal responsibility for this plan. In addition, the FDC sets formal prerequisites that this plan needs to meet, because funds dissemination through this volunteer body is a cornerstone for all Wikimedia Chapters, enabling public comparison among peers. What we have here is an area of potential conflicts: means of participation for all involved parties, overall responsibility of the Executive Director, FDC prerequisites regarding planning -- all of which are potential conflicts we need to counter. Any kind of solution will only be found by our joint efforts.

Pavel Richter