Wikimedia Deutschland/2014 annual plan/zh
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Work on the 2014 Annual Plan began in early August 2013. The first step involved preparatory work by the WMDE departments. The Evaluation Unit was responsible for managing and coordinating the methodology during this stage. As a starting point, all current projects were grouped in cross-departmental programs that each share one common long-term goal. This facilitates systematic project evaluation and meeting the formal requirements for Wikimedia movement fund applications (see Funds Dissemination Committee). We also developed a change model for each program, describing the goal and the means by which it is to be achieved step by step. We drew up preliminary indicators for all change models in order to facilitate impact measurement. The Evaluation Unit published the models and indicators along with the Annual Plan, and will be responsible for reviewing and developing them in the long term and in line with recognized standards. The change models provide the conceptual basis for planning and evaluating the projects and, consequently, for this Annual Plan. The present document was compiled by the departments, the Executive Director, and the Supervisory Board with the support of the Communications Unit. It informs about the goals that Wikimedia Deutschland has set itself for 2014 and the funds to be used for these purposes.
上述這些經驗，直接導致我們在2014年度決定專注於連結與賦能(connecting and enabling)，而不是指導與決策(directing and deciding)。德國維基分會認為，與其讓自己成為所有人脈輻輳的中心點，應該讓自己成為連結更多不同人脈網絡的膠合處。辨別並滿足明確需要分會協助的地方，是下列三個專案中不斷重複出現的主題。由德國分會監事會建立的主旋律(leitmotifs)頁面，也就是為了滿足這樣的需求而採取的公開測試平台。
2014科技之年(The 2014 Science Year)將會定位於數位社會(digital society)。當我們跟維基百科的學術單位或是科學領域進行合作專案或舉辦活動時，我們也應該要提醒自己這件事情。
The main focuses of our work for 2014 are defined within the three programs, which set goals, develop indicators, plan measures, and allocate budgets. However, the Wikimedia projects are by definition open and unfinished. Users have always been able to change content and structures and to try out new ideas. However, until now there has been nowhere to collect, display, and share ideas about future developments. The same applies to Wikimedia Deutschland, which has not been able to share ideas or suggestions that did not relate to existing activities.
The new Ideas Lab should provide a forum for anyone to launch or discuss potential pilot projects. Anyone wanting to try out an idea will be able to use the Ideas Lab to find contacts, establish a network, or discuss their thoughts. If an idea receives broad support, we will give it the support and funding it requires.
All three programs include scheduled tasks that are meant to be solved by software development. As our largest technological project Wikidata will continue to play an important role here in 2014. We are planning to develop a tagging system for Wikimedia Commons in order to improve the monolingual categories system, and in particular to address the difficulties of reusing metadata.
Software development will also be necessary across all departments for the Digital Openness Benchmark and for the tool for reusing CC licenses. It will also ensure that technical requests from the communities quickly receive the necessary support.
The Communications Unit helps us to formulate and achieve Wikimedia Deutschland's goals as regards our work for, with, and in the public. Its tasks mainly involve encapsulating our strategic direction in communications goals, achieving these goals, providing the departments with communications advice and services, and developing and fine-tuning our mission statement.
The Fundraising Team is an integral part of the Communications Unit. Aside from the annual online fundraising campaign it will place a stronger emphasis on member campaigns and on marketing to foundations and potential investors. This should allow us to become less dependent on the annual fundraising campaign and to secure long-term financing.
國際事務組(International Affairs Unit)Edit
As free knowledge is not subject to national borders, our programs, projects, and decisions all have an international dimension. The International Affairs Unit promotes communication and networking between actors in the Wikimedia movement around the world. It picks up on issues in the global community and regularly updates Wikimedia Deutschland and the communities with relevant information. It aims to provide both with the necessary advice and support in order to ensure that our interests are better represented in international decisions.
The International Affairs Unit also ensures that our experiences, materials, and tools are disseminated around the world. We aim to foster collaborative projects and joint programs that will extend the scope of our work and provide fresh ideas and inspiration.
Monitoring and evaluation are essential if we are to continually improve our work to achieve the goals of the global Wikimedia movement. With this in mind, we set up a new Evaluation Unit in 2013 to develop a long-term evaluation framework for our work. The framework should meet recognized international standards and will be implemented step by step in the coming years.
In 2013, the Evaluation Unit has taken a participatory approach to developing programs with causal performance models, thus establishing a common theoretical basis for developing and evaluating projects. It has also worked with the Communications Unit to adapt our reports to meet international requirements. In doing so, the Evaluation Unit has also laid the groundwork for a monitoring system to continually report to the Wikimedia movement on progress and lessons learned. In 2014, the Evaluation Unit will further develop our processes for monitoring and evaluation in collaboration with the global Wikimedia movement.
Wikimedia organizes many events throughout the year – from the OER conference, which took place for the first time in 2013 and welcomed around 300 participants, to the public Zedler Prize award ceremony with 200 guests, the WMDE general assemblies, and the smaller event formats such as the Wikimedia Forum. These events provide opportunities to discuss current issues, to present our work, and to share experiences with the communities and the public.
The Event Management team supports the departments in two ways. On the one hand, it provides them with the support they need to manage the event project and ensure it runs as smoothly as possible. This includes advice on the event concept and budget. And on the other hand, the team takes on the logistics of organizing and holding the event (e.g. finding a venue, negotiating with technicians and catering companies), and collects and evaluates participant numbers and feedback. This allows the departments to focus their attention on the organization and implementation of their events as regards content and strategy.
The Event Management Team also oversees the new event venues in our office in Berlin, and ensures that workshops, meetings and small conferences (with up to two days notice) can be held there.
The item covers the entire running of our office, including the reception, back office, internal IT setup and personnel management, as well as items such as rent, operating costs, and insurance.
We are creating a new full-time position in this department for a head of administration. The person filling the role will be responsible for managing all employees working in support roles – a task previously covered by the Executive Director – as well as for updating and optimizing the many processes that have not been covered during our rapid growth in recent years (travel bookings, purchasing orders, internal office procedures, etc.). The advertisement for the position will also specify that the role includes responsibility for all personnel processes that have been managed by the Finance Department or the Executive Director so far.
We would like this new position to bring together all the most important administrative processes so that our other employees can focus better on their actual roles. Moreover, this position is meant to provide all staff members with excellent internal services.
The largest budget item unrelated to personnel is the rent for our new office. Its 1,400 square meter (15,069 square feet) floor area provides enough space to allow future growth and, more significantly, opens up a range of new possibilities for our work.
The premises will include a dedicated community space where supporters of free knowledge can come together to meet, work, and share ideas. Our new event and meeting rooms also provide venues for anyone looking to promote our goals in a small to mid-size event or a conference for up to 100 people.
The most significant budget items are:
- € 230,000 for personnel costs (for 4.425 full time employees)
- € 660,000 for material costs, including
- € 300,000 for rent (including operating expenses)
- € 220,000 for operating expenses (electricity, cleaning, IT, insurance, materials, etc.)
- € 70,000 for leasing, office furniture and equipment, depreciation, etc.
- € 70,000 for the security deposit
In Germany, Wikimedia consists of two organizations: Wikimedia Deutschland e.V. (WMDE) and its 100-percent subsidiary "gemeinnützige Wikimedia Fördergesellschaft mbH" (WMFG).
WMFG receives donations. Its purpose is to forward funds to the Wikimedia Foundation (WMF) to help fund the operation and further development of the Wikimedia projects and international programs. WMFG also forwards funds to WMDE, which is the body responsible for the Wikimedia projects. A Fundraising Agreement between WMF and WMDE forms the basis for raising donations and regulates the procedures.
維基媒體推廣學會（Wikimedia Fördergesellschaft (WMFG)）Edit
In the past few years, we have seen a steady and substantial increase in donations. We are nonetheless referring to a lower rate of growth in donations for 2014 than in the previous years. This is firstly because the donation model we have used so far, which is very much based on banners and focused on a few weeks at the end of the year, no longer provides such clear potential for increasing donations that it has until now. And secondly, in 2014, we are also planning a lower rate of growth in terms of organization, staff, and content than in previous years. We plan to focus on continuing and developing effective programs and projects and to streamline our structures. For these two reasons we have decided to set a target of a 28-percent increase in donations in 2013/2014, which is a lower growth rate than in the previous year.
|1||Income from donations from the FDC process (carry forward from 2013)||€ 5,600,000||€ 4,557,831 |
|2||WMDE income from donations (carry forward from 2013)||€ 1,800,000||€ 1,392,132 |
|3||Total carry forward from 2013 (item 1 and 2)||€ 7,400,000||€ 5,949,963|
|4||Income from donations from the FDC process (January – June 2014)||€ 700,000||€ 442,703 |
|5||WMDE income from donations (January – June 2014)||€ 220,000||€ 130,090 |
|6||Income from donations from the FDC process (July – December 2014) – to be transferred to WMF||€ 6,800,000||€ 6,700,000 € |
|7||WMDE income from donations (July – December 2014) – to be used in 2015||€ 2,100,000||N/A|
|8||Interest||€ 20,000||€ 5,000|
|9||Total income in 2014 (items 4, 5, 6, 7 and 8)||€ 9,840,000||€ 7,277,793|
|10||Total budget for 2014||€ 17,240,000||€ 13,227,756|
- actual value
- actual value
- actual value
- actual value
- expected income for WMDE donations and donations from the FDC process according to annual plan 2013
Item 1: Donations received by WMFG from July to December 2013 through banners on de.wikipedia.org and on our sister/associated projects that are covered by the fundraising contract for 2013/14. These funds are initially transferred to WMF and then distributed by the Funds Dissemination Committee (FDC) to Wikimedia chapters and other organizations. WMDE also uses this process by applying to the FDC for funds (see Item 21). Once the amount applied for by WMDE is approved by the FDC at the end of 2013, WMFG will transfer the approved funds to WMDE (see Item 13) and the remainder to the FDC for further distribution.
Item 2: Donations made directly to Wikimedia Deutschland from July to December 2013 and which, after consultation with WMF, are not covered by the current fundraising contract, as they are received through mailshots to past donors, or via the www.wikipedia.de site, etc. In addition, many people donate to Wikimedia Deutschland directly and cannot be verified as having used one of the banners on de.wikipedia.org. All such donations received between July and December 2013 are included in this item.
Item 3: Total sum of donations received in 2013 from July to December 2013 (the sum of Items 1 and 2).
Item 4: As Item 1, but for the second half of the term of the current fundraising contract, from January to June 2014.
Item 5: As Item 2, but for the period from January to June 2014.
Item 6: As Item 1, but for the period from July to December 2014 (For the 2013 figure: plan value from the annual plan 2013).
Item 7: As Item 2, but for the period from July to December 2014.
Item 8: Income from interest on bank deposits (on principle, WMFG and WMDE only invest funds in money market accounts).
Item 9: Total donations and interest received in 2014 (the sum of Items 4, 5, 6, 7 and 8).
Item 10: Total donations and interest received from July 2013 to June 2014 and interest received in 2014.
After subtracting the fundraising costs, WMFG forwards all its revenue to WMF and WMDE as laid down in its charter.
|11||Transfer to WMDE on 1.1.2014||€ –1,800,000||€ –1,392,132|
|12||Transfer to WMDE on 9.1.2014||€ –220,000||€ –130,090|
|13||Transfer to WMDE (FDC)||€ –1,800,000||€ –1,376,923|
|14||Transfer to WMF on 4.1.2014||€ –3,360,000||€ –3,004,298|
|15||Transfer to WMF on 9.1.2014||€ –700,000||€ –269,313|
|16||Personnel costs||€ –200,000||€ –125,000|
|17||Material costs||€ –240,000||€ –225,000|
|18||Total expenditure||€ –8,320,000||€ –6,522,756|
- actual value
Item 11: Donations received by WMFG which will be donated directly to WMDE from July 2013 to December 2013. This item corresponds to Item 2.
Item 12: Donations received by WMFG which will be donated directly to WMDE from January 2014 to June 2014. This item corresponds to Item 5.
Item 13: WMDE is expected to receive additional funds from global donations through the FDC Process. In this process, the sum of these funds is deducted from the amount to be transferred to WMF and paid directly to WMDE in order to avoid unnecessary transatlantic transfers. (This item depends on the FDC’s recommendation and the final decision of the WMF board which is expected by the end of 2013.)
Item 14: Compliant with the Fundraising Agreement this item covers the funds from Item 1 and the respective donations from January of the following year that are transferred directly to WMF for distribution through the FDC process, minus the FDC funds approved for WMDE (Item 13) and the fundraising costs (Items 16 and 17).
Item 15: This item covers the funds from Item 4 (but just for the period February - June of the respective year) that are transferred directly to WMF for distribution through the FDC process.
Item 16: As agreed in the fundraising agreement, the costs incurred in collecting donations are subtracted from the sum of donations. This item covers WMFG's personnel costs.
Item 17: As agreed in the fundraising agreement, the costs incurred in collecting donations are subtracted from the sum of donations. These costs include the costs for mailing donation receipts for tax purposes, use of the fundraising software, rent, etc.
Item 18: Total expenditure by WMFG in 2014.
We have budgeted fundraising costs of € 440,000 for 2014, including material costs of € 240,000. The biggest item here is the costs for mailing the donation receipts for tax purposes to donors Other costs in this item are software and IT costs, costs for bank transactions, bookkeeping and auditing.
There are also personnel costs of € 200,000. These costs cover the following three fundraising aspects:
- Preparation, implementation, and follow-up of the annual fall campaign.
- Activation of past donors during the year using targeted e-mails and member campaigns.
- Internal consultation for the acquisition of third-party funds.
The background to the third aspect is that we have experimented with a series of different sources of revenue in the past (corporate social responsibility, sponsoring). As our efforts in these areas did not bring the expected results, we have decided to concentrate on cooperating with partner organizations and with foundations in particular from now on. The advantage for us is obvious: This does not "just" bring in money, but also provides the opportunity to develop and implement projects with partner organizations. (A current position in the fundraising team will be restructured to include this work.)
- Surveys have revealed that many donors expect to automatically receive a receipt and do not use the simplified donation notice. We therefore send a donation receipt to all donors who have donated more than € 25 that year.
德國維基媒體分會（Wikimedia Deutschland e. V. (WMDE)）Edit
|19||Transfer from WMFG on 1.1.2014||€ 1,800,000||€ 1,400,000 |
|20||Transfer from WMFG on 9.1.2014||€ 220,000||N/A|
|21||FDC funds||€ 1,800,000||€ 1,400,000 |
|22||Carry forward from 2013||€ 500,000||N/A|
|23||Membership fees||€ 410.000||€ 150.000|
|24||Subsidies||€ 350,000||€ 200,000|
|25||Other income||€ 90,000||€ 1,600,000|
|26||Total income||€ 5,170,000||€ 4,750,000|
- actual value
- actual value
Item 19: This is the sum of direct donations to WMDE, collected by WMFG from July 1, 2013 to December 31, 2013.
Item 20: As Item 19, but for the period from January 1, 2014 to June 30, 2014.
Item 21: WMDE is expected to receive additional funds from global donations through the FDC process. (This item depends on the FDC’s recommendation and the final decision of the WMF board which is expected by the end of 2013.)
Item 22: These are funds that were budgeted for 2013 but not spent. Firstly, we did not carry out certain programs. (We budgeted € 250,000 for funding the CPB project, but funding was not allocated; we also budgeted € 200,000 for the Wikimedia Chapters Association (WCA), but did not forward it to the WCA – instead, some of this money was used for other international chapter work). Secondly, in some cases, we used fewer funds than budgeted because projects started later or staff members were appointed later than planned. This surplus from 2013 means that we are able to continue working on important software developments and to finance them from our operating budget rather than using special grants as we have in the past.
Item 23: Our target is to have 10,000 members by the end of 2013. This number is based on the current average membership fee of € 41.
Item 24: We should work far more closely with partner organizations in the future as regards project implementation. We will approach foundations, public institutions, etc. to request third-party funds. Such cooperation can either be on specific projects (such as support on a conference), or long-term (joint projects).
Item 25: This includes event attendance fees and financial contributions from other chapters and WMF to finance Hackathons or a Wikimedia Conference.
Item 26: This is the sum available for 2014 for pursuing the purpose of WMDE as laid down in the charter.
|27||Communities Team||€ –1,040,000||€ –790,000|
|28||Software Development||€ –810,000||€ –1,230,000|
|29||Politics and Society||€ –480,000||€ –390,000|
|30||Education and Knowledge||€ –500,000||€ –430,000|
|31||International Affairs Unit||€ –280,000||€ –345,000|
|32||Communications Unit||€ –440,000||€ –340,000|
|33||Evaluation Unit||€ –190,000||€ –175,000|
|34||Event Management||€ –90,000||€ –90,000|
|35||Finance||€ –110,000||€ –90,000|
|36||Administration||€ –890,000||€ –480,000|
|37||Executive Director||€ –220,000||€ –220,000|
|38||Supervisory Board||€ –120,000||€ –90,000|
|39||subtotal expenditure||€ –5,170,000||€ –4,670,000|
|40||reserve Community Projects Budget (round 3)||N/A||€ –250,000|
|41||setting up and operating the House of Free Knowledge||N/A||€ –600,000|
|43||Monitoring and Controlling||N/A||€ –140,000|
|44||Total expenditure||€ –5,170,000||€ –5,750,000|
Item 27: The focus of our work is on supporting the communities. The largest individual item in this budget provides funding for projects in and by the communities, for which we have budgeted € 250,000 as in previous years. After expanding our funding and support activities last year, we want to concentrate on further developing content in 2014. We aim to provide an open and inviting funding and support system that is based more on community ideas rather than on fragmented funding programs; to develop clearer and more intuitive funding criteria and tools; and, not least, to produce documentation that makes it easier to learn from each other. Working closely with the communities, we also want to support projects that focus on social issues. For details on this item, please see the programs described above.
Item 28: We started Wikidata, our first major development project, last year. Our original plan was to hand the project over to WMF at the end of 2013. However, the positive experience we have had with this project has led us to not only continue managing and developing Wikidata but to further engage in software development. We are now planning a separate Software Development department to work on three main areas: (1) maintenance and further development of Wikidata and possibly of other projects in consultation with the Wikimedia Foundation, (2) community-initiated software projects and (3) technical support for WMDE's projects (migration of tools from the Toolserver, fundraising, etc.). In contrast to the Wikidata project, which has been financed by four large donations specifically for this purpose, the new Software Development will be financed in full from our operating budget. For details on this item, please see the programs described above.
Item 29: The key legal issues of relevance to the topic of free knowledge are regulated on an EU level and have a direct impact on our daily work. Within the European internal market, the EU is authorized to regulate issues pertaining to copyright law and associated intellectual property rights, including topics such as the copyright status of state-owned works and freedom of panorama.
In 2013, we laid the groundwork by outlining a possible structure for representing our interests and defining preliminary key objectives in collaboration with interested Wikimedians from all over Europe. Many other chapters and WMF share our enthusiasm for this project. From the beginning, our guiding principle has been to give community members opportunities to participate on a wide range of levels.
The next and most important step – putting our ideas into practice – is scheduled for 2014. Firstly, we want to fully launch our monitoring work in Brussels. Secondly, we plan to create the prerequisites for proactively putting our issues on the agenda of the institutional system in Brussels. For details on this item, please see the program described above.
Item 30: In 2013, we held an OER conference, thus laying the foundation for creating further links between active participants from the science sector and the communities. In 2014, we plan to use this network on various levels (science, politics, the communities) in order to promote the development and use of free teaching and learning material in Germany. The new science coordinator position will be of particular importance here.
In the area of diversity, we also plan to use the analysis produced in 2013 to implement projects in 2014 that reflect social realities more accurately. We need to establish successful projects such as "Women edit" in many regions. For details on this item, please see the programs described above.
Item 31: Following the unsuccessful Wikimedia Chapters Association in 2013, we will focus on smaller initiatives in our collaboration with other chapters in 2014. We will use the findings from the Chapters Dialogue to develop measures to promote the sharing of ideas and networking between chapters. Our activities in this area will include participating in Wikimania 2014 in London and supporting the Wikimedia Conference.
Item 32: Communication (online, brochures, flyers, press) plays a central role in everything we do. Our communications contents are provided by the various departments. The Communications Unit provides expertise and coordinates the implementation of communications strategies. The budget includes all production costs for communications material, design and maintenance of the websites, and merchandising.
Item 33: The Evaluation Unit set up in 2013 will monitor all of our programs and projects in 2014 in order to provide an ongoing evaluation of our performance and progress. The unit only carries out the actual evaluation in exceptional cases, as its main role is to lead the evaluation process in the various departments. Among other things, software tools will be created and used for this purpose, also to ensure comparability on an international level.
Item 34: With our move to new premises, we now have our own space for events that we will use on a regular basis. We also participate in numerous events in order to achieve our goals. The Event Management Unit coordinates our participation in public events, organizes the logistics, identifies suitable locations, and manages the registration procedures. As with all of our units, these services are not just available for internal use but can, on request, be made available to community projects and events.
Item 35: This item comprises financial controlling, bookkeeping, reporting, and the corresponding software.
Item 36: This item includes the office rent and operating expenses, as well as office furnishings, office supplies, etc. The increase in costs compared with 2013 is not just due to our growth as an association, but also to the higher rent for the larger premises needed to accommodate new staff. Part of our new premises is a community space with work stations and a room for internal and external events. Please see the section on administration for further details.
Item 37: The largest item here is the remuneration of the Executive Director amounting to € 90,100 gross, plus a performance-related bonus which is agreed on on an annual basis. This was a maximum of € 23,850 in 2013; the bonus has not yet been fixed for 2014. This item also includes travel and consulting costs and the costs for the assistant to the Executive Director.
Item 38: Our Supervisory Board works on a voluntary basis and is supported by an assistant. This item also includes the costs for up to four conclaves and three meetings, external consulting, travel costs, and participation costs, e.g. Wikimania.
Item 39: Subtotal of expenditure.
Items 40-43: Items that will not be part of the 2014 expenditure in their current form.
Item 44: Total expenditure.
Our association has grown at a tremendous rate in the last few years. Our team, which consisted of 12 full-time employees (FTE) on January 1, 2011, had grown to 42 by the end of July 2013. Our revenue has also multiplied, from around € 1.3 million in 2010 to € 9.8 million in 2012.
This growth has enabled us to run projects such as Wikidata, to support the work of WMF with over € 3.5 million per year, and to substantially expand our support of the Wikimedia communities. In 2014, however, we aim to intensify our activities rather than to expand them. The idea is to continue working on successful initiatives rather than to constantly tackle new fields. We also want to consolidate our work in important areas.
For 2014, we are planning to have a total number of around 51 FTE. We also have space for four interns and up to ten student trainees.
Software Development has the highest number of employees (24 percent), followed by Team Communities (12 percent), Politics and Society (11 percent), and Education and Knowledge (10 percent).
Alongside Software Development, which will appoint an additional frontend developer and a new product manager for Wikidata, the Communications Unit will grow the most with the creation of a new position for the production of material (online and offline). We are also going to appoint a new fundraiser to deal with our cooperation with foundations and other donors.
The Administration team will be reinforced through the appointment of a third FTE and a head of administration focused on personnel management. These additional employees will help to improve both our internal processes (procurement, travel bookings, billing, etc.) and personnel development.
The table below shows the distribution of personnel in detail (including student trainees and interns):
|Unit||Plan 2014 (FTE)||Difference (2013)||Students und |
Interns, Plan 2014 (FTE)
|Politics and Society||5.55||0.75||0|
|Education and Knowledge||5.05||0.75||1.0|
|International Affairs Unit||2.0||0||0|
The figures on personnel development reflect the current situation. In the course of implementing projects it may become necessary to shift expenditure on personnel to material resources or vice versa.
The auditors were given access to the 2014 budget draft on September 28, 2013, via the Chapter’s office wiki (version as of September 30, 3:35 p. m.). This access date is nine weeks ahead of the General Assembly. In accordance with the eighth General Assembly’s resolution the budget draft is to be published together with a statement by the auditors at least eight weeks before the final version that will be submitted for General Assembly resolution. Since the Executive Director had to be reminded that the published draft needs to include a statement by the auditors, the inspection was performed on short notice and the budget draft was initially published without the statement by the auditors.
The Executive Director and the Supervisory Board are expected to make next year’s budget draft available to the auditors in a timely manner. A request to that end has been submitted to the 13th General Assembly.
The fundraising agreement that forms the basis for the 2014 budget draft covered the time from July 1, 2012 until June 30, 2013. It has been extended automatically for one year until June 30, 2014. Both contractual parties have a right of cancellation until 60 days before the contract terminates. This may mean that funding of the budget beyond July 1, 2014 is unsettled. This risk is not addressed in the report.
The structure of the budget -- which is labeled “Annual Plan” -- is highly similar to last year’s version. The wish of numerous members to provide the budget with more detailed information regarding planned expenses has not been satisfied. The auditors are likewise unsatisfied with the too abstract character of items. The Executive Director and the Supervisory Board are expected to present a significantly more detailed budget next year. In order to achieve this, the few but financially large items are to be broken down, so that -- where possible -- each item amounts to less than € 100,000. Known projects like the WikiCon, Wikidata or the Community Project Budget must be clearly identifiable. The amount of many expenditure items has changed compared to last year. In the majority of cases it is incomprehensible how theses changes have come about. The Executive Director and the Supervisory Board are expected to give a more comprehensible presentation next year.
The auditors consider it desirable to have every item’s actual value come with the target value of the preceding year and the actual value (e. g. per June, 30) of the current year. This way developments would be more comprehensible. If possible, this should still be implemented for the current draft.
The auditors consider it critical that the eighth’s General Assembly’s resolution, according to which the budget draft is to be “drawn up in an open, collaborative process” in which “every interested person may participate” (resolution of the eighth GA, March 19, 2011, A2/2), has not been put into practice here. Yet again the Wikimedia Deutschland office has published and submitted a budget to the FDC without the members having had the opportunity to actively participate in an open draft. Moreover, the members were only inadequately informed about the publication of the budget.
The auditors do not identitfy violations of the association’s charter in the present budget draft.
I thank the auditors for the work that has resulted in their statement. From my perspective as Wikimedia Deutschland’s Executive Director I would like to elaborate:
The funding that this plan requires is not unsettled beyond July 1, 2014, but secured. Accordingly, there is no statement to the contrary in the draft. There are two reasons for this: Firstly, funding requests that are granted by the FDC cover the full year of 2014. Secondly, all revenues that are subject to any fundraising agreement, covering the time after July 1, 2014, are to be spent in 2015. They must not be spent in 2014. Consequently, in neither of the two cases is funding for 2014 affected. With that being said, the Executive Director will of course negotiate appropriate agreements with the Wikimedia Foundation in the years to come, as to secure the Chapter’s capacities to act.
The plan’s structure covers two very distinct parts: programmatic contents and financial/HR statements. The program part is based on change models and is substantially different from last year’s set of goals. The financial and HR contents are actually very close to the preceding way of presenting them. However, the financial items are broken down in a more detailed manner -- as was requested -- in the programs’ operational goals themselves. The financial tables have been structured in order to make this year’s and last year’s figures comparable.
There is an inherent contradiction to expectations that this draft is impossible to resolve: Planning is supposed to be adjustable, so as to not set in stone our activities for the next one and a half years. This is exactly why this plan details what Wikimedia Deutschland is to have achieved, instead of how this is to happen in individual cases. Adjustability and supporting activities that are driven by the needs of the community are impossible, though, if we are expected to predetermine them all the way down to the level of single events and workshops. In order to resolve the contradiction, this plan and its items draw on the collective experiences and lessons learned from recent years.
GLAM workshops and the Tacheles tour have played a huge role in both drafting processes and discussions of the three programs. The Supervisory Board provided for both online and offline opportunities to get involved. And with their plans to continue the strategic development in 2014 we are convinced that more ways to participate will be created yet again.
All of this has laid the foundations for this draft -- even though a bigger scope would have been preferable. Accordingly, I am not at all content with the opportunities to participate that we have been offering and I hope for constructive suggestions as to how we can offer them in the future.
However, what needs to be made very clear regarding (especially) the financial planning is that in my function as Executive Director I bear full personal responsibility for this plan. In addition, the FDC sets formal prerequisites that this plan needs to meet, because funds dissemination through this volunteer body is a cornerstone for all Wikimedia Chapters, enabling public comparison among peers. What we have here is an area of potential conflicts: means of participation for all involved parties, overall responsibility of the Executive Director, FDC prerequisites regarding planning -- all of which are potential conflicts we need to counter. Any kind of solution will only be found by our joint efforts.