Mpango wa Mwaka wa Shirika la Wikimedia Foundation/2025-2026/Malengo/Ufanisi
 | The Annual Plan draft is in the process of being translated across languages. |
 | This content is currently in development as part of the 2025–2026 Annual Plan drafting process. We are seeking feedback on the talk page until May 31st, 2025 to shape our priorities for the next fiscal year. |  |
Lengo la Ufanisi linalenga katika kuimarisha na kuboresha kila mara uwezo wa Shirika wa kifedha, usimamizi wa hatari, shirika na uendeshaji ili kutimiza malengo haya na dhamira yetu.
Uendelevu wa kifedha na majaribio ya wafadhili
Tutadumisha msingi thabiti wa kifedha kwa kuchangisha pesa ipasavyo na kuzisimamia kwa uwajibikaji ili kusaidia dhamira yetu na kuongeza matokeo. Tunaongeza lengo letu la mapato ya mwaka hadi $207.5M, tukiendelea kuwekeza katika mikakati ya mapato ya muda mrefu, na kufanya majaribio ya mwaka mzima katika tajriba ya wafadhili. Sambamba na hilo, tunaboresha usimamizi wa fedha na kudumisha bajeti inayowajibika na endelevu.
Malengo mahususi ni pamoja na:
- Kuongeza $207.5M kwa hazina ya mwaka na uwekezezaji katika mikakati ya mapato ya muda mrefu. Kutekeleza majaribio na vipimo vya uzoefu wa wafadhili wa mwaka mzima.
- Kusimamia afya yetu ya bajeti na fedha kulingana na mbinu bora za sekta ili kusaidia athari na uendelevu wetu kwa muda mrefu.
- Kuwekeza katika mikakati ya mapato ya muda mrefu na mseto, ikijumuisha mafunzo kutoka kwa majaribio ya ziada ya uzoefu wa wafadhili;
Kwa miaka mingi, tumekuwa tukijitahidi kubadilisha vyanzo vyetu vya mapato, kama vile kukuza Biashara ya Wikimedia, kuongeza mgao wa mapato kutoka kwa wafadhili wa mara kwa mara, na kukuza Mali. Ili kuhakikisha mustakabali endelevu wa miradi ya Wikimedia, lazima tuendelee kuboresha mtindo wetu wa mapato huku tukiendelea kuwekeza katika njia zinazounda sehemu kubwa ya mapato yetu leo.
Katika mwaka ujao, tunapanga kuchangisha $167M kupitia uchangishaji wa mtandaoni na $19M kutoka kwa wafadhili wakuu, ambayo ni sehemu kubwa ya mapato ya Shirika la Wikimedia Foundation. Njia zetu muhimu za kuchangisha pesa - mabango na barua pepe - zitasalia kuwa kuu, lakini pia tutachunguza fursa mpya, ikiwa ni pamoja na kuongeza michango ya mara kwa mara na pia ubinafsishaji mpya kwa wafadhili wanaovutiwa kwenye Wikipedia.org na katika programu ya Wikipedia ambayo huongeza uzoefu wao wa kusoma.
To continue growing support for Wikipedia, we are focusing on building deeper relationships with donors. Instead of relying solely on one-time gifts from casual readers, we are expanding our efforts to engage donors over time, encouraging recurring giving, personalizing donor experiences, and helping people understand the impact of their support. This strategy is showing early signs of success, with the total amount raised per active donor increasing significantly in the past two years. Next year, we will more comprehensively evaluate this strategy by conducting a longitudinal research study on the long-term giving behaviour of donors.
Finally, we will continue to strengthen our brand and storytelling efforts and help donors better understand and advocate for Wikipedia's important role in the world. One example will be leveraging Wikipedia’s 25th anniversary celebrations as a key storytelling moment.
By expanding revenue sources while maintaining our commitment to grassroots fundraising, we aim to create greater sustainability in our revenue model in the years ahead.
Enterprise risk management
We will further deepen risk management protocols, processes, and systems embedded within teams across the Foundation. Our goals include:
- Use an internal risk management framework to guide risk identification, assessment, response, and monitoring—enabling the organization to address issues that could affect our mission, performance, and resilience.
- Maintain staff working groups who coordinate activity related to key risk areas to help rapidly respond to external trends and growing threats.
- Enhance the data, systems, financial, and risk management practices that power our operations.
Improve our ways of working
We are also putting greater emphasis on how we work and collaborate, refining systems, streamlining financial operations, and improving tools and processes within Product and Technology and throughout the organization. Our goals include:
- Reduce friction, obstacles, and errors in processes, systems, and structures.
- Improve effectiveness of Product & Engineering teams through improved processes, including learning ways of work that can be adopted across the department and organization, less friction and obstacles (inefficiencies and errors), and achieving impact quicker, fostering a positive shift in culture.
Staff performance
This year, we are placing a deeper focus on enabling staff performance, including strengthening people management, clarifying roles, and cultivating more effective collaboration. This will enable us to cultivate a workplace culture that empowers us to do great work, individually and together. Our goals include:
- Increase clarity and understanding of the processes, policies and resources to support staff.
- Improve collaboration and effectiveness by increasing intentionally designed staff touchpoints, repairing harm when it emerges and strengthening performance management.
- Strengthen manager effectiveness through training and development and fostering a community for managers to learn, grow and support one another.
- Enhance staff gatherings – virtual, hybrid and in-person – to promote learning, connection, and growth to boost staff engagement, and cross-organizational collaboration.