|This is a draft document. Please feel free to make edits, and understand that content may substantively change. If appropriate, discuss at Talk:Strategic Plan/2010-2015 WMF Business Plan Draft/en.|
The 2009-2010 strategic planning process aims to surface the priorities for the Wikimedia movement as a whole. Much of the work on these priorities can (and should) be done by volunteers, but each of the affiliate entities also play a role. For example, the Wikimedia Foundation should play a role based on its unique assets (financial resources, staff, servers) and position (protector of Wikimedia brand, etc.). (See Sue Gardner's draft letter to the WMF board, which outlines the role it sees itself playing over the next five years.)
In October 2009, 14 Task Forces were formed to delve more deeply into a set of emerging strategic priorities. In January 2010, the Task Forces published a set of recommendations. Based on this work, interviews, and secondary research, top priorities include:
|Organization and governance||
- Expected impact: “Wikimedia meets the core performance requirements that the public expects and rules out risks to its viability.
|Newer contributors acculturation||
|Article quality and improvement tools||
|Rewards, incentives, and supports for ongoing quality contributions||
|Collaboration / coordination around solving problems, adding value, and resolving disputes||
|Increase diversity of contributors||
- Expected impact: Expand and diversify the contributor community that would serve to expand readership. Improve the quality (and perception thereof) of Wikimedia and expand the knowledge/content available. Reduce the risk of an editor implosion.
Accelerate impact through innovation
|Global outreach support|
|Mobile and offline strategies||
- Expected impact: Create new avenues for growth of the Wikimedia footprint in service of the vision
Implications for the Foundation
A focus on the three strategic priorities will have immediate implications for the Foundation:
- The Foundation is engaging with others in the Wikimedia movement to articulate its role and relationships to other entities, with the goal of achieving better coordination in service of Wikimedia’s mission
- The Foundation will not invest in other important areas that fall outside these priorities (see some examples of things the Foundation won't do).
- The size of the Wikimedia paid staff will grow in order to have the capacity to fill current and future roles, contingent on growth in revenue; details on costs associated with ongoing costs and one-time investments to be fleshed in coming months
- The Foundation has developed a 2010-2011 plan that is rooted in these priorities (as well as a sequence of activities for the five year plan).
- Increased capacity
- Volunteer management: The Foundation’s paid staff capacity will remain tiny relative to the capacity of the broader Wikimedia movement; WMF staff must develop strong skills in volunteer management and see this as primary to their role regardless of their internal function
- Technical staff: Implementation of all priorities will require increased in-house capacity to evolve the MediaWiki platform, drive new product development, and leverage volunteer developers
- Fund-raising: Wikimedia will need to increase its effectiveness in revenue generation, which will require further investment in fund-raising capacity
- HR and Operations: The Foundation currently lacks core administrative staff and systems that will be required as its staff and resources grow
- New capabilities and orientations
- Global presence: Targeted investments in key countries/regions will require development of new international staff functions
- Innovation and experimentation: Strategy implies need for staff capabilities in developing and running pilots, capturing data to assess success, and integrating results
Implications for the Chapters
- Alliances and Partnerships
- The chapters will support Foundations mobile and off-line strategies
- The chapters will support the development of support kits and help tools for outreach work for the local community. Wikimedia Outreach serves as a knowledge collective and collaboration space.
- Increased capacity
- Paid Staff: There is a desire for paid staff to support the activities.
- Fundraising: The chapters will need to increase its effectiveness in revenue generation during fundraising campaigns from individuals and institutions to increase community giving.
Implications for the contributors
- The wiki-communities will improve community health and Wikimedia quality