Wikimedia Foundation Annual Plan/2018-2019/Final/ja

From Meta, a Wikimedia project coordination wiki
Jump to navigation Jump to search
This page is a translated version of the page Wikimedia Foundation Annual Plan/2018-2019/Final and the translation is 78% complete.
Other languages:
English • ‎español • ‎中文 • ‎日本語

はじめに

方向性のある運動

ウィキメディア運動は17年の歴史において、一見すると不可能なことを成し遂げました。小規模なボランティア主導の実験から、地球上でもっともよく使用される情報源に成長し -- 毎月、1億件以上の情報端末からアクセスがあり、現在もボランティアが執筆し管理しています。今日、私たちは活発で地球規模の運動として、すべての人を対象にした情報の自由とフリーな知識という理想に基づき、研究者、執筆者、写真家、開発者のほか、組織を巻き込んでいます。

ウィキメディアの将来像はどんな人でもフリーにすべての知の総体を共有できる世界を求めています。運動体としての私たちはその将来像に向かって進んでいるか、最近、じっくりと検討しました。今後も一緒に進む道のりは続き、将来もウィキメディア運動が発展を続けるようにしていく所存です。

その意味では2017年に野心的なグローバル協議に着手し、ウィキメディア運動の方向性を共同で開発しようとしています。ボランティア、提携団体、専門家、ウィキメディア支部その他の関連組織、ウィキメディア財団の職員を招き、将来について70カ国以上の参加者と約20カ国語で話し合いました。

その成果として得られたウィキメディア2030の戦略的方向性とは[1]、世界中でオンウィキとオフウィキで数百もの会話を行い、ウィキメディアが次に進むべき場所に関する広範な研究を要約したものです。私たちがともに将来を目指して作成したガイドへの支持を表明して、ほぼ100のウィキメディア関連組織がこの方向に署名しています。

The direction we’ve built together calls on us to become the essential infrastructure of the ecosystem of free knowledge, and a place where anyone who shares our vision will be able to join us. To achieve that, we will invest in two key areas: knowledge equity and knowledge as a service.

  • Knowledge equity means focussing on the knowledge and communities that have been left out by structures of power and privilege, and welcoming people from every background to build strong and diverse communities.
  • Knowledge as a service enables us to become a platform that serves open knowledge to the world across interfaces and communities, empowers allies and partners to organize and exchange free knowledge beyond Wikimedia, and allows us to collect and use different forms of free, trusted knowledge.

The world around us

  • 数十億人がウィキメディアのプロジェクト群にまだアクセスしていません。ほとんどのコンテンツは、百科事典の長文記事と画像であり、他の形式は除外されています。
  • 2018年、世界人口の半分以上が初めてオンラインになります[2]
  • 私たちは、コンテンツの検閲、監視および削除を進め、人々の情報アクセスを妨げようとする世界的な傾向に直面しています。
  • 特に性別や地理的な観点からすると、ウィキメディアのコミュニティは人口の多様性を代表するものではありません。
  • この表現と多様性の欠如により、知識の格差と体系的なバイアスを生み出しました[3][4][5]
  • 読者が期待するマルチメディア形式は、共有と会話をリアルタイムでサポートし、テキストと画像以上のものです[6][7]
  • 50億人を超える人々が携帯電話を使用しています。そのうち数十億人は、インターネットへの唯一のアクセス経路として、電話に依存します。
  • 今後15年間に最も人口が増加する地域とは、現在、ウィキメディアの利用者が最も少ない地域です[8]
  • 将来、最も話者が多い言語は、主にプロジェクトおよびコミュニティで過小評価されることになります[9]
  • 自動化、特に機械学習と翻訳は、人々がコンテンツを作成する方法を変えます[10]
  • 高品質の引用は検証可能性を支えています。事実に基づく信頼性の高いインターネットを構築するには、ウィキペディアを上回るほど堅牢な参照のネットワーク作りが必要です。
  • 技術が私たちの生活のあらゆる側面に広がるにつれ、ウィキメディアのインフラストラクチャを拡充し、情報へのさまざまなアクセス方法と人数を反映する必要があります。
  • ウィキメディアのインフラストラクチャは、人々の情報アクセスのさまざまな方法に対応する必要があります。</ div>

The year ahead

As we enter the 2018-19 fiscal year (July 2018 to June 2019), the Wikimedia movement finds itself in a moment of transition. Having completed a global consultation that yielded a powerful and ambitious strategic direction for our future, we now begin our work to achieve that vision.

It will take the entire Wikimedia movement -- including affiliate organizations, volunteers, donors, and partners -- to achieve our objectives. As the non-profit that supports the Wikimedia projects and movement, the Wikimedia Foundation plays a central role in this effort. This year, we will lay the groundwork for the central goals of that direction: knowledge equity and knowledge as a service.

Over the course of this year, the Wikimedia Foundation will make critical improvements to our systems and structures to ensure that we can effectively, securely, and rapidly achieve our long-term goals of knowledge equity and knowledge as a service. We will modernize and evolve our technical infrastructure, advance our privacy and security-related systems, and invest in structured data. We will implement scalable, measurable programs that increase the amount and diversity of content and contributors, particularly from parts of the world where we are underrepresented. We will extend the reach of the Wikimedia projects and brand, increasing our global traffic and making it possible for more people around the world to participate.

This work will not only move us closer to our strategic direction, but will prepare us to execute against a 3 to 5 year strategic plan, which the Wikimedia Foundation will create this year to guide our future organizational strategy. This plan will chart our path toward becoming the essential infrastructure for free knowledge.

システムと構造の進化

Wikimedia’s very existence is remarkable. It’s not just the idea that has proven compelling and useful to hundreds of millions of people around the globe. It is also remarkable that the Wikimedia community, and Wikimedia Foundation, has done so much with so little. Our traffic, community, use, and influence belie the lean nature of the organization. In the year to come, we will invest in the underlying systems and structures that quantify and sustain our projects, with the purpose of preparing ourselves for future work in support of our mission. This could include processes and norms internal to the Foundation, metrics that measure progress towards our strategic objectives, systems and structures that govern and support our movement, as well as the platforms and architecture that underlie our projects.

To achieve this goal, we will:

  • Modernize our technology infrastructure, including our applications stack, services, and production platform; advance privacy and security-related systems; and invest in development of Wikibase and Wikidata.[11]
  • Increase support for the global Wikimedia community by rethinking and improving our community grantmaking, leadership development, and tools to make contributors’ work easier and more productive
  • Grow the Wikimedia Endowment to ensure the long-term health of the movement
  • Live our values by supporting diversity and inclusion, staff development, and operational excellence across our organization, and including environmental sustainability in our decision-making processes

We will know we’re successful when:

  • Our technological infrastructure is robust, flexible, sustainable, and secure, and can meet our needs for the future
    • We are able to serve 95% of our services out of more than one data center
    • We see a 20% increase of services adopting the modernized metrics stack
    • 100% of services involved in page views are using centralized logging
  • We have made progress in the journey to unify our core software assets by converging MediaWiki with our Node.js services
  • We are able to quickly iterate high-quality end-user experiences and measure success by running product experiments twice monthly
  • Use of Wikidata increases by 15%, reaching 386 million data uses by the end of the 2018 calendar year
  • We invest community resources according to a targeted set of funding priorities aligned with the strategic direction
  • We have a 3% increase in overall engagement of Wikimedia Foundation staff
  • We have grown the Wikimedia Endowment by USD 5 million and deepened our relationships with major donors


新規投稿者とコンテンツの育成

Wikimedia’s core strength is its global community of volunteer contributors. Contributors curate and create the knowledge (content) that is so valuable to hundreds of millions of people around the world. The people who make up this movement, and their knowledge, diversity, and ability to participate on our projects, make it possible for Wikimedia projects to exist and thrive.  We will focus on increasing not just the net number of contributors and amount of content, but the linguistic, geographic, and demographic diversity of contributors and the breadth and depth of Wikimedia content. We will ensure that people everywhere can share their knowledge, including the 5 billion people who use smartphones to access the internet and the billions of people who only use phones, especially in underrepresented regions.[12][13]

To achieve this goal, we will:

  • Invest in the overall health of the Wikimedia community with tools and programs that help contributors respond to harassment and increase positive collaboration
  • Support new and existing contributors through a richer suite of onboarding tools and intuitive mobile contribution experiences
  • Create techniques to measure contributor demographics at a granularity suitable for understanding improvements in this area
  • Expand contributors’ capacity to address content gaps, bias, and more diverse content via machine learning and artificial intelligence (AI) and improved translation tools
  • Increase the participation of local communities in underrepresented regions through funding, mentorship, capacity building, and strategic partnerships support
  • Advance the Wikimedia policy agenda and build a robust case for our values around the world through education, advocacy, government relations, and community mobilization

We will know we’re successful when:

  • The number of English Wikipedia administrators who report having the skills and tools to intervene in cases of harassment increases by 25%
  • More people contribute to the Wikimedia projects, particularly from underrepresented regions or groups
    • New contributor retention in target languages increases by 10% year-over-year
    • Number of edits on mobile increases by 20% year-over-year in target languages
    • We have the capacity and baseline data to measure diversity in contributor demographics  
  • The amount, diversity, and quality of content on Wikimedia projects increases, particularly in underrepresented languages
    • The rate of content growth in target languages increases by 10% year-over-year
    • Our research leads to better understanding of knowledge gaps across languages
    • Article section recommendation technology that helps contributors expand already existing articles is available in at least 10 languages
    • Artificial intelligence technology providing edit and article quality prediction is in use on five new language versions of Wikipedia
  • Wikimedia values, projects and communities are present in global policy discussions on issues that directly impact our mission


リーチを広げる

Much like growing new content and contributors, increasing our reach throughout the world is fundamental to our ability to achieve our vision, which calls upon every single human to share in knowledge. We currently reach a very large proportion of the planet. But there is no question that there are many more people who are not yet able to participate in free knowledge. We will focus on expanding our reach - the awareness and usage of the Wikimedia projects - across demographics. We are already a resource to many, we should become a service for all.

To achieve this goal, we will:

  • Bring more people onto the Wikimedia projects by investing in Wikipedia’s search engine optimization (SEO), and creating delightful, understandable experiences with improved user experiences for targeted geographies
  • Raise awareness of Wikimedia, particularly in underrepresented communities and groups, through targeted communications campaigns and support for local communities to conduct their own outreach
  • Build and maintain partnerships with mobile providers and invest in third-party infrastructure for offline access to Wikipedia to extend reach of Wikimedia content for users in Africa, Asia, the Middle East, and Latin America
  • Improve discoverability and verifiability of knowledge through structured data integration on Wikimedia Commons, support for the WikiCite community, and technical partnerships
  • Expand our network of institutional allies in libraries, education, and cultural heritage who contribute knowledge to Wikimedia projects

We will know we’re successful when:

  • More people in underrepresented demographics, countries, and languages have been introduced to Wikipedia, use it, and come back[14]
    • Global traffic increases by 1 - 10% (pending baseline analysis)
    • 15% increase in awareness of Wikipedia in target regions
    • Wikipedia is meaningful to 1 billion women
    • 1 million users in underrepresented regions can directly access Wikipedia through mobile provider and offline partnerships  
  • More institutions contribute high-quality content to our projects, integrate our projects into their workflows, and see Wikimedia as a natural ally in pursuing their missions
  • Kiwix, a core part of the offline content distribution ecosystem, improves their platform and increases the number of end users by 15%
  • Citations and links to external sources cited from Wikipedia articles are immediately and comprehensively archived and remain available to readers in perpetuity

予算

FY18-19 Functional Percentage Chart.png
2018-2019会計年度の機能別百分率図

財団は重要な募金活動や一般管理業務を損なうことなく、プログラムの作業にリソースを割り当てるよう、組織の健全性の維持に努力を続けます。予算は最初の表では、プログラムとプログラム外に経費を分けています。プログラム外経費は、資金調達と一般管理費を組み合わせたものです。次のグラフは、3つのカテゴリすべての費用の割合を示しています。

We’ve expanded the planning framework we instituted last year with cross-departmental programs to all of our programs across the organization. This allows us to link each program’s resources to outcomes and measures. As such, we have organized our budget below into programs. This allows us to show our investments in specific programs that supports our three defined goals. We are open to answering questions or providing additional information so that we can meaningfully describe our resource plans.

統合予算:プログラムおよびプログラム外経費
(経費の金額はすべてアメリカドル換算、1単位は1,000単位)
FY17-18 Budget FY18-19 Plan
Revenue
募金その他の収入 76,800 93,125
プログラム経費
人件費 30,986 39,594
データセンター経費[15] 4,465 4,676
助成金 7,360 7,678
基金拠出金 5,000 5,000
外注サービス費 2,826 3,988
弁護士費用 918 1,333
出張、イベント、カンファレンス 2,277 3,131
その他の支出[16] 5,361 3,536
Opportunity Fund[17] 0 1,500
運動戦略 0 1,298
プログラム経費の小計 59,193 71,734
プログラム外経費
人件費 9,066 10,196
寄付金処理経費 3,228 4,046
外注サービス費 1,947 2,340
弁護士費用 404 395
出張、イベント、カンファレンス 446 625
その他の支出[16] 2,516 3,600
プログラム外経費の小計 17,607 21,202
年間運転経費の総額 76,800 92,936
Funds available for a specific purpose[18]
運動戦略 453 0
ブランド戦略 850 0
事業所移転 697 0
特定費目に対応する資金 2,000 0
支出合計と特定費目に対応する資金 78,800 92,936

FY18-19 Investments in Goals v2.png
2018-2019会計年度の目標単位の投資額

目標別の予算
(All expense figures are in US Dollars, displayed in thousands)
システムと構造の進化 新規投稿者とコンテンツの育成 リーチの拡大 その他 項目合計
既存の FTE 115 62 18 116 310[19]
新規に追加する FTE 17 9 6 12 44
プログラム経費
人件費 17,014 10,011 2,882 9,687 39,594
データセンター経費[15] 0 0 0 4,676 4,676
助成金 50 7,320 0 308 7,678
基金拠出金 0 0 0 5,000 5,000
外注サービス費 1,182 414 403 1,989 3,988
弁護士費用 585 175 573 0 1,333
出張、イベント、カンファレンス 559 581 132 1,859 3,131
その他の支出[16] 1,032 62 426 2,016 3,536
Opportunity Fund[17] 1,500 1,500
運動戦略 1,298 1,298
プログラム経費の小計 21,720 18,563 4,416 27,035 71,734
プログラム外経費
人件費 1,521 0 0 8,675 10,196
寄付金処理経費 0 0 0}} 4,046 4,046
外注サービス費 439 0 0 1,901 2,340
弁護士費用 275 0 0 120 395
出張、イベント、カンファレンス 32 0 0 593 625
その他の支出[16] 403 0 0 3,197 3,600
プログラム外経費の小計 2,670 0 0 18,532 21,202
支出合計 24,390 18,563 4,416 45,568 92,936

付録1:リソース集

注釈と出典

  1. "2017 ウィキメディア運動戦略の方向性". 
  2. "The web is under threat. Join us and fight for it.". The Web Foundation. March 12, 2018. Retrieved March 27, 2018. 
  3. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-new-voices-lack-content-africa-12
  4. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-wmcon-knowledge-gaps-13
  5. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-appendix-pattern4-14
  6. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-reboot-visual-realtime-20
  7. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-appendix-pattern5-21
  8. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-appendix-pattern1-27
  9. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-appendix-pattern3-25
  10. https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017/Direction#cite_note-appendix-pattern9-28
  11. To be developed by an engineering team at Wikimedia Deutschland, the German Wikimedia chapter
  12. "Mobile is eating the world". Benedict Evans (in en-GB). Retrieved 2018-03-20. 
  13. "The Global Mobile Report". comScore, Inc. (in en-US). Retrieved 2018-03-20. 
  14. Unique devices in major languages will be used as a proxy for individuals.
  15. a b 資本支出は GAAP に従って予算化
  16. a b c d その他の支出は右記を含む:設備、Wikidata、保険料、什器、道具、ソフトウェア、新人導入、動産税その他。
  17. a b 2018-2019会計年度には継続的な成長を計画し、ウィキメディア2030達成に向けた3〜5年計画を作成する見込みです。そのため未割り当てのOpportunity Fund「機会基金」を確保してあります。プロジェクトの準備ができると資金を提供し、発生した時点で機会を活用し、不確実性を保留し、年間を通じて成長の軌道を微調整できるのは、この基金を充当するからです。
  18. These expenses are funded from our surplus for specific and non-recurring investments
  19. The prior draft of the Annual Plan understated the total existing FTE due to a reporting miscalculation.