This page is a translated version of the page Strategy/Wikimedia movement/2018-20/Working Groups and the translation is 17% complete.

1 A 2018-as Wikimedia Conference során a „Szerepek és felelősségek” munkacsoport javasolta, hogy nevük „Teljesítménydinamikára” változzon. Mivel az új név csak a globális és helyi felelősségek egy részét fedné le, a stratégiai csapat az eredeti név megtartása mellett döntött.

The timeline is subject to change depending on the progress of the conversations and workstreams. Steps in the process will not happen simultaneously for all Working Groups. Some might be faster, and some might need more time, especially if they have strong interdependencies with other groups.

Draft recommendations groups overview

In July 2018, 90 members from our global community formed into nine Working Groups. These Working Groups were at the center of this process; they were the agents of change. Each Working Group had dedicated itself to one of nine key thematic areas of the movement, which members were putting under the microscope, exploring how it could look in 2030 and finalizing a set of guiding questions. The answers to these questions formed the basis of recommendations for structural changes so that we can successfully and strongly advance in our Strategic Direction.

  • Each Working Group was working on:
    • Scope - map the present situation of the thematic area, the obstacles and opportunities, using all the data already collected over the years and further research if needed. Identify the changes needed and build a case to explain why these changes help us progress in our Strategic Direction.
    • Draft recommendations - identify possible strategies for making these changes and develop drafts of concrete recommendations for the movement on how to ratify and implement them.
    • Implementation - advise on and iterate changes based on the draft recommendations.
  • Working Groups are there to complement existing movement structures, and not to create redundancies. The groups are not decision-making bodies themselves, but will develop recommendations as a basis for decision-making.
  • Each group represents the diversity of the movement, as well as the diversity of skills and experience needed to work on the respective thematic area.
  • Connection and collaboration between Working Groups is essential. Working Group coordinators will identify collaboration needs and opportunities, as well as to actively maintain collaborations across groups via a Steering Group.
  • The Core Team will be prototyping and improving the Working Group method as we use it, so that it fits the movement’s needs and culture. Feedback is always welcome.

Working Group structures and set-up

In June 2018, a Steering Committee supported the Core Team with selecting the Working Group members, and groups were established in June-September 2018. Members of the Working Groups are expected to act in the interest of the movement, not in the interest of their own organization or community.

Each Working Group decides how to organize their work, and the Core Team provides guidance and support on a process level. The ideal group size is 10-15 members, and those members have to represent diverse perspectives and roles within our movement. We have a mix of staff and board members from Organized Groups as well as Individual Contributors in the groups. Additional members are welcome to apply and can be appointed throughout the process, depending on the changing needs of each group.

Working Groups are supported in communicating with the movement via reports, community conversations, participation at events and meetings, and publication of updates or results of their work on their meta pages. To ensure communication across Working Groups, a Steering Group has been formed.

The Board of Trustees of the Wikimedia Foundation is committed to the Movement Strategy process and each member has joined one of the Working Groups.

Support options

Working Groups will be supported by the Core Team of the Strategy Process, with the Information and Knowledge Manager being the main point of contact. Support includes logistics such as scheduling calls, note taking and summarizing of meetings, creation of templates and toolkits to be used in structuring and designing the workflow of the Working Groups, as well as management of information flows to enable Working Groups to have informed discussions and make informed decisions. The Information & Knowledge Management team will also ensure that the progress of Working Group discussions will be shared with the wider movement in a timely manner.

In addition to that, support for facilitation, travel, translation, research or training can be arranged with the Core Team according to the needs of each Working Group.

Working Group procedures

Thematic Areas

The key thematic areas have evolved from conversations we have had in our movement for years, for example in various Wikimedia Conference sessions and group discussions on governance, resources, diversity, partnerships, etc. For each of these areas, the Core Team has mapped the focus and a couple of core questions that need to be answered to enable us to fulfil the Wikimedia mission and advance us in the Strategic Direction. The key questions these Working Groups are addressing all focus on the structural level, not on programmatic work. Many of those questions have been persistent over the years; they are enduring questions. For the first time, we do not only have a process to answer them, we also have a mandate and the necessary resources. Click on the name of the thematic area to read more:

Thematic area Draft description Mailing list


  • legal frameworks, public policies and agendas to define areas where active advocacy and political engagement supports our mission and our Strategic Direction;
  • build capacities to break down political barriers;
  • identify partners for political impact.

Capacity Building

  • goals for investing in capacity building in our movement;
  • understanding what capacities we need within the movement as such and identifying priorities for target groups;
  • development of leadership skills to build leadership and expertise in our movement – in volunteer as well as staff roles;
  • systematic approaches toward scouting, recruiting and retaining people with the needed skill sets (volunteer and staff) to support our work toward the Strategic Direction as a global movement;
  • implementing organizational and cultural change.

Community Health

  • structures, practices and resources necessary for supporting a culture of trust and collaboration in Wikimedia communities and organizations;
  • the future perspective of engaging and including newcomers in a sustainable manner;
  • balancing workload and personal health;
  • critical roles in the communities and providing support to retain people with these roles and responsibilities.


  • to map the current areas of diversity and the diversity gaps within the movement as well as projects that have been concentrating on bridging these gaps;
  • finding ways to increase awareness of privilege and to overcome related cultural, institutional, technological and behavioral barriers to inclusion and to knowledge equity;
  • ways to include missing voices and bridge gaps in content, reach, and users (in terms of both access and contributions).


  • opportunities and challenges related to building partnerships at the local, regional and global levels;
  • strategic approaches to scaling the work that we do in ways beyond our own capacity and reach;
  • collaboration with other organizations and movements to promote our vision and values;
  • and move in our strategic direction with opportunities for wider impact.

Product & Technology2

  • together with a wider spectrum of stakeholders, map future scenarios for product and technology development;
  • develop structures for continuous communication and ongoing connections between product/technology teams, groups, communities and other stakeholders in the movement and beyond;
  • map the needs and expectations for local technological capacity building.


  • szerkezeti egyenlőség a pénzügyi források felhasználásához a mozgalmon belül és kívül
  • helyi, regionális és globális szerepek az erőforrás-allokációhoz és a mozgalmon keresztülívelő pályázatokhoz a szervezetekkel és döntéshozatali módszerekkel
  • a globális és helyi erőforrás-allokációs modellek értékelése
  • a mozgalmi szereplőkre költött források hatása és elszámolhatósága

Bevételi források

  • a mozgalom bevételi forrásainak elvei
  • a mozgalomban és a más nonprofit szervezetekben és mozgalmakban jelenlévő bevételi források
  • a bevételi források modelljeinek a termékfejlesztéssel összhangban lévő kialakítása
  • a szervezetek, csoportok, partnerek, szponzorok stb. mozgalmi szerepének hasznosítása
  • a jelenlegi felépítés és a bevételi forrásokkal kapcsolatos felelősségek kiértékelése

Szerepek és felelősségek1

  • a Wikimédia-mozgalom szervezeti és társszervezeti felépítése
  • az Alapítvány, valamint annak partnerei és bizottságai által vállalt szerepek, célok és kapcsolatok
  • a mozgalmi szervezetek globális, helyi és tematikus szerepkörei (létező és kialakulóban lévő is)
  • mozgalomszerte jelenlévő vezetési, irányítási és döntésvégrehajtási folyamatok
  • a struktúrán belüli esélyegyenlőség és a mozgalom által igényelt feladatok (jog, adománygyűjtés, adatvédelem, szoftverfejlesztés és kommunikáció) elosztása

2 A 2018-as Wikimedia Conference-en a munkacsoport a „Technológia” nevet kapta, azonban a szélesebb szerepkörök miatt „Termék és technológia” névre kereszteltük át.