The functional teams support the program teams in their work and thus indirectly enable implementation of our strategic alignment. On this page, we present the work priorities of the functional teams for 2026. Similar to the programs, the functional teams define annual goals and success criteria, which clearly indicate the changes we want to achieve in the coming year.
Assignment of programs and functional teams to the strategic goals 2026
Changes for 2026:What we want to achieve by the end of 2026 The WMDE infrastructure for community services is clearly planned and developed.
Indicator(s) 2026:How we will determine whether we have been successful
The foundation has been laid for community services including development of the technical and organizational concept for Community Infrastructure Services and the final planning document for "WMDE IT" (in place of "Internal IT") for 2027.
Focus Initiatives
Changes for 2026:What we want to achieve by the end of 2026 IT infrastructure and services are continuously developed to meet new requirements.
Indicator(s) 2026:How we will determine whether we have been successful
3 advisory reports have been created as well as a published compliance checklist for AI tools.
A procedure and scripts have been developed with an external service provider for Google Drive migration to Nextcloud and proof of concept has been performed with approx. 30 test accounts (error rate ≤5%).
Changes for 2026:What we want to achieve by the end of 2026 The office is used efficiently and strategically for internal events and external partners.
Indicator(s) 2026:How we will determine whether we have been successful
Organizations close to the association are benefiting from our office infrastructure. The costs that are assumed and waived have been recorded and evaluated. They are available at the end of Q4 2026.
We use our office space sustainably by renting out the event spaces. We achieve gross turnover of €17,500.00 in 2026 and record 25% of this as profit.
The subpage is continuously updated and expanded, e.g., with photos, information material and references.
The exposé is available for download on the website, sent out for information purposes, and advertised in the office including a QR code. A 360° video tour has been filmed.
Focus Initiatives
Changes for 2026:What we want to achieve by the end of 2026 Events, communication channels and produced content help increase WMDE's reach, visibility and strategic impact.
Indicator(s) 2026:How we will determine whether we have been successful
A roadshow with at least six stops has been implemented and supported on the occasion of Wikipedia's 25th anniversary.
The 2027 roadshow has been realigned together with the education policy team.
Benchmarking has been conducted with other NGOs and consulting services have been obtained from an agency.
Newly recorded event videos have been professionally edited and include a uniform intro, outro and branding. Videos from 2024 and other high-reach videos should also be reworked.
An evaluation of the YouTube channel's click rates and reach is available.
The content of the channel has been revised and reworked based on the analysis. The use of PeerTube has been checked and tested. Relevant YouTube content is mirrored there.
A list of relevant regular event formats has been researched and agreed with the communications team.
Recommendations have been made to visit them the following year.
WMDE has been successfully positioned at a (new) event.
25th Wikipedia anniversary: successful project completion within the planned framework. (time, number of stops, budget). Feedback on the design of the bus tour has been collected from the staff and community members involved. The feedback has been incorporated into follow-up concepts.
25th Wikipedia anniversary: various measures surrounding the anniversary are linked to the roadshow, e.g., re:publica, stand at the General Assembly, WikiCon party, stand at the Digital Democracy Day and/or a visit to the book fair.
Realignment of the Digital Democracy Days 2026: The Zukunft D team will receive support at the project management level equivalent to at least 0.35 FTE. Synergies between the WikiBus and the Digital Democracy Days 2026 have been developed and are being implemented.
The realignment of Digital Democracy Days is part of a redesign for the year 2026. The Zukunft D project will be discontinued as of December 31, 2026.
Changes for 2026:What we want to achieve by the end of 2026 Those interested have received information about open participation opportunities to further increase their motivation to get involved in the communities.
Indicator(s) 2026:How we will determine whether we have been successful
4,000 new registrations have been received for entry-level offers such as the Challenge and 50% of them have used further offers like Wiki Post.
We have reached 15 new participants by advertising events organized by the Young Wikipedians, who then register for a workshop.
We have promoted edit-a-thons or other special formats that are open to a wider audience and promise to attract newcomers.
Communication measures for participation as part of the bus tour have inspired people to volunteer.
Major events like WikiCon, AdminCon and FemNetzCon have been used to draw attention to Wikipedia and the opportunities for participation.
Strategic Goal 5
Changes for 2026:What we want to achieve by the end of 2026 The issues and perspectives of marginalized groups have been made more visible, so that they feel more present and valued in public perception and the Wikipedia communities.
Indicator(s) 2026:How we will determine whether we have been successful
The re:shape tenders and how-to-wiki workshops have been further supported on social media to increase visibility.
Communication has supported networks like FemNetz to increase awareness among potential newcomers.
Strategic Goal 6
Changes for 2026:What we want to achieve by the end of 2026 Due to declining reader numbers and to mark Wikipedia's anniversary, the KOM team focuses its work on "Wikipedia" in 2026. The public perceives the Wikipedia brand as a more trustworthy free source of information and actively uses its content, thereby retaining existing users and attracting new end users.
Indicator(s) 2026:How we will determine whether we have been successful
A major communication initiative surrounding the anniversary in January made use of the occasion to strengthen the brand and increase Wikipedia's visibility.
Major events like WikiCon, AdminCon and FemNetz were used to draw attention to Wikipedia and its qualities, volunteering, etc. and to strengthen the Wikipedia brand.
The bus tour was accompanied with communication from spring to fall. At least 1 journalist reported in the local press at each location. The bus tour was also accompanied on social media along all its stops to increase the visibility of Wikipedia and the work of the volunteers.
WMDE has launched an employer branding campaign on social media, in which Wikipedia plays a major role, thus once again creating a link to our largest project. This served to increase visibility and strengthen the brand, while also heightening awareness of WMDE as an employer. HR managed to successfully use the videos and the campaign for their recruitment efforts.
WMDE has run an out-of-home marketing campaign as part of the Wikipedia focus, possibly in subway stations or other places with a lot of foot traffic. This has strengthened the Wikipedia brand and helped retain current users.
The Embedding Project was flanked by press work and other communication on specific occasions.
Communication on Wikidata has continued to increase the project's visibility.
Executive Director communication: Franziska Heine has spoken at a minimum of two events on Wikipedia and AI, thus helping Wikipedia to gain more visibility. At least 1 press report has been produced from each event.
A new video portrait of Franziska Heine talking about the importance of Wikipedia in turbulent times has been recorded and successfully placed on our channels (first social media, then the website). In doing so, we have positioned Franziska Heine as an important face of the association on social media.
Strategic Goal 8
Changes for 2026:What we want to achieve by the end of 2026 Our communication on WMDE's advocacy work makes the importance of open content and data more visible to the public. We make the connection to Wikipedia as often as possible to suitably support this focus.
Indicator(s) 2026:How we will determine whether we have been successful
We have explained on the appropriate social media channels why a proposed law does not pass the Wikipedia test or fails with regard to individual issues. We have also used the analysis for active press work, which has resulted in at least one press or guest article.
At least 4 videos of the WikiPolitics format have been posted to Instagram. In doing so, we have increased the visibility of Wikimedia Deutschland's political work and clarified what Wikipedia, etc. have to do with politics.
Training materials for Wikipedia in schools and/or a corresponding event have been picked up at least once in the relevant media and mentioned in a positive tone by three education influencers. We have communicated the added value of the materials on our social media channels and via the newsletter.
We have communicated the recommendations for action from the specialist teams on suitable social media channels by highlighting the connection between digital infrastructure and free access to information or Wikimedia projects. Our press work has resulted in at least one guest article by WMDE on public digital infrastructure being published or a press release on the topic being picked up.
We have communicated the added value of the materials for dealing with fundamental rights in the digital space in at least two different formats on social media and in the newsletter.
An episode of Deutschlandfunk's Wissen.Macht.Gerechtigkeit has been broadcast about Wikipedia in the information ecosystem.
3 to 5 pitches to relevant journalists have resulted in 2 to 3 warm press contacts. In the blog and on our channels, we make the work of Lukas/Lucy visible by taking up stories from the projects about events and people that have links to current topics relating to the teaching and telling of history, the history of colonialism or Nazi history.
Strategic Goal 9
Changes for 2026:What we want to achieve by the end of 2026 KOM has continued to send the Wikiverse to members, which is an essential part of member communication. KOM has made a major contribution to the design of Campaigns and Fundraising's new campaigner in order to create even more impact for Goal 9.
Indicator(s) 2026:How we will determine whether we have been successful
KOM will have sent 4 editions of Wikiverse and effectively contributed to the achievement of goal 9 with Campaigns and Fundraising's campaigner. As the campaigner had not yet started their work at the time of annual planning, a more concrete plan is not yet available.
Focus Initiatives
Changes for 2026:What we want to achieve by the end of 2026 WMDE's internal and external target groups continuously receive relevant, accessible and comprehensible information about projects, activities and successes, which increases WMDE's communicative impact.
Indicator(s) 2026:How we will determine whether we have been successful
Part of the website is available in German and English by the end of 2026.
OTRS requests have been processed and, where appropriate, followed up as leads.
Ongoing website communication has helped us gain more visibility, include more people and reach new target groups.
A style guide is available at the end of the year.
Appealing photos of WMDE staff are available for the press or other channels, which can be used for various campaigns (SWE, employer branding). They are useful for presenting projects and bringing products and programs to life.
The public newsletter continued to be sent out every 14 days. The Wikiverse has been sent at least 4 times. The opening rates are still between 30 and 45% and the number of subscribers is growing.
A media training course has been successfully conducted for the Executive Director and possibly some other speakers.
Two in-house media training sessions have been held with the advocacy teams. We have offered the Wikipedia community training sessions with the KOM team — ideally two by the end of the year.
When required, we have created speech notes and briefings on WMDE topics and press inquiries, and provided professional support for spokespersons among the staff members.
We have achieved 15% more reach on Instagram and LinkedIn over the year to make Wikimedia and Wikipedia more visible, especially in target groups that we had not yet reached. Reach is considered more important than number of followers in this regard. By increasing our reach, we can repeatedly reach active accounts, while a large following can also include many inactive accounts and is therefore not very meaningful.
Significantly more video content has been posted on our channels (Instagram, LinkedIn, YouTube) over the course of the year in order to better meet the requirements of the target groups and platforms.
The average posting frequency of 2 posts per week (LinkedIn, Mastodon, Instagram) has been maintained.
Changes for 2026:What we want to achieve by the end of 2026 Stakeholders in the international Wikimedia ecosystem are globally networked and exchange information so that they can make their work more sustainable.
Indicator(s) 2026:How we will determine whether we have been successful
At least 200 people have been connected through Futures Lab talk series (conference, workshop, online meetings, etc.).
At least 50 people have taken part in our "Wikimedia Europe & Friends" formats (e.g., calls, workshops, etc.).
Our team has advised at least 10 organizations inside and outside Wikimedia, and helped them connect more people.
We have engaged with experts on global trends and incorporated these insights into the Futures Lab process to strengthen Wikimedia and better respond to external challenges.
We ensure transparency and contribute to mutual learning within the Wikimedia movement by reporting continuously and effectively for the international Wikimedia community via existing formats and channels.
Changes for 2026:What we want to achieve by the end of 2026 Clearer, effective and linkable governance and movement structures strengthen the association's ability to act and promote cooperation within the international Wikimedia ecosystem.
Indicator(s) 2026:How we will determine whether we have been successful
General Assembly: the agenda and supporting program are a positive experience for members, the Supervisory Board and employees. At least 80% of participants have rated this aspect positively in a survey.
The Supervisory Board and the General Assembly adopt the working group's proposals for board governance reform and their implementation has begun in 2026.
The continued viability of the Supervisory Board is ensured by the election and onboarding of the 10th Supervisory Board in the summer of 2026.
Internal WMDE stakeholders have been informed of topics related to the organizational part of the movement (affiliates, WMF, partners). Contributions and positions have been developed together and, when relevant, made publicly accessible.
Changes for 2026:What we want to achieve by the end of 2026 A transparent and fair salary model strengthens trust and clarity among co-workers.
Indicator(s) 2026:How we will determine whether we have been successful
A practical and legally compliant concept and implementation plan exists.
A works agreement has been finalized.
Employees have provided positive feedback.
Job descriptions are up-to-date and have the appropriate access rights.
Corporate benefits have been introduced for employees.
An up-to-date overview of the contractual conditions is available for all types of employment.
Job titles have been adapted in German and English.
Changes for 2026:What we want to achieve by the end of 2026 Absence management has been improved at all levels. Sick leave and other absences have been reduced.
Indicator(s) 2026:How we will determine whether we have been successful
Data analysis of absenteeism is performed on an ongoing basis.
Continual reporting is sent to the Executive Board, management team and LR.
The time sheet closing process has been revised.
Electronic sick leave notice measures have been implemented in individual cases.
Updating representation regulations and implementation of the leadership concept
Managers know their tools and options.
Changes for 2026:What we want to achieve by the end of 2026 Recruiting and onboarding are efficient and inclusive, and ensure a high level of retention of new co-workers.
Indicator(s) 2026:How we will determine whether we have been successful
Strategic implementation, supplementation and compliance with recruiting guidelines
Handouts on individual aspects.
Reorganization of executive hiring.
Competency-based Interviewing.
Employer branding: social media
Employer branding: website
Changes for 2026:What we want to achieve by the end of 2026 Digital HR processes enable greater autonomy and efficiency for employees and managers.
Indicator(s) 2026:How we will determine whether we have been successful
Expansion of self-service options in Personio, especially for managers.
System innovations in Personio have been checked and introduced if necessary.
Substitution rules have been updated.
Changes for 2026:What we want to achieve by the end of 2026 Occupational health and safety have been comprehensively implemented and anchored in staff members' daily work.
Indicator(s) 2026:How we will determine whether we have been successful
Onboarding and on-the-job training on occupational health and safety
Emergency management
The occupational health and safety concept has been updated
Changes for 2026:What we want to achieve by the end of 2026 Freelancer commissioning is legally compliant within the context of stricter checks by social security and tax authorities.
Indicator(s) 2026:How we will determine whether we have been successful
Support/consulting of Finance & Operations in freelancer management
Advice has been provided on personnel options.
Status determination procedure with RV as required
Changes for 2026:What we want to achieve by the end of 2026 Leadership concept roll-out and translation into feedback tools as well as development opportunities: everyone in the organization is familiar with the leadership concept. All managers have received feedback on their management practices and gained an initial idea of their individual strengths and areas for development. New and established managers at WMDE have an initial idea of how they can put the concept into practice in their daily management activities. Interested teams have initial ideas on how the leadership concept can help them in their practical work.
Indicator(s) 2026:How we will determine whether we have been successful
Everyone in the organization is aware of the existence of the leadership concept.
At the off-site management meeting, managers actively deal with the leadership concept. In the feedback survey, 80% of participants have stated that they gained an initial idea of how they could implement the concept in their everyday work.
All managers have received feedback on their management practices based on the leadership concept.
There is an onboarding module on the subject of leadership at WMDE, which is aimed specifically at new managers. All new managers have participated in this.
Team workshops on the leadership concept have been held with interested teams, in which the participants were able to develop initial ideas for implementing the concept within their team.
Changes for 2026:What we want to achieve by the end of 2026 Diversity, Equity, Inclusion & Belonging (DEIB) at WMDE (multi-year project 2026-26): WMDE has a diversity strategy that provides guidance on our DEIB goals and how we will achieve them step by step.
Indicator(s) 2026:How we will determine whether we have been successful
The management team has adopted a DEIB vision.
The majority of staff members support the vision.
The management team has adopted a strategy that will help us achieve the vision.
There is a concrete DEIB action plan for 2027. The involved roles and teams know their responsibilities.
Changes for 2026:What we want to achieve by the end of 2026 Cross-divisional collaboration on strategic goals (management and process support for the Priority Teams): cross-divisional collaboration on the strategic goals is promoted through the support and management of the Priority Teams in 2026.
Indicator(s) 2026:How we will determine whether we have been successful
We have ensured uniform interpretation of the strategic goals.
Kick-off for the 2026 Priority Teams: the 2026 Priority Team and coordinators have been onboarded in their new constellation, knowledge transfer has been supported and mission/tasks/roles have been clarified in terms of pursuing the strategic goals.
The Priority Teams meet once a quarter.
Once a quarter, meetings are held with the Priority Team Coordinators to prepare the quarterly meetings and discuss overarching issues.
Changes for 2026:What we want to achieve by the end of 2026 Impact reporting (continuation): based on the baselines, a functioning and transparent monitoring system has been established as the basis for strategic learning as well as data-informed management and planning. The data is systematically recorded and a central dashboard allows relevant stakeholders to monitor progress, identify trends and derive targeted measures. The quarterly report has been further optimized and completed on time.
Indicator(s) 2026:How we will determine whether we have been successful
Theories of change are available for all strategic priorities.
A monitoring plan is available for all goal indicators. The data is systematically recorded and delivered on time.
A central dashboard is functional and provides information on the current level of achievement of strategic goals.
The findings from the dashboard have been incorporated in ongoing processes and committees.
4 quarterly reports have been prepared on time. Goal adjustments during the year have been approved and documented. (common indicator/objective with GovMov).
The quarterly report and the reporting process have been further optimized based on the feedback. (common indicator/objective with GovMov).
Changes for 2026:What we want to achieve by the end of 2026 Mid-term review of strategic goals (multi-year goal 2026-27):
Implementation part I - reality check: a reality check of the strategic goals provides WMDE with insights into whether fundamental external developments require an adjustment of the goals' focus.
Preparation part II - are we on track? Thanks to good preparation, WMDE is in a position to implement the mid-term review - part II efficiently and purposefully in 2027.
Indicator(s) 2026:How we will determine whether we have been successful
The strategic goals have been analyzed based on this to determine whether fundamental developments in the outside world require us to adjust our content focus.
Assessments of the goals have been agreed with the management team and the Executive Board and presented to the Supervisory Board.
A coordinated concept for the mid-term review part II is available and provides information on the goals, purpose and evaluation issues of the mid-term review, methodological approach, responsibilities and schedule.
Relevant documents and data from the evaluation period 2025-2026 have been compiled and prepared for the evaluation, including the results of part 1.
Changes for 2026:What we want to achieve by the end of 2026 Through targeted fundraising efforts and campaigns, the organization will achieve the revenue from membership dues and donations outlined in its business plan, thereby ensuring long-term financial stability.
Indicator(s) 2026:How we will determine whether we have been successful
Achievement of the targets for donation and membership fee revenue set out in the 2026 Business Plan
Strategic Goal 9
Changes for 2026:What we want to achieve by the end of 2026 Establishing political campaigning at WMDE by designing and developing relevant content, messages, and communication strategies, as well as the necessary infrastructure (including technical infrastructure) within the organization.
Indicator(s) 2026:How we will determine whether we have been successful
Launch of the first political campaign in 2026.
Focus Initiatives
Changes for 2026:What we want to achieve by the end of 2026 Implementation of the medium-term fundraising strategy beginning in March 2026. The specific short-term and long-term goals outlined in the strategy, along with the corresponding implementation plans, will be incorporated into the design and operationalization phases. This is a shared objective of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The packages of the strategy through 2028 that were scheduled for 2026 have been implemented or launched in the form of measures or strategic plans.
Changes for 2026:What we want to achieve by the end of 2026 Donation Revenue: By the end of 2026, the targeted donation revenue will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The target set out in the 2026 business plan will be met. Forecasts and actual results will be reviewed on an ongoing basis.
Changes for 2026:What we want to achieve by the end of 2026 Membership fee revenue: By the end of 2026, the targeted revenue from membership fees will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The target set out in the 2026 business plan will be met. Forecasts and actual results will be reviewed on an ongoing basis.
Changes for 2026:What we want to achieve by the end of 2026 Through targeted fundraising efforts and campaigns, the organization will achieve the revenue from membership dues and donations outlined in its business plan, thereby ensuring long-term financial stability.
Indicator(s) 2026:How we will determine whether we have been successful
Achievement of the targets for donation and membership fee revenue set out in the 2026 Business Plan
Strategic Goal 9
Changes for 2026:What we want to achieve by the end of 2026 Establishing political campaigning at WMDE by designing and developing relevant content, messages, and communication strategies, as well as the necessary infrastructure (including technical infrastructure) within the organization.
Indicator(s) 2026:How we will determine whether we have been successful
Launch of the first political campaign in 2026.
Focus Initiatives
Changes for 2026:What we want to achieve by the end of 2026 Implementation of the medium-term fundraising strategy beginning in March 2026. The specific short-term and long-term goals outlined in the strategy, along with the corresponding implementation plans, will be incorporated into the design and operationalization phases. This is a shared objective of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The packages of the strategy through 2028 that were scheduled for 2026 have been implemented or launched in the form of measures or strategic plans.
Changes for 2026:What we want to achieve by the end of 2026 Donation Revenue: By the end of 2026, the targeted donation revenue will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The target set out in the 2026 business plan will be met. Forecasts and actual results will be reviewed on an ongoing basis.
Changes for 2026:What we want to achieve by the end of 2026 Membership fee revenue: By the end of 2026, the targeted revenue from membership fees will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The target set out in the 2026 business plan will be met. Forecasts and actual results will be reviewed on an ongoing basis.
Changes for 2026:What we want to achieve by the end of 2026 Based on the defined baselines and proxies, the technical infrastructure required to set up a central dashboard was established.
Indicator(s) 2026:How we will determine whether we have been successful
Relevant data sources are integrated, and key metrics are clearly displayed in the dashboard.
Changes for 2026:What we want to achieve by the end of 2026 Through targeted fundraising efforts and campaigns, the organization will achieve the revenue from membership dues and donationMitgliedsbeiträgen und Spenden erreicht, um die finanzielle Stabilität nachhaltig zu sichern.
Indicator(s) 2026:How we will determine whether we have been successful
Achievement of the targets for donation and membership fee revenue set out in the 2026 Business Plan
Strategic Goal 9
Changes for 2026:What we want to achieve by the end of 2026 Establishing political campaigning at WMDE by designing and developing relevant content, messages, and communication strategiesmunikationsmaßnahmen und die dafür nötige (u.a. auch technische) Infrastruktur innerhalb der Organisation.
Indicator(s) 2026:How we will determine whether we have been successful
Campaign-related data will be available in the CRM.
Campaign data will be analyzed.
Focus Initiatives
Changes for 2026:What we want to achieve by the end of 2026 Implementation of the medium-term fundraising strategy beginning in March 2026. The specific short-term and long-term goals outlined in the strategy, along with the corresponding implementation plans, will be incorporated into the design and operationalization phases. This is a shared objective of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The packages of the strategy through 2028 that were scheduled for 2026 have been implemented or launched in the form of measures or strategic plans.
Changes for 2026:What we want to achieve by the end of 2026 Donation Revenue: By the end of 2026, the targeted donation revenue will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The target set out in the 2026 business plan will be met. Forecasts and actual results will be reviewed on an ongoing basis.
Changes for 2026:What we want to achieve by the end of 2026 Membership fee revenue: By the end of 2026, the targeted revenue from membership fees will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The target set out in the 2026 business plan will be met. Forecasts and actual results will be reviewed on an ongoing basis.
Changes for 2026:What we want to achieve by the end of 2026 Das Tagesgeschäft im Mitglieder- und Spendenservice wird organisiert und zügig abgewickelt, damit Anfragen von Mitgliedern und Spender*innen zeitnah und zufriedenstellend bearbeitet werden. Prozesse werden regelmäßig überprüft und bei Bedarf angepasst, um eine konstante Servicequalität sicherzustellen.
Indicator(s) 2026:How we will determine whether we have been successful
Most inquiries can be fully resolved during the initial contact and thus handled quickly.
Changes for 2026:What we want to achieve by the end of 2026 We aim to make donor and member satisfaction measurable.
Indicator(s) 2026:How we will determine whether we have been successful
A system is being developed that can be used every day and provides specific guidelines for improving satisfaction.
Changes for 2026:What we want to achieve by the end of 2026 Implementation of the medium-term fundraising strategy beginning in March 2026. The specific short-term and long-term goals outlined in the strategy, along with the corresponding implementation plans, will be incorporated into the design and operationalization phases. This is a shared objective of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The fundraising infrastructure is stable and reliable.
Changes for 2026:What we want to achieve by the end of 2026 Donation Revenue: By the end of 2026, the targeted donation revenue will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The fundraising teams (KuF and SpuMi) can carry out their intended campaigns using the products and features we provide.
Changes for 2026:What we want to achieve by the end of 2026 Membership fee revenue: By the end of 2026, the targeted revenue from membership fees will be achieved through targeted fundraising initiatives and campaigns. This is a shared goal of the fundraising teams (KuF, SpuMi Data, SpuMi Service, and FunTech).
Indicator(s) 2026:How we will determine whether we have been successful
The fundraising teams (KuF and SpuMi) can carry out their intended campaigns using the products and features we provide.
