ウィキメディア財団2019年中期事業計画/年次計画2021-2022

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This page is a translated version of the page Wikimedia Foundation Medium-term plan 2019/Annual Plan 2021-2022 and the translation is 28% complete.
ウィキメディア財団2019年中期事業計画

はじめに

ウィキメディア財団2021-2022年次計画は財団全体にわたる完成した共同型の作業を反映し、2021年7月期-2022年6月期にわたる会計年度(以下FY 21-22)における私たちの目標を定義します。ボランティアの皆さんと継続する協議、たとえば運動戦略プロセスならびに、私たちの長期的使命としてフリーな知識の促進に導かれたものです。中期事業計画をその包括的な枠組みとします。

This page contains full plan materials, including our list of objectives and videos from the Wikimedia Foundation executive team with subtitles in Arabic, French, German, Russian, Spanish, and Chinese. Questions should be directed to our talk page, and to the live Annual Plan Conversations held at the end of the month.

This year’s plan involves three overarching priorities—ensuring a thriving movement, an evolved platform on which that movement can thrive, and a resilient and inclusive Foundation to carry out this work.

Together, Thriving Movement, Platform Evolution, and a Resilient & Inclusive Foundation are complementary efforts toward the same steadfast goal—to set knowledge free, for everyone.

活発なウィキメディア運動

How we understand Free knowledge 27

Our first focus area within Thriving Movement for FY 21-22 is to ensure that Wikimedians have the systems they need to succeed and the tools and information to safely succeed within those systems.

The direction for this comes from Movement Strategy, which has informed the work of the Foundation, affiliates, and volunteers for years, including through the Foundation’s Medium Term Plan. This year, we will address key movement governance issues, including a movement charter, global council, hubs, leadership training, and create enforcing mechanisms for our Universal Code of Conduct. We will also:

  • Evolve trust and safety tools, including IP masking and prioritizing several functionary asks,
  • Provide access to information to help communities prioritize strategic initiatives and address challenges that exist across platforms, such as disinformation, and
  • Help prepare community members to undertake governance roles, ensuring that people across the diversity of experience and identities of our global movement are ready to help lead the movement into the future.

We want to support the movement in building independent systems, leaders and structures of self-governance that serve our editing communities, welcome diverse newcomers, sustain and protect contributors of all kinds, and reflect the movement’s values.

Our second focus area within the Thriving Movement priority is to become more welcoming to diverse contributors, with systems encouraging global growth. Later this week, the Foundation will launch a new grants strategy. This strategy was built through broad-reaching discussions with volunteers and grant recipients around the globe. It will involve a shift toward regional grantmaking, and increased involvement of community members in grant decision-making.

We are also increasing our total Foundation grants budget from an estimated over $8 million to $15.6 million, an increase of 95% across movement strategy, community programs, and community resources.

As an additional commitment to this priority, we will work with emerging communities to promote growth across the wikis. We will work with local communities to develop three pilot programs that welcome contributors in parts of the world where Wikimedia is currently underrepresented. Our success will be measured by newcomers from historically underserved populations feeling welcomed and staying. We will continue our current work to support volunteers through an updated grants program, language support, and regional safety protocols in areas where volunteers face risks due to their participation.

Overall, the largest part of new investments this year is the increased investment in Thriving Movement. The Thriving Movement budget has increased from $14.3 million last fiscal year to $36.7 million in this budget which represents an increase of $22.4 million or 157%. It has also grown from being 13.2% of the Foundation’s overall budget to 24.5%.


Platform Evolution

FCAB GL26C-2 2005, 2010 and GT22CU-3 2402 Ascotan

In order to ensure that our technical systems can support our aspirations for equitable, global growth we will focus on ensuring that our platform and processes are ready and able to invite all of the world’s population to join us in the creation and sharing of free knowledge. This includes making our content more machine readable and scaling our ability to use relationships between content. We will work toward ensuring that people in emerging communities have the same level of performance for their contribution workflows as those in established communities. We will also work toward making Wikimedia application data easily discoverable and well-prepared to enable data-informed decision making, application development, and research by the community and the Foundation.

Resilient and Inclusive Foundation

Wikimedia Foundation All Hands 2020 - Myleen Hollero

Our other focus area is strengthening our organizational capacities. A resilient, inclusive organization is essential to meet the needs of our growing global movement, and to champion free knowledge throughout the world. To champion free knowledge we maintain a massive and complex technical collaboration platform, steward Wikimedia’s public image, drive readership and use of Wikimedia content, fund a global network of volunteers and affiliates, and advocate for free knowledge around the world.

This year, we will continue to invest in creating a diverse workforce and an inclusive workplace. Our work will include attracting and hiring top talent from a broad range of backgrounds. We will generate ownership and accountability for inclusion efforts across management tiers and strengthening a workplace culture where people feel valued and able to do their best work.

Furthermore, through targeted interventions aimed at supporting specific underrepresented groups, we will help create equitable outcomes for all staff members at the Wikimedia Foundation. We also seek to strengthen internal capabilities to make data-informed decisions—specifically the ability to allocate costs and measure the impact of initiatives across departments.

Annual Plan Videos

Wikimedia Foundation executives explain their contributions to this year's Annual Plan in this series of short videos. Subtitles are being made available in multiple languages.


Annual Plan Conversations

Each executive hosted open conversation with community members to discuss their contributions to the Annual Plan. Community members were able to join and ask questions live, or submit questions ahead of time. Recordings of those conversations are linked below. Any follow-up questions from these conversations can be asked on this talk page.

Conversations Recordings

Title Speakers Transcript Recording
Annual Plan Conversations - Legal and Talent and Culture Departments Amanda Keton (General Counsel), Maggie Dennis (Vice President of Community Resilience and Sustainability), Vignesh Ashok (Vice President of Global Equity, Diversity and Inclusion), & Robyn Arville (Chief Talent and Culture Officer) File on Commons Watch recording on YouTubeCommons
Annual Plan Conversations - Product and Technology Departments Toby Negrin (Chief Product Officer) and Tajh Taylor (Vice President of Data Science and Engineering) File on Commons Watch recording on YouTubeCommons
Annual Plan Conversations - Finance and Administration and Advancement Departments Jaime Villagomez (Chief Financial Officer) and Lisa Seitz-Gruwell (Chief Advancement Officer) File on Commons Watch recording on YouTubeCommons
Annual Plan Conversations - Communications Department Anusha Alikhan (Senior Director of Communications) and Mayur Paul (Director of Movement Communications) File on Commons Watch recording on YouTubeCommons

Annual Plan Objectives: Focus Areas

A complete list of all organizational objectives related to the Medium Term Plan, organized by Medium Term Plan priority area.

Font Awesome 5 solid bullseye Thriving Movement

Focus area: Ensure Wikimedians have the systems and tools they need to succeed.

Font Awesome 5 solid chevron-right Objective 1: Wikimedians will have collaboratively and equitably built systems of governance to support effective movement management.
Font Awesome 5 solid chevron-right Objective 2: Our platform and our contributors will be better protected with improved movement management & curation tools (software and practices).
Font Awesome 5 solid chevron-right Objective 3: Wikimedians will have equitable access to key resources and information needed to advance movement goals.

Focus area: The Wikimedia world will become more welcoming to diverse contributors with systems encouraging global growth.

Font Awesome 5 solid chevron-right Objective 1: New contributors in underserved communities will feel welcomed and successful and continue to contribute over time.
Font Awesome 5 solid chevron-right Objective 2: Contributors in underserved communities will be empowered to grow and drive forward movement goals through grants, information, language and communication support and regionally oriented safety protocols in high risk areas.

Font Awesome 5 solid bullseye Platform Evolution

Focus Area: Provide technical systems to support equitable, global growth of our content and movement.

Font Awesome 5 solid chevron-right Objective 1: Our platform and processes are ready and able to invite all of the world's population to join us.
Font Awesome 5 solid chevron-right Objective 2: People in emerging communities have the same level of performance for their contribution workflows as those in established communities.
Font Awesome 5 solid chevron-right Objective 3: Wikimedia application data is easily discoverable and well-prepared to enable data-informed decision making, application development, and research by the community and the Foundation.

Font Awesome 5 solid bullseye Resilient and Inclusive Foundation

Focus Area: Create a diverse workforce and inclusive workplace informed through data for continuous improvement.

Font Awesome 5 solid chevron-right Objective 1: Foundation leadership have access to organizational data, insights and dashboards for impactful decision making.
Font Awesome 5 solid chevron-right Objective 2: All staff will have access to engaging, accessible learning opportunities that drive the needed skills and capabilities for our mission.
Font Awesome 5 solid chevron-right Objective 3: Foster a diverse, inclusive environment for staff which encourages and supports optimal engagement.

Font Awesome 5 solid bullseye Other Initiatives

Worldwide Readership

Font Awesome 5 solid chevron-right Objectives: Increase site utility amongst readers; Maintain utility for our existing editors; Ensure our content has a positive, meaningful impact on people's lives.

Brand Awareness

Font Awesome 5 solid chevron-right Objectives: Strengthen the worldwide narrative of Wikipedia; Increase brand awareness of our projects and our social good mission in new markets so people join our movement.

Global Advocacy

Font Awesome 5 solid chevron-right Objectives: Expand access to knowledge and champion fundamental rights online by influencing policymakers and inspiring the public to advocate for our agenda.

Annual Plan Objectives: Other Work

A list of other objectives outside the Annual Plan focus areas. Much of this represents continuing areas of work from previous years.

Extended content
  1. コミュニティのプログラム - 運動全体にあるドメイン特定の実践型コミュニティ(教育のEduWiki、文化機関のGLAM-Wiki、コンテンツキャンペーンの主催者)は恒常的でグローバルにアクセス可能な支援を受け、それぞれのプログラムの影響を広め、知識の交流や共同作業の発現を促しています。
  2. 募金活動 - 財団資金$144.8百万を集めてウィキメディア運動の繁栄に必要な資金を確保。
  3. 基金 - $10百万を基金に集めてウィキメディアの長期的な資金安定性を確保。
  4. 提携関係 - WMFと外部の実態との提携関係を促進し年次計画を支え、WMFがフリーな知識のインフラとして果たす役割を開発。
  5. 技術コミュニティの構築 - 技術系コミュニティは活動が旺盛で、アプリケーションを発見し作り上げ実践する明確かつ揺るぎない方策を備えており、コミュニティの作業手順(ワークフロー)の支援、コンテンツ作成と消費の新手法の創発を実現し、さらにはウィキメディアの API 類とデータにコアのウィキ経験を上回る影響力を付与。
  6. 文化、公平性、チームの慣習:現代型で包括的な実践 - 現代のソフトウェアの慣習と包括的な意見交換の慣習により、加入と共同作業の障壁を取り除くもしくは引き下げ、ウィキの生態系に参加する技術系貢献者に対して導入を簡略化し、発明の過程を早める。
  7. 優秀なプラットフォーム:堅牢さ - 私たちのサービス、インフラ、データは悪意のあるなしに関わらず予想外の事案に対して堅牢であり/または迅速に回復。
  8. データ破壊 - データ破壊の方針をシステムに組み込み実践。
  9. 計画立案 - 計画や戦略を立案し財団を戦略的方向へ導く。
  10. 事業運営の改善 - 事業と運営手順の効率性と有効性を改善し投資対効果を最大化、リスクを軽減、組織としての価値を反映。
  11. 作業環境 - 作業環境は生産的で包括的、持続可能。
  12. Executive Leadership - Create a high-performing Office of the Executive Director, that drives engagement, velocity, and growth, including an efficient and effective C-Team and an engaged and performant Board of Trustees.
  13. 組織統治、リスク管理、説明責任 - 財団と運動は私たちがするべき仕事を実行するよう組織されています。
  14. Risk Management Program - Deliver effective organizational risk oversight and management program to recognize and respond to threats and opportunities.
  15. Financial Management, and Compliance - Manage our financial resources to enable the Foundation to achieve our programmatic objectives in compliance with all regulatory filing requirements to satisfy our tax exempt charitable status.
  16. Support Services 2.0 - Support services across the organization are aligned, equitable and creatively scaled and developed to meet the dynamic and growing support needs of our nonprofit organization.
  17. Internal Enterprise System Improvement - The Foundation’s Enterprise Systems are managed and enhanced in order to support a globally distributed workforce.
  18. All-Hands and staff convenings - Assemble staff in come together to celebrate successes, collaborate on work deliverables, and have fun.
  19. Recruiting - Attract a diverse candidate pool with inclusive practices to represent all of the regions that we aim to serve.
  20. Talent and Culture Partnerships and Support - Enhance the Talent and Culture team's capabilities, efficiencies and service excellence in order to establish the department as a trusted partner and reliable support to leaders and to staff.
  21. Employee Experience - All managers will be empowered with a suite of clear and optimized talent processes that enhance effectiveness of individual and organizational performance.

予算

下記の予算の情報は年次計画に基づいており、ここに翻訳の便宜を図るため転写します。詳細は計画自体をご参照ください。

注視するべき予算増額部分

Total Expenses graph: Factoring in regular grants that are returning in this budget cycle, the full cost of staff hired mid-year, the return to limited travel and other costs create existing investments of approximately $125M. This will be complemented with new investments of approximately $25M. Total expenses will increase 34%, from $112M to $150M. In terms of new investments, the largest part is the increase for Thriving Movement.

Thriving Movement graph: The growth in Thriving Movement expenses reflects a large increase in grants to the movement along with additional investments in our Thriving Movement focus areas. It also reflects existing internal resources being redirected toward Thriving Movement objectives. Investment in Thriving Movement will increase 157%, from $14.3M to $36.7M.

Platform Evolution graph: The growth in Platform Evolution is to provide technical systems to support equitable, global growth such as through the addition of a caching center that serves Africa and the Middle East, as well as investing in the technical future of our projects. Investment in Platform Evolution will increase 329%, from $2.4M to $7.9M.

支出合計
FY20-21 Projection versus FY21-22 Budget

Thriving Movement.
FY20-21 versus FY21-22

Platform Evolution.
FY20-21 versus FY21-22

In US$ million FY20-21 Preliminary Projection
(as of July 15, 2021)
FY21-22
Total revenue 157 150.0
Programmatic Expense 83 114.6
Fundraising 14 16.4
General & Administrative 15 19.0
Total Expenses 112 150.0

助成金予算の増額

助成金支給の予算はFY21-22で 95%増となり、財団の予算総額の伸び率34%増よりも急速な増額です。

助成金の総額(単位:百万アメリカドル)
  助成金予算   支給額推計   支給実績


FY21-22の助成金増額分は以下を含みます。

  • 新規助成戦略の資金として
  • すべての地域を対象に予算を増額し、最大の伸び率はアフリカ、アジア、ラテンアメリカ、中東を対象とする
  • 運動戦略実践の資金として

注記: FY20-21の助成金は支給実績よりも予算額が上回りました。コロナ禍の影響が受給者のプログラムや運動のイベントに及び、その結果、受給者の中には前年度よりも申請額を引き下げたり/あるいは計上予算より支出実績が下回りました。
いずれの金額も受給者に対して支給した時点で示し、また アメリカ合衆国法GAAP、すなわち予算報告の他の図表で用いたものに準拠した支出時期とは必ずしも対応していません。一例として、FY20-21(図中の2021年)の一部は2020年の支出として記録してありますが受給者への支払いは2021年に実施、そのためここでは2021年に記してあります。さらに、2021年の金額は最終案以前の推計額です。

‎助成金の詳細については、以下を参照してください.

プログラム上の比率

投資の優先課題はプログラムの成長

2021-22会計年度予算
  事業別   一般ならびに運営   募金事業

事業別の予算仕分けは、中期計画に規定のあるすべての業務を対象とします。

  • Worldwide Readership,
  • Thriving movement,
  • Platform evolution,
  • Brand awareness, and
  • Global Advocacy.

Plus our other work in:

  • Mission Support
  • Technical Infrastructure
  • Shared Services

内訳: 事業単位

The Thriving Movement budget increased from $14.3M last fiscal year to $36.7M in this budget which represents an increase of $22.4M or 157%. Thriving Movement has grown from being 13.2% of the Foundation’s overall budget to 24.5%.

Technical Infrastructure includes all the engineering and technology needed to build and maintain our projects, platform, and internal infrastructure that is outside of our Medium-term Plan priorities like Worldwide Readership and Thriving Movement.

Shared Services include the functions that enable our other work, like Research, Communications, Operations, and Governance.

Mission Support includes the work we do in grants, partnership development, legal support, and community outreach outside of the MTP Priorities.

運動の繁栄 24.5%
技術とインフラ 23.8%
堅牢で包括的な財団:一般および管理 12.6%
共有するサービス 12.0%
堅牢で包括的な財団:募金活動 10.9%
プラットフォームの進化 5.3%
ブランド認知度 3.4%
使命を支援 2.9%
世界の閲読者 2.5%
Global Advocacy 2.1%