Wikimedia Deutschland/Plan 2025/functional Teams

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Strategic Goals

Programs & Success Criteria

functional teams

Business Plan 2025

On this page, we present the focus work of our functional teams to support WMDE's strategic goals. Similar to the programmes, the functional teams define success criteria for each year that make it clear what change we want to achieve in this year.

Tabelle zur Darstellung der funktionalen Teamarbeit in der WMDE im Jahr 2025

Overview of the functional teams

Campaigns and Fundraising team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: The first donor journeys are active, in which the welcome and thank you series are fully integrated and started automatically. The journeys should provide a personalized and positive experience, while also strengthening the loyalty of the supporters. Indicator(s) for 2025 How we will determine whether we have been successful: - - The welcome and thank you series have been developed and automated with at least one donor journey being started. Interim results or output - The first donor journeys are running successfully and ensure a personalized and consistent approach to supporters. This increases satisfaction, leads to more loyalty and increases interaction with the organization. At the same time, the automated journeys optimize internal efficiency and enable continuous improvement in communication. ‘Objectives for 2025 What we want to achieve by the end of 2025: A fundraising strategy will be developed by mid-2025 based on the results of an analysis of existing activities. This strategy should include specific, short-term and long-term goals as well as clear measures for operationalization. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - A strategy paper has been written and includes X operationalizations. Interim results or output - The internal fundraising strategy is successfully finalized, including clearly defined operationalizations. This serves to define concrete practicable measures that support the teams in implementing fundraising activities. This strategy creates transparency and enables the targeted implementation of all fundraising initiatives. ‘Objectives for 2025 'What we want to achieve by the end of 2025: Donation income: By the end of 2025, the specified donation income is to be achieved via targeted fundraising measures and campaigns. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - The goal defined in the 2025 budget has been achieved. Forecast and actual figures are reviewed during the year. Interim results or output - The donation income set out in the 2025 budget has been successfully achieved, which strengthens the organization's financial stability. This enables the implementation of planned projects. ‘Objectives for 2025 What we want to achieve by the end of 2025: Income from membership fees: By the end of 2025, the defined income from membership dues is to be achieved by way of targeted fundraising measures and campaigns. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - The goal defined in the 2025 budget has been achieved. Forecast and actual figures are reviewed during the year. Interim results or output - The membership fee income set out in the 2025 budget has been successfully achieved, which strengthens the organization's financial stability. This enables the implementation of planned projects.

Donations & Member Data team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: A structured and transparent rights and authorization management system has been developed and implemented in the CRM system that corresponds to the specific roles and requirements of the users. It is designed to ensure that each user can only access the data and functions that are relevant to them. Indicator(s) for 2025 How we will determine whether we have been successful:: - A rights and role matrix has been defined and implemented, and users confirm that their rights have been assigned correctly and without restricting their workflows. Interim results or output - The CRM system offers increased data security and transparency as a result of having established efficient rights and authorization management. Users' work processes are regulated by clearly defined access rights, while the risk of unauthorized data access or operating errors is minimized. < ‘Objectives for 2025 What we want to achieve by the end of 2025: The first donor journeys are active, in which the welcome and thank you series are fully integrated and started automatically. The journeys should provide a personalized and positive experience, while also strengthening the loyalty of the supporters. Indicator(s) for 2025 How we will determine whether we have been successful: - The welcome and thank you series have been developed and automated with at least one donor journey being started. Interim results or output - The first donor journeys are running successfully and ensure a personalized and consistent approach to supporters. This increases satisfaction, leads to more loyalty and increases interaction with the organization. At the same time, the automated journeys optimize internal efficiency and enable continuous improvement in communication. ‘Objectives for 2025 What we want to achieve by the end of 2025: A fundraising strategy will be developed by mid-2025 based on the results of an analysis of existing activities. This strategy should include specific, short-term and long-term goals as well as clear measures for operationalization. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - A strategy paper has been written and includes X operationalizations. Interim results or output - The internal fundraising strategy is successfully finalized, including clearly defined operationalizations. This serves to define concrete practicable measures that support the teams in implementing fundraising activities. This strategy creates transparency and enables the targeted implementation of all fundraising initiatives. ‘Objectives for 2025 What we want to achieve by the end of 2025: Income from membership fees: By the end of 2025, the defined income from membership dues is to be achieved by way of targeted fundraising measures and campaigns. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - The goal defined in the 2025 budget has been achieved. Forecast and actual figures are reviewed during the year. Interim results or output - The membership fee income set out in the 2025 budget has been successfully achieved, which strengthens the organization's financial stability. This enables the implementation of planned projects.

Donations & Member Service team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: A fundraising strategy will be developed by mid-2025 based on the results of an analysis of existing activities. This strategy should include specific, short-term and long-term goals as well as clear measures for operationalization. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - A strategy paper has been written and includes X operationalizations. Interim results or output - The internal fundraising strategy is successfully finalized, including clearly defined operationalizations. This serves to define concrete practicable measures that support the teams in implementing fundraising activities. This strategy creates transparency and enables the targeted implementation of all fundraising initiatives. < ‘Objectives for 2025 What we want to achieve by the end of 2025: A baseline of donor and member satisfaction is to be developed and then regularly reviewed. Based on this, measures are implemented to increase satisfaction in order to strengthen long-term loyalty. Indicator(s) for 2025 How we will determine whether we have been successful: - We have a baseline and regular satisfaction surveys have been established Interim results or output - Determining a baseline enables precise measurement of satisfaction. Regular surveys and the implementation of targeted improvement measures continuously increase the satisfaction of donors and members, which ensures their long-term loyalty and support. ‘Objectives for 2025 What we want to achieve by the end of 2025: The day-to-day business of donations and member service is carried out in a structured and smooth manner to ensure that all inquiries from members and donors are processed promptly and satisfactorily. The processes are regularly reviewed and adjusted as necessary to ensure consistently high quality of service. Indicator(s) for 2025 How we will determine whether we have been successful: - All incoming requests have been processed promptly. ‘Objectives for 2025 What we want to achieve by the end of 2025: By the end of 2025, the specified donation income is to be achieved via targeted fundraising measures and campaigns. Indicator(s) for 2025 How we will determine whether we have been successful: - The goal defined in the 2025 budget has been achieved. Forecast and actual figures are reviewed during the year. Interim results or output - The donation income set out in the 2025 budget has been successfully achieved, which strengthens the organization's financial stability. This enables the implementation of planned projects. ‘Objectives for 2025 Welchen Stand wir 2025 erreichen wollen: Income from membership fees: By the end of 2025, the defined income from membership dues is to be achieved by way of targeted fundraising measures and campaigns. This goal is shared with the Fundraising teams (Campaigns and Fundraising, Donor and Member Data, Donor and Member Service) Indicator(s) for 2025 How we will determine whether we have been successful: - The goal defined in the 2025 budget has been achieved. Forecast and actual figures are reviewed during the year. Interim results or output - The donation income set out in the 2025 budget has been successfully achieved, which strengthens the organization's financial stability. This enables the implementation of planned projects.

IT team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: Make a decision on a to-do application for WMDE (Q1); migrate to or remove WMDE to-do application (Q2) Indicator(s) for 2025 How we will determine whether we have been successful: - Q1: Implementation of a workshop with the previous test users - Preparation of a process outline for a possible migration, including possible challenges - Q2: Migration from Asana to OpenProject (or remove the test instance) is complete ‘Objectives for 2025 What we want to achieve by the end of 2025: Set up and evaluate openDesk pilot service Indicator(s) for 2025 How we will determine whether we have been successful: - Q1: successful setup of the test instance - Identification of at least three key challenges in maintenance and security - Successful contacting of responsible persons at openDesk - Q2: Implementation of two workshops with potential early adopters on the question of comparability with the features and interface of Google Workspac Interim results or output - At least 6 employees from different teams take part in the evaluation. Preparation of an assessment of maintainability and IT security maintenance, also in comparison to Google Workspace. ‘Objectives for 2025 What we want to achieve by the end of 2025: AI tools for WMDE: criteria catalog, testing, evaluation and use Indicator(s) for 2025 How we will determine whether we have been successful: - Conducting a workshop with people from other teams so that criteria are not based exclusively on technical content. At least perspectives from the fields of social policy, data protection and open source are represented. - Decisions and tools are documented transparently. ‘Objectives for 2025 What we want to achieve by the end of 2025: IT security: gap analysis and incident management Indicator(s) for 2025 How we will determine whether we have been successful: - Comparative offers have been obtained, a service provider commissioned and a roadmap for cooperation with the selected service provider has been drawn up. - Incident management training has been conducted. ‘Objectives for 2025 What we want to achieve by the end of 2025: Switching VoIP providers (ONLY in Q2) Indicator(s) for 2025 How we will determine whether we have been successful: - Coordination and testing with affected teams in advance - Migration criteria catalog for providers -- All Sipgate accounts have been migrated to another provider - The original telephone functionality is retained or offers additional added value

Office Management team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: The flexible desk situation in the office supports our staff while at the same time making good use of resources. Working together in the office and sharing workstations work well. Indicator(s) for 2025 How we will determine whether we have been successful: - In a survey, 80% of a relevant sample of employees stated that they were able to work well in the office. Interim results or output - Major renovations have been completed. - Over the course of 2025, the Office Management team will identify and implement needs in individual meetings with the teams. - Carrying out the satisfaction survey < ‘Objectives for 2025 What we want to achieve by the end of 2025: The communication materials produced and stored by WMDE are clearly laid out and easy to find for all colleagues. B: the Office Management team creates a routine that maintains order in storage and keeps track of the approximate number of materials. Indicator(s) for 2025 How we will determine whether we have been successful: - By the end of Q2, 40% of our current and usable communication materials have been recorded and can be found both digitally and physically. - By the end of Q4: 80% of our current and usable communication materials have been recorded and can be found both digitally and physically. The remaining unrecorded materials result from unfavorable decision-making and information processes between the Office Management team and the teams creating the materials. Problems in collaboration are identified and work processes are adapted sustainably. Interim results or output - All current and usable communication materials are listed for all colleagues in the office wiki - The approximate number of materials is recorded on a regular basis. - All communication materials that are no longer usable are archived in small batches and the rest is thrown away. - An onboarding process for storage space is developed with the teams producing the materials. ‘Objectives for 2025 What we want to achieve by the end of 2025: Our communication with staff members related to our work processes: Orders, outgoing mail, courier service and facility management are to be adapted in 2025 so that they are no longer mapped using Google Forms. Indicator(s) for 2025 How we will determine whether we have been successful: There are no more Google Forms for the following office processes at the end of Q4: - Orders - Outgoing mail - Courier service - Facility management Interim results or output - The office processes for orders, outgoing mail, courier service and facility management are implemented in ZOHO. For the users, forms are created in ZOHO and processed by the Office Management team via a ticketing system. - The reception is staffed during office hours (Mon. - Fri.: 09:00 a.m. - 5:00 p.m.). All employees benefit from the service provided by the Office Management team. - We will have all office hours occupied in 2025 - We will serve as a contact for all our customers during office hours. ‘Objectives for 2025 What we want to achieve by the end of 2025: The Office Management team ensures that all necessary infrastructure in the office is available, functional and clean. The Office Management team also ensures that all the necessary materials are in the office. This applies to consumables, hosting materials and all other orders. Indicator(s) for 2025 How we will determine whether we have been successful: -All employees at Wikimedia Deutschland will be provided a functional and clean infrastructure in 2025. Interim results or output -All work and communal spaces are kept functional and clean. ‘Objectives for 2025 What we want to achieve by the end of 2025: The Office Management team is involved in the following work processes and their teams: onboarding and offboarding process (HR team). Hosting and cleaning before and after events (Event team). Digitalization of physical invoices (Finance team). Answering questions from donors (Donor and Member team) Indicator(s) for 2025 How we will determine whether we have been successful: - The support work for other teams is constantly being continued. Interim results or output - All new employees will be given a tour of the office. All events are adequately hosted and cleaning of the rooms is organized. All callers receive the answers from the Office Management team that we can provide in accordance with the FR teams' specifications. The Office Management team digitalizes all invoices and reminders that arrive by post.

Event Management team

Strategic goal 1

Objectives for 2025 What we want to achieve by the end of 2025: Conferences and events offer a high standard for the communities. Indicator(s) for 2025 How we will determine whether we have been successful: - Event organization for the volunteer communities shows appreciation, both in joint planning and in logistical implementation. 80% of the community members surveyed have rated the events as positive. Interim results or output - Satisfaction surveys as part of event evaluation. Objectives for 2025 What we want to achieve by the end of 2025: Wikimedia Deutschland's event spaces are also perceived outside our existing network partners as an attractive option for events with up to 99 people. Indicator(s) for 2025 How we will determine whether we have been successful: - 5 new network partners become aware of Wikimedia Deutschland. -- Compensation for vacancies and investment costs of event spaces through increased rental to associated external partner organizers or those worth supporting. Gross income of €15,000.00 is generated during the year via rental to associated organizations and initiatives, 25% of which is recorded as profit after costs. Interim results or output Interim results or output - Creation and establishment of a strategic pricing policy aimed at attracting new network partners. - Further optimization of rental processes - Development of the subpage on our event spaces

Strategic goal 3

Objectives for 2025 What we want to achieve by the end of 2025: WMDE simplifies access to events and appeals to new target groups. Indicator(s) for 2025 How we will determine whether we have been successful: - Improved access to events and the removal of barriers are well known among the target group. Interim results or output - Completion and revision of the event websites with helpful information, use of simplified language and an intuitive user environment. - Use of a central, free budget that is not tied to individual events to reduce barriers.

Strategic goal 5

Objectives for 2025 What we want to achieve by the end of 2025: Within the Free Knowledge network, the Wikimedia Deutschland office is perceived by alliance partners as well as Wikimedia and Wikipedia communities as a place and stage where events can be held and political debates conducted safely, continuously and reliably. Indicator(s) for 2025 How we will determine whether we have been successful: - Information about our event spaces is publicly accessible. - We are perceived by 80% of our network partners as a reliable partner when it comes to planning events. At least 15 partner events have taken place at the Wikimedia office, 10 of which Wikimedia was involved in or hosted. Interim results or output - Expansion of the website for our event spaces and integration of a registration form for external organizers. - An illustrated portfolio has been created with information on services, usage options and prices. - Evaluation of the support provided by retros to the specialist teams in the planning and implementation of cooperation events - Advertising the possibility of partner events at the office and improving the process of content-related participation

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: The Event team is a reliable point of contact for all teams, departments and community members. Indicator(s) for 2025 How we will determine whether we have been successful: - Relieving the programmatic teams via professional project management and taking on administrative tasks at the office and external locations. Interim results or output - - Ongoing evaluation of project progress as well as target group-oriented improvement and adaptation of the service portfolio. - Continued expansion of the WMDE office wiki page and enrichment with further information on event planning. ‘Objectives for 2025 What we want to achieve by the end of 2025: The event space at the office can be used reliably. Indicator(s) for 2025 How we will determine whether we have been successful: - The event space is maintained and developed as required. Interim results or output - None ‘Objectives for 2025 What we want to achieve by the end of 2025: How we will determine whether we have been successful: Indicator(s) for 2025 How we will determine whether we have been successful: - - Reducing the ecological footprint of planned events. Interim results or output - A sustainability checklist has been drawn up and will be taken into account during planning. - Use of a central, free budget that is not tied to individual events and is intended to cushion additional costs for more sustainable products and services. ‘Objectives for 2025 What we want to achieve by the end of 2025: Wikimedia Deutschland sustainably secures specialists and trains them by way of internal knowledge transfer. Indicator(s) for 2025 How we will determine whether we have been successful: -- The trainee is successfully accompanied through the 2024/2025 apprenticeship year. Interim results or output -- Integration of the trainee in the workflows of the organization and the Event team. - Involvement of the Campaigns and Fundraising, Donor and Member, Organizational and Strategic Development, and Finance teams in interdisciplinary training."

Communication team

Strategic priority 2

‘Objectives for 2025 What we want to achieve by the end of 2025: Wikimedia Deutschland's topics achieve greater visibility on social media. Indicator(s) for 2025 How we will determine whether we have been successful: - At the end of the year, we have more followers on our social media channels: 3,000 on Instagram, 7,000 on Facebook, 6,000 on LinkedIn and 5,500 on Mastodon. Baseline as of 29 October 2024: Instagram 1,750, LinkedIn 4,128, Facebook 5,263, Mastodon 4,000 - We have published channel-specific posts on our social media channels at least twice a week per channel. Interim results or output - The new Social Media Manager is familiar with the topics and objectives of WMDE. - The KOM team develops campaigns for which we take up topics from the specialist teams or define topics in-house ourselves. - The KOM team frequently identifies and covers current topics that are related to the Wikiverse. - The KOM team develops new and recurring formats in line with the focus and profile of each channel. - The KOM team produces more video content for Instagram and Facebook with external support if required. - The KOM team raises awareness among WMDE employees about the use of LinkedIn and their role as multipliers for our own channel. - We use social media ads to reach new target groups. - We communicate particularly on LinkedIn about the activities, topics and expertise of WMDE's executive directors. ‘Objectives for 2025 What we want to achieve by the end of 2025: We have used targeted measures to help those interested learn how Wikipedia works and/or to encourage them to actively participate in Wikipedia. Indicator(s) for 2025 How we will determine whether we have been successful: - We have developed at least two serial formats or campaigns with which we provide information about Wikipedia and opportunities to get involved on the respective social media channels. - Relevant media produce at least five media articles (i.e., print, digital, radio) based on the press releases (e.g., on products from the Education Policy and Digital Cultural Heritage, Politics and Public Sector, as well as Communities & Engagement teams). - We achieve 4,000 new registrations for the Wikipedia Challenge or a similar entry-level offer. Interim results or output - We use suitable social media channels for formats or campaigns that highlight Wiki principles and make the Wikipedia community visible. - We use products from the Education Policy and Digital Cultural Heritage, Politics and Public Sector, as well as Communities & Engagement teams to strengthen knowledge of Wiki principles in relevant media. - We communicate with a focus on community projects and events that make thriving and stable communities visible and encourage participation. - We promote introductory formats and newsletters such as the Wikipedia Challenge and Wiki Post to introduce those interested to the world of Wikipedia. Another banner campaign will be launched for this.

Strategic priority 4

‘Objectives for 2025 What we want to achieve by the end of 2025: Wikimedia as an organization for the promotion of Free Knowledge: using targeted measures, we have increased the visibility of the WMDE Executive Board, WMDE expertise and WMDE positions on technological and political topics (related to Free Knowledge and openness aspects) as well as Wikimedia products (Wikidata and Wikibase) and WMDE as part of a global movement. Another banner campaign will be launched for this. Indicator(s) for 2025 How we will determine whether we have been successful: - At least 20 press releases, contacts by KOM managers or other press campaigns are addressed constructively or positively in the regional or national press. - On the website, we prominently display the political positions and topics on which we work at WMDE. - We have five new warm press contacts as a result of the press work for this goal. - The quality of the press releases has increased due to the use of the how-to material. - WMDE staff members feel equipped to speak about at least 8 topics based on speaking notes. Interim results or output - We are sharpening the profiles of the CEOs and making this more visible on LinkedIn. - We develop suggested topics for the press in which the CEOs can be interviewed as experts. - The expertise and topics that exist at WMDE are regularly presented on our channels. - We develop a central overview of press contacts and media on technological topics. - We develop a central overview of press contacts and media on technological topics. - We develop a concept for how we can prepare movement topics in such a way that they are accessible and interesting for a German audience. - We bring together and systematize the topics we work on and the positions we take publicly. - We develop ideas and topics for press work at a monthly meeting with KOM managers and the head of press relations. - We develop a how-to guide for press releases and a checklist on when and why a press release makes sense. - We create speaking notes on relevant topics in cooperation with the specialist teams. ‘Objectives for 2025 What we want to achieve by the end of 2025: We have used targeted measures to help those interested learn how Wikipedia works and/or to encourage them to actively participate in Wikipedia. Indicator(s) for 2025 How we will determine whether we have been successful: We have developed at least two serial formats or campaigns with which we provide information about Wikipedia and opportunities to get involved on the respective social media channels. - Relevant media produce at least five media articles (print, digital, radio) based on the press releases (e.g., on products from the Education Policy and Digital Cultural Heritage, Politics and Public Sector, as well as Communities & Engagement teams). - We achieve 4,000 new registrations for the Wikipedia Challenge or a similar entry-level offer. Interim results or output - We use suitable social media channels for formats or campaigns that highlight Wiki principles and make the Wikipedia community visible. - We use products from the Education Policy and Digital Cultural Heritage, Politics and Public Sector, as well as Communities & Engagement teams to strengthen knowledge of Wiki principles in relevant media. - We communicate with a focus on community projects and events that make thriving and stable communities visible and encourage participation. - We promote introductory formats and newsletters such as the Wikipedia Challenge and Wiki Post to introduce those interested to the world of Wikipedia. Another banner campaign will be launched for this.

Strategic priority 5

‘VObjectives for 2025 What we want to achieve by the end of 2025: Wikimedia Deutschland's topics achieve greater visibility and reach on social media. Indicator(s) for 2025 How we will determine whether we have been successful: - At the end of the year, we have more followers on our social media channels: 3,000 on Instagram, 7,000 on Facebook, 6,000 on LinkedIn and 5,500 on Mastodon. Baseline as of 29 October 2024: Instagram 1,750, LinkedIn 4,128, Facebook 5,263, Mastodon 4,000 - We have published channel-specific posts on our social media channels at least twice a week per channel. Interim results or output - The new Social Media Manager is familiar with the topics and objectives of WMDE. - The KOM team develops campaigns for which we take up topics from the specialist teams or define topics in-house ourselves. - The KOM team frequently identifies and covers current topics that are related to the Wikiverse. - The KOM team develops new and recurring formats in line with the focus and profile of each channel. - The KOM team produces more video content for Instagram and Facebook with external support if required. - The KOM team raises awareness among WMDE employees about the use of LinkedIn and their role as multipliers for our own channel. - We use social media ads to reach new target groups. - We communicate particularly on LinkedIn about the activities, topics and expertise of WMDE's executive directors. ‘Objectives for 2025 What we want to achieve by the end of 2025: We have used targeted measures to help those interested learn how Wikipedia works and/or to encourage them to actively participate in Wikipedia. Indicator(s) for 2025 How we will determine whether we have been successful: - We have developed at least two serial formats or campaigns with which we provide information about Wikipedia and opportunities to get involved on the respective social media channels. - Relevant media produce at least five media articles (print, digital, radio) based on the press releases (e.g., on products from the Education Policy and Digital Cultural Heritage, Politics and Public Sector, as well as Communities & Engagement teams). - We achieve 4,000 new registrations for the Wikipedia Challenge or a similar entry-level offer. Interim results or output - We use suitable social media channels for formats or campaigns that highlight Wiki principles and make the Wikipedia community visible. - We use products from the Education Policy and Digital Cultural Heritage, Politics and Public Sector, as well as Communities & Engagement teams to strengthen knowledge of Wiki principles in relevant media. - We communicate with a focus on community projects and events that make thriving and stable communities visible and encourage participation. - We promote introductory formats and newsletters such as the Wikipedia Challenge and Wiki Post to introduce those interested to the world of Wikipedia. Another banner campaign will be launched for this. ‘Objectives for 2025 What we want to achieve by the end of 2025: In view of the Bundestag elections and the public relevance of the topic of disinformation, our communication measures have helped selected target groups determine which Wiki principles make Wikipedia a reliable source of knowledge. Indicator(s) for 2025 How we will determine whether we have been successful: - We have developed at least two serial formats or campaigns to explain the Wiki principles on the appropriate social media channels - At least one Wikiverse is dedicated exclusively to the topic. - The brochure on Wikipedia and disinformation or the message it contains is picked up on in at least four media reports. Interim results or output - For the Bundestag elections, we are sending a mailing to members with specific information on how the Wiki principles protect Wikipedia against disinformation. - We develop articles for our social media channels that focus on Wiki principles and their effectiveness against manipulation on Wikipedia. - Public relations work for the Wikipedia against disinformation brochure ‘Objectives for 2025 What we want to achieve by the end of 2025: Wikimedia as an organization for the promotion of Free Knowledge: using targeted measures, we have increased the visibility of the WMDE Executive Board, WMDE expertise and WMDE positions on technological and political topics (i.e., related to Free Knowledge and openness aspects) as well as Wikimedia products (i.e., Wikidata and Wikibase) and WMDE as part of a global movement. Indicator(s) for 2025 How we will determine whether we have been successful: - At least 20 press releases, contacts by KOM managers or other press campaigns are addressed constructively or positively in the regional or national press. - On the website, we prominently display the political positions and topics on which we work at WMDE. - We have five new warm press contacts as a result of the press work for this goal. - We have developed and passed on a uniform quality standard for the KOM team and the specialist teams with a how-to on press releases. It is used so that the quality of press releases has increased. - Speaking notes on at least eight relevant topics are available and familiar within the organization. Interim results or output - We are sharpening the profiles of the CEOs and making this more visible on LinkedIn. - We develop suggested topics for the press in which the CEOs can be interviewed as experts. - The expertise and topics that exist at WMDE are regularly presented on our channels. - We develop a central overview of press contacts and media on technological topics. - We develop a concept for how we can prepare movement topics in such a way that they are accessible and interesting for a German audience. - We bring together and systematize the topics we work on and the positions we take publicly. - We expand and maintain a list of warm press contacts, in which we also document the success of individual press releases. - We develop ideas and topics for press work at a monthly meeting with KOM managers and the head of press relations. - We develop a how-to guide for press releases and a checklist on when and why a press release makes sense. - We create speaking notes on relevant topics in cooperation with the specialist teams. ‘Objectives for 2025 What we want to achieve by the end of 2025: The members of the KOM team and management have ensured that WMDE's visual and digital presence is professional and consistent, and that texts and publications have been created or translated. Indicator(s) for 2025 How we will determine whether we have been successful: - WMDE's visual and digital presence is professionally and uniformly designed. Texts and publications have been created or translated. Interim results or output - We brief and manage external service providers for graphics, website contents, publications, videos and other KOM team products. - We create a style guide so that external service providers know how video content or graphics and images should look for WMDE. - We advise the specialist teams on how positions and messages can be communicated appropriately in terms of language and content for different target groups.

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: - Various documents and templates for internal knowledge management on "How to work with KOM" are available and used. Indicator(s) for 2025 How we will determine whether we have been successful: - We develop and share a style guide (i.e., video, publications, social media presence) - We develop guidelines for communication on the website (e.g., how to blog, structure of topic pages, media integration and SEO) - We develop a briefing for interviews that specifically supports community members. - An FAQ on requests that keep coming from other teams. - How to... Social media post to improve the quality of delivery Interim results or output - None ‘Objectives for 2025 What we want to achieve by the end of 2025: The website and blog help to keep the public, members and donors informed about Wikimedia Deutschland's activities. Indicator(s) for 2025 How we will determine whether we have been successful: - Traffic to the website and blog remains at the high level of 2024 and improves by +10% with regard to the "average time spent". - SEO continues to be fine-tuned. - Website and blog page structure and content are revised and optimized. - Existing content is tailored to the needs of the target groups and new target group-specific content is created. - WMDE positions are made visible. - Concrete CTAs are identified and focused on. - More content is translated into English. - A content management guide is developed for pages, blog articles, etc. - The website is optimized with regard to accessibility. Interim results or output - None ‘Objectives for 2025 What we want to achieve by the end of 2025: Press contacts know that press inquiries to WMDE will be answered comprehensively, specifically and promptly by communications managers and/or the KOM team leader, possibly in cooperation with specialist teams. Indicator(s) for 2025 How we will determine whether we have been successful: -The communications managers and team leaders answer press inquiries (OTRS services) on a daily basis, possibly in cooperation with specialist teams if necessary Interim results or output None ‘Objectives for 2025 What we want to achieve by the end of 2025: The public and members are informed about WMDE activities and topics from the Wikiverse. Indicator(s) for 2025 How we will determine whether we have been successful: - A public newsletter is sent out every 14 days. - A Wikiverse is sent to members at least once a quarter. - CvD creates the content for the newsletter in consultation with KOM managers. -- CvD identifies relevant topics and timings for the Wikiverse and creates the content in consultation with KOM managers. Interim results or output None ‘Objectives for 2025 What we want to achieve by the end of 2025: By evaluating the communication work, the KOM team has made changes and improvements, and celebrated successes. Indicator(s) for 2025 How we will determine whether we have been successful: - Regular evaluation of campaigns and formats - Retros with KOM team and with specialist teams Interim results or output None

Governance & Movement Relations team

Strategic goal 1

‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: Content of the 30th General Assembly Indicator(s) for 2025 How we will determine whether we have been successful: - Overall, the agenda was a positive experience for members, the Board and employees, with at least 80% of participants rating this aspect positively. The revision of the concept initiated in response to last year's feedback has met with a positive response. Interim results or output - Agenda and supporting program (i.e., consultation hours and interactive part as well as possible evening program), participant survey ‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: Cooperation between the Board, Executive Board and employees continues to develop in a positive, constructive and trusting manner. Indicator(s) for 2025 How we will determine whether we have been successful: Positive feedback from the Board and WMDE office in reflections and weekly meetings. Interim results or output Weekly meetings with the chairperson as well as with the chairperson and the Executive Board. Ongoing support and communication by the WMDE office. ‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: Reports: Reorganization and coordination of the quarterly reports in line with the strategic objectives by the end of Q1 (shared goal with OS). Indicator(s) for 2025 How we will determine whether we have been successful: New reporting format aligned with the strategic goals is available in time for the end of Q1 and has been agreed upon with all stakeholders (shared goal with OS). Interim results or output None ‘Objectives for 2025 What we want to achieve by the end of 2025: MOV: WMDE contributes to creating, maintaining and developing the social infrastructure of the Wikimedia movement by providing services that connect people in our movement. Indicator(s) for 2025 How we will determine whether we have been successful: WMDE creates 3 formats and facilitates conversations with at least 25 Wikimedia organizations to assess, clarify and develop the relationship between the movement's stakeholders (i.e., communities, affiliates, hubs and WMF). WMDE is working with at least three other affiliates on a concept for a possible "Future Congress" of the Wikimedia movement in 2026. Interim results or output * Collection of data on the current status of the relationship between affiliates and "their" communities in the Wikimedia movement. * Planning and implementation of a collective deliberation with the European affiliates at the WMEU General Meeting. * Creating a mutual understanding of the expectations of the collaboration with WMF * Planning and co-organizing three online meetings with Wikimedia Europe and Friends * Developing a concept for an event in 2026 together with affiliates, communities and WMF as well as securing funding * Beginning event planning and program design in the second half of 2025 ‘Objectives for 2025 What we want to achieve by the end of 2025: MOV: WMDE contributes to the creation, maintenance and development of the social and financial infrastructure of the Wikimedia movement by developing and advocating for our positions. Indicator(s) for 2025 How we will determine whether we have been successful: WWMDE has developed positions to improve the movement's social and financial infrastructures, which are visible in global conversations and formats. We have written at least five public statements and shared them on at least five Wikimedia platforms (i.e., meta talk pages, Kurier, Diff, mailing list, Telegram channels). WMDE has participated in at least three global conversations about the purpose, role and future of affiliates in the movement. Interim results or output * Monitoring developments in the area of global strategy and governance, while enriching the discussions on and off Wiki with our positions * Sharing feedback on relevant global developments and pilot projects (e.g., WMF mapping and experiments) * Forming alliances to advocate together and strengthen the links between affiliates in the movement * Contributing to conversations about the future of the affiliates ecosystem * Sharing insights from WMDE on how affiliates can grow and build relationships with donors ‘Objectives for 2025 What we want to achieve by the end of 2025: MOV: WMDE builds and strengthens relationships with partners from our extended ecosystem to promote WMDE's international work and visibility. Indicator(s) for 2025 How we will determine whether we have been successful: WMDE has conducted and initiated at least two peer exchange formats with partners from at least three organizations facing similar challenges and opportunities to inform our positions and services for the Wikimedia movement. WMDE has shared insights and materials from its international work with the wider ecosystem. We have presented our work at 2 conferences at least and shared our playbook with at least 70 people. Interim results or output ** Engaging in an exchange with other NGOs about our international work and identifying areas for peer-to-peer exchange and support (e.g., quarterly breakfast at our office) * Participating in conferences with like-minded organizations to connect with the world around us, finding inspiration and building alliances * Developing and promoting products relevant to the work of other like-minded organizations and individuals (e.g., the Wikimedia playbook)

Focus initiatives

‘Objectives for 2025 'What we want to achieve by the end of 2025: MOV: WMDE staff traveling to Wikimania were comprehensively prepared in terms of content by the MOV team Indicator(s) for 2025 How we will determine whether we have been successful: 4 dates per year for standardized onboarding on the topic of movement relations; advice on communication and the movement policy by individual request Interim results or output None ‘Objectives for 2025 What we want to achieve by the end of 2025: MOV: WMDE staff traveling to Wikimania were comprehensively prepared in terms of content by the MOV team Indicator(s) for 2025 How we will determine whether we have been successful: Arriving employees report back to us that they feel we have onboarded them well. Interim results or output At least 1 meeting with all fellow travelers (i.e., onboarding); general programmatic communication, briefings on the program Cooperation with the Event team. ‘Objectives for 2025 What we want to achieve by the end of 2025: GOVMOV: A concept for structured reporting on the work of WMDE in the Movement has been drawn up and agreed upon with stakeholders. Indicator(s) for 2025 How we will determine whether we have been successful: A concept has been created. Regular formats and/or channels for communication in the movement have been tested and are used by at least 20 affiliates. Interim results or output Concept, blog posts, WMDE meta page, etc. ‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: Quarterly reports are sent to the Board on time and in full. The WMDE office promptly answers the Board's questions. Indicator(s) for 2025 How we will determine whether we have been successful: 4 quarterly reports have been prepared and shared on time. Interim results or output Regular reporting via the quarterly reports ‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: Minutes of meetings and the GA are published on time. Indicator(s) for 2025 How we will determine whether we have been successful: All minutes of meetings and the GA are published on time. Interim results or output The minutes of all meetings are coordinated with the Executive Board and the Supervisory Board and published for the members. At least 5 meetings and 1 GA. ‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: The GA is carried out in accordance with the Articles of Association. Indicator(s) for 2025 How we will determine whether we have been successful: The GA scheduled for June takes place. All rules and deadlines are adhered to. Interim results or output Elections of two annual accounts auditors and any motions will be prepared in good time for the GA. The minutes are published on time. ‘Objectives for 2025 What we want to achieve by the end of 2025: GOV: Board meetings are conducted professionally and in accordance with the Articles of Association, as positive feedback from the Board and the WMDE office. Indicator(s) for 2025 How we will determine whether we have been successful: 4 in-person meetings, one of which is outside Berlin, plus at least one telephone conference are held per year. All deadlines and rules are adhered to. Interim results or output Reflection at the end of the meetings and in weekly meetings with the Chairperson and the Executive Board.

Finance team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: By the start of the budget process (Finance) at the end of Q2 2025, the process for preparing the budgets and the business plan for WMDE and WMFG, including substitution rules and use of the documents, has been documented in writing and coordinated across departments including annual content planning. Indicator(s) for 2025 How we will determine whether we have been successful: Detailed process documentation has been created. The substitution rules are defined in writing. Interim results or output The templates and the business plan as well as their use have been described and are comprehensible to third parties. Substitution rules have been documented. Use of a project management tool has been reviewed. The entire timeline of the budget process has been visualized. ‘Objectives for 2025 What we want to achieve by the end of 2025: The requirements for the seal of approval for donations issued by the organization DZI have been reviewed in 2025 and adjustments have been made to cost and performance accounting so that the donation seal can be applied for and used. Indicator(s) for 2025 How we will determine whether we have been successful: Cost and performance accounting and selected reports have been adapted to meet the requirements of the DZI donation seal. The DZI donation seal is available for use. Interim results or output The seal has been applied for and can be used. Accounting is aligned with the requirements of the donation seal. The cost and performance accounting has been adapted accordingly. Selected reports are aligned with the DZI donation seal. ‘Objectives for 2025 Welchen Stand wir 2025 erreichen wollen: The medium-term financial planning of WMDE and WMFG has been implemented as a strategy tool by the end of Q4 2025. Indicator(s) for 2025 How we will determine whether we have been successful: A strategy document including operational task packages are available. A working document for consultation has been implemented. Coordination meetings with cross-departmental stakeholders have been successfully held and the results documented. Interim results or output The subscribed investments are clearly presented and a report on current investments has been prepared. Substitution rules are clearly defined for subscribing and terminating investments. Handling of the working document on medium-term financial planning is documented. The budget process is coordinated with annual content planning. There is an interdisciplinary exchange with the OE team to make the processes more comprehensible for the organization.

Human resources

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: 1.1 A new remuneration model has been finalized. 1.2 A works agreement by the committee and the Works Council has been finalized. 1.3 Individual job descriptions are complete for each role at WMDE. Indicator(s) for 2025 How we will determine whether we have been successful: 1.1.1 A compromise has been reached with the Works Council on a practicable and legally secure concept. 1.1.2 A works agreement has been finalized. 1.1.3 Positive feedback on the presentation has been received from staff members. 1.2.1 The job descriptions are all up-to-date and stored according to teams and departments with corresponding access rights. Interim results or output Salary band model incl. factor model, works agreement, presentation of the concept, implementation plan as well as complete job or role profiles. ‘Objectives for 2025 What we want to achieve by the end of 2025: 2.1 For the first time, the HR team also has a ticket system for processing inquiries and personnel measures. 2.2 Shared area with the Finance team, i.e., Finance has access to defined reports instead of having to manually compile and send them. 2.3 AI tools are used for various operational tasks. 2.4 Automated Personio features are used. Indicator(s) for 2025 How we will determine whether we have been successful: 2.1.1 The ticket system is a protected part of the CRM system and therefore cost-effective. The users are trained and the tool is used in daily practice. 2.2.1 The Finance team accesses stored reports independently. 2.3.1 AI tools are tested and used to create reports. 2.3.2 AI tools are tested and used for job openings. 2.4.1 Creation of templates (e.g., certificates) 2.4.2 Optimization of the offboarding process Interim results or output Concept for ticket system in CRM, roll-out and training of the HR team, release of reports for Finance, certificate creation with AI plus input from manager and final editing by HR. ‘Objectives for 2025 What we want to achieve by the end of 2025: 3.1 The WMDE careers page has been reviewed and revised. 3.2 Specialists and managers with disabilities are addressed on the careers page and in job openings. 3.3 Active sourcing has been intensified in cooperation with hiring managers. 3.4 Competency-based interviewing is applied more consistently. 3.5 Hiring standards at WMDE are adhered to across teams and departments. Indicator(s) for 2025 How we will determine whether we have been successful: 3.1-3.3 The number and quality of applications increase; selection and interview deadlines are met 3.4-3.5 Kick-offs for selection processes take place; selection decisions focus on skills, ability and professional experience and less on how much applicants know about Wikimedia. Interim results or output Redrafting of the careers page; finalization of presentations of the selection process; training of hiring managers and interviewers; active sourcing on various platforms and in networks; job bulletin on the WMDE homepage; complete quotes from executive directors on the careers page; Executive Board and/or HR management are actively involved in selection processes, including those for team leader positions; accurate data maintenance in softgarden; checking whether demographic data should be requested in the application screen to improve the database; collection of data on rejections and drop-outs. ‘Objectives for 2025 What we want to achieve by the end of 2025: 4.1 A decision has been made on new unpaid leave rules. 4.2 Application security is achieved with regard to contractual and other regulations for all employees. 4.3 The decision-making and/or competence matrix for all management levels has been revised 4.4 A new promotion policy is implemented throughout WMDE. Indicator(s) for 2025 How we will determine whether we have been successful: 4.1.1 The procedure for requesting unpaid leave has been clarified with the Executive Board and communicated to staff members. 4.2.1 All relevant aspects of the working framework for permanent and temporary employees, trainees, working students, Minijobs, internships, etc. are defined. 4.3.1 Gray areas in the matrix are clarified and responsibilities are clearly allocated between the Executive Board, department heads and team leaders. 4.4.1 Promotions are handled uniformly based on solid justification; salary adjustments in combination with promotions are clarified and managers are briefed. Interim results or output In addition to the existing works agreements, the need to supplement and clarify the working framework at WMDE was successfully implemented; innovations were communicated to colleagues; brainstorming on the topic of chat boxes for recurring HR administrative information.

Organizational & Strategic Development team

Focus initiatives

‘Objectives for 2025 What we want to achieve by the end of 2025: 1.1. We have defined and communicated a joint leadership concept. 1.2. We have defined the expectations of the roles and responsibilities of managers at Wikimedia. 1.3. We have developed a suitable tool for reflecting on leadership behavior based on the concept. Indicator(s) for 2025 How we will determine whether we have been successful: 1.1 The leadership concept is available in writing and has been agreed upon. 1.2 The proportion of people (34% in 2023), especially managers, who have a clear understanding of roles at WMDE has increased in the employee survey at the end of 2025. 1.3 A proposal for the reflection tool has been made. Interim results or output - A management retreat is held to launch the work on the leadership concept. - A leadership concept is created and coordinated, which defines leadership at WMDE as well as the expectations of the roles and responsibilities of managers. - A simulation game is designed and implemented within the Department of the Executive Board for adopting perspectives when making decisions (possibly useful as a blueprint for other departments). - A reflection or feedback tool is developed based on the leadership concept. - Further training requirements for managers are derived from the concept (2025/2026). - An office wiki entry is made on the topic of making decisions. ‘Objectives for 2025 What we want to achieve by the end of 2025: 2.1 Planning for 2026 will be further developed, simplified and consolidated based on the experience with and feedback received for the 2025 planning. 2.2 To achieve the strategic goals, cross-departmental and agile work is regularly evaluated by the goal teams and further optimized for 2026. Indicator(s) for 2025 How we will determine whether we have been successful: 2.1.1 Planning tools including mapping, the planning template and the playbook are ready in time to be used in annual planning for 2026. 2.1.2 A recommendation for action is available on how the structures and processes could be improved in terms of pursuing the strategic goals. 2.1.3 80% of managers find annual planning for 2026 to be simpler than in the previous year. 2.2. Retros and reviews have taken place in the goal teams. The results have been documented and made available to the other goal team coordinators. Interim results or output - Teams are mapped to strategic goals, dispatch dates and planning meetings. - Planning tools are updated and coordinated. - The planning process is further developed and simplified based on planning feedback [P25]. - Documentation of goal adjustments during the year is supported and tracked. - Quarterly retros, reviews and feedback rounds on the planning process and goal teams are implemented and documented. - Early coordination of content and budget planning is carried out with the Finance team and the joint planning process is developed further. ‘Objectives for 2025 What we want to achieve by the end of 2025: 3.1 The quarterly reports are reorganized and coordinated in line with the strategic objectives by the end of Q1 (shared goal with the GovMov team). 3.2 The 2025 annual report contains the first elements of an impact report. 3.3 We have created the foundation for reporting on the indicators for the strategic objectives. 3.4 Evaluation of our work has been carried out in connection with at least one area of our work or strategic goal. Indicator(s) for 2025 How we will determine whether we have been successful: 3.1. New reporting format aligned with the strategic goals is available in time for the end of Q1 and has been agreed upon with all stakeholders (shared goal with GovMov). 3.2 In collaboration with KOM, data and results from monitoring and reporting on our work are prepared for publication. 3.3. By the end of June 2025, all goal teams have baselines for measuring progress towards the strategic goals. 3.4 An in-house evaluation report has been completed. Interim results or output - An area or strategic goal has been identified that we want to focus on in the evaluation - An accompanying, participatory, in-house evaluation has been implemented. - Coordination is carried out with KOM on the annual report, as to how and where we can report on impact and develop a suitable format or section for this in the annual report. - Collaboration is engaged in with the goal teams and programs to establish and determine baselines. ‘Objectives for 2025 What we want to achieve by the end of 2025: 4.1. We have sufficiently understood the problem of full calendars with back-to-back meetings. 4.2 We have found ways to improve the communication of organization-wide decisions and developments within the organization. 4.3 We have implemented measures to optimize the meeting culture. Indicator(s) for 2025 How we will determine whether we have been successful: 4.1 An analysis is available. 4.2 The proportion of colleagues who feel sufficiently informed about important developments affecting WMDE has increased in the 2025 employee survey (2023: 58%). 4.3.1 The proportion of colleagues who say that the flow of information between employees at WMDE worked well has increased in the 2025 employee survey (2023: 44%). 4.3.2 The proportion of colleagues who generally do not feel overworked (2023: 56%) has increased in the 2025 employee survey. Interim results or output - A qualitative and quantitative analysis of the meeting culture at WMDE has been conducted. - The most important cross-departmental regular meetings (e.g., management meetings, management team, all hands, one-on-one, quarterly meetings) have been evaluated regarding their goals, format, frequency and optimization possibilities. - A survey is conducted on whether additional or other formats and/or communication channels are needed to improve the flow of information and the communication of developments and decisions. - Based on this, regular meetings are adapted and, if necessary, new or other communication channels are developed. - Moderation training is conducted for employees and managers in 2025/2026. - Collaboration in the tool alignment project ‘Objectives for 2025 What we want to achieve by the end of 2025: 5.1. The status quo of the organization has been assessed. 5.2. A common vision has been developed and communicated. 5.3. An action plan has been drawn up for 2026. Indicator(s) for 2025 How we will determine whether we have been successful: 5.1 Information on the organization's diversity, equity and inclusion has been collected, processed and published internally (baseline survey). 5.2 There is a common vision of how the organization wants to develop in the area of DEI in the medium to long term. The vision has been published within the organization. 5.3 Suitable measures to improve DEI at WMDE have been developed, prioritized and coordinated. Interim results or output - A quantitative and qualitative analysis and presentation of the status quo of the organization has been performed in relation to DEI. - A DEI vision is developed in consultation with internal stakeholders, while also taking external factors into account. - Possible measures are developed and prioritized to achieve the vision. - A DEI action plan for 2026 is created based on prioritization.