Grants:APG/Proposals/2012-2013 round1/Wikimedia Israel/Impact report form
Purpose of the reportEdit
FDC funds are allocated to improve the alignment between the Wikimedia movement's strategy and spending; support greater impact and progress towards achieving shared goals; and enable all parts of the movement to learn how to achieve shared goals better and faster.
Funding should lead to increased access to and quality of content on Wikimedia project sites – the two ultimate goals of the Wikimedia movement strategic priorities, individually and as a whole. Funded activities must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
Each entity that receives FDC funding will need to complete this report, which seeks to determine how the funding received by the entity is leading towards these goals. The information you provide will help us to:
- Identify lessons learned, in terms of both what the entity learned that could benefit the broader movement, and how the entity used movement-wide best practices to accomplish its stated objectives.
- Assess the performance of the entity over the course of the funded period against the stated objectives in the entity's annual plan.
- Ensure accountability over how the money was spent. The FDC distributes "general funds", for both ongoing and programmatic expenses; these funds can be spent as the entity best sees fit to accomplish its stated goals. Therefore, although line-item expenses are not expected to be exactly as outlined in the entity's proposal, the FDC wants to ensure that money was spent in a way that led to movement goals.
For more information, please review FDC portal/Reporting requirements or reference your entity's grant agreement.
Basic entity informationEdit
Note you can copy this from your recent progress report if the information is the same.
|Entity information||Legal name of entity||Wikimedia Israel|
|Entity's fiscal year (mm/dd–mm/dd)||1/1 - 12/31|
|12 month timeframe of funds awarded (mm/dd/yy-mm/dd/yy)||01/01/13 - 12/31/13|
|Contact information (primary)||Primary contact name||Itzik Edri|
|Primary contact position in entity||Chairperson|
|Primary contact username||itzike|
|Primary contact firstname.lastname@example.org|
|Contact information (secondary)||Secondary contact name||Michal Lester|
|Secondary contact position in entity||Executive Director|
|Secondary contact username||Mlesterwml|
|Secondary contact email@example.com|
Overview of the past yearEdit
The purpose of this section is to provide a brief overview of this report. Please use no more than 2–3 paragraphs to address the questions outlined below. You will have an opportunity to address these questions in detail elsewhere in this report. Also, we encourage you to share photographs, videos, and sound files in this report to make it more interactive, and include links to reports, blog posts, plans, etc as these will add context for the readers.
- HIGHLIGHTS: What were 2–3 important highlights of the past year? (These may include successes, challenges, lessons learned. Please note which you are describing)
- 2013 was a year of transition for WMIL. Transition years are always full of challenges, risks and reflection. In the past year, we took risks, we went through challenges and we engaged in serious self-reflection.
- Two of the highlights of 2013 are:
- GLAM – The National Library: The collaboration with the National Library deepened in 2013 and opened new possibilities for 2014. The Wikipedian in residence achieved all his goals and impressed the library staff in his own pleasant way. He deepened their understanding of the possibilities that can grow from the relationship between WMIL and the library.
- Hiring an Executive Director: The prolonged process of recruiting an ED has negatively affected the chapter's ability to fully realize its work plan for 2013. It took six months to locate and train two EDs, and this process certainly hampered day-to-day activities. The ultimate result was that a considerable amount of responsibilities were taken care of by the Board. Eventually, an ED was selected in August 2013, and she and the Board worked to stabilize the chapter and enlarge its capabilities, as well as create a long term plan for the chapter, a process that will continue well into 2014.
- 2013 in numbers:
Workshops 28 Number of volunteers 30 Volunteers hours 2000 = 50,000 ILS~ No. of participants in the editing workshops More than 297 Lectures about Wikipedia 28
- SWOT: Reflecting on the context outlined for your entity in the FDC proposal, what were some of the contextual elements that either enabled or inhibited the plan? Feel free to include factors unanticipated in the proposal.
- Strengths: Organizational strengths that enabled the plan
- Active Board and dedicated volunteers
- Acknowledgment to WMIL volunteers among partners and affiliates
- WMIL has a strong network of connection with others organizations and institutes.
- Weaknesses: Organizational weaknesses that inhibited the plan
- Inaccurate planning: Some of budgetary estimates made in 2013 proposal, such as ED salary and office rent, turned out to be unrealistic and costs turned to be much higher.
- Recruiting an ED also took longer than expected.
- Lack of fundraising experience
- Opportunities: External opportunities that enabled the plan
- The Departments of Science and Technology Administration in the Ministry of Education showed great interest in writing articles by 6th and 7th grade students. We have started a dialogue with the representative of the Ministry of Education to investigate the challenges of writing in Wikipedia for young students. In early 2014 a number of instructors have already learned editing on Wikipedia as a first step in a larger collaboration.
- Threats: Risks or threats that inhibited the plan
- It is very hard to recruit new volunteers, and the current volunteer community (rather than editor community) for projects is quite small.
- WMIL, like other chapters, has only recently started measuring results of projects, and this requires significant investment of resources, and is risking the efficiency and agility of the chapter.
- Strengths: Organizational strengths that enabled the plan
- WIKI-FOCUS: What Wikimedia projects was your entity focused on (e.g., Wiki Commons, French Wiktionary) this year?
- Wikimedia Commons, Hebrew Wikipedia, Adyghe Wikipedia (incubator), MediaWiki
- In 2013, WMIL conducted numerous workshops. Prior to writing the impact report we collected all of the information so that we could present a more complete picture of the activity.
Date Who are the participants? Location No. of participants 1 1.15.13 Gifted students The National Library 15 2 1.30.13 High school students The National Library 17 3 2.11.13 General public The Younes & Soraya Nazarian Library University of Haifa 31 4 3.5.13 Teachers Tel Aviv University 17 5 3.20.15 The Society for Preservation of Israel Heritage Sites The Younes & Soraya Nazarian Library University of Haifa No record 6 4.10.14 Librarians The National Library 12 7 4.24.13 Teachers Tel Aviv University 16 8 5.2.13 Staff of the Department of Digital Diplomacy Ministry for Foreign Affairs 5 9 5.28.13 Students Bar Ilan University No record 10 5.29.13 Faculty Bar Ilan University 15 11 6.13.13 Students Bar Ilan University 14 12 6.13.13 General public The National Library 5 13 7.23.13 + 8.1.13 Librarians The National Library 25 (two sessions) 14 8.14.13 Volunteers NGO - Peace Now No record 15 8.24.13 General public The National Library 17 16 8.19.13 Navy veterans The Younes & Soraya Nazarian Library University of Haifa 15 17 10.7.13 Teachers Be'er Sheva Educational Initiative 15 18 10.23.13 Senior citizens The National Library 30 19 11.5.13 Gifted students The National Library 20 20 11.5.13 Employees of the Society for Preservation of Israel Heritage Sites Municipal Museum of the History of Kiryat Ata 4 21 11.21.13 General public interested in fashion Holon Institute of Technology; Europeana-Fashion Challenge 10 22 11.20.13 Gifted students The National Library 20 23 11.25.13 Teacher training program for gifted students The National Library 18 24 12.5.13 Tel Aviv University, Gender Studies Tel Aviv University 14 25 12.18.13 Librarians The National Library 10 26 12.18.13 General Public The Brender-Moss Library for Social Sciences and Management No record 27 12.18.13 Navy Veterans The Younes & Soraya Nazarian Library University of Haifa 15
- GROWTH: How did your entity grow over the past year (e.g., Number of active editors reached/involved/added, number of articles created, number of events held, number of participants reached through workshops)? And what were the long term affects of this growth (e.g. relationships with new editors, more returned editors, higher quality articles, etc)?
- WMIL ends 2013 with extensive activities in different areas:
- 13 editing workshops were held in the 4th quarter, compared to 5 workshops in the 3rd quarter. These were attended by some 150 people, 20 articles have been expanded and 10 participants continued to contribute to Wikipedia a month after the workshop.
- 22 Wikimedia volunteers participated in WMIL activities in the 4th quarter, compared to 14 in the previous one.
- 2 new members joined WMIL
- This quarter saw a beginning of partnership with the Ministry of Senior Citizens, around a pilot workshop intended to teach editing to senior citizens. The workshop took place in the National Library of Israel. We hope that in the near future, the collaboration will continue with a special program for senior citizens.
The FDC requires information about how your entity received and spent money over the past year. The FDC distributes general funds, so your entity is not required to use funds exactly as outlined in the proposal. While line-item expenses will not be examined, the FDC and movement wants to understand why the entity spent money in the way it did. If variance in budgeted vs. actual is greater than 20%, please provide explanation in more detail. This helps the FDC understand the rationale behind any significant changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
If you'd prefer to share a budget created in Google or another tool and import it to wiki, you can do so in the tables below instead of using wiki tables. You can link to an external document, but we ask that you do include a table in this form. We are testing this approach in this form.
Provide exchange rate used:
- Q1: 1 USD = 3.34 ILS
- Q2: 1 USD = 3.62 ILS
- Q3: 1 USD = 3.52 ILS
- Q4: 1 USD = 3.47 ILS
Table 2 Please report all spending in the currency of your grant unless US$ is requested.
- Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.
Revenue source Currency Anticipated Q1 Q2 Q3 Q4 Cumulative Anticipated ($US)* Cumulative ($US)* Explanation of variances from plan FDC ILS 544,270 0 320,507 223,763 544,270 141,172 154,359 Donations from individuals ILS 0 1864 1687 2999 8615 15165 521 4370 Membership fees ILS 635 635 100 0 80 815 177 235 Sponsors ILS 24,000 24,000 0 0 35,000 59,000 6709 17,003 Sponsors ILS 24,000 24,000 0 0 35,000 59,000 6709 17,003 In kind donations and volunteers hours ILS 0 0 0 0 0 51,000 0 14,697 This year was the first time WMIL added to the financial report calculations of this kind of revenues.
* Provide estimates in US Dollars
Table 3 Please report all spending in the currency of your grant unless US$ is requested.
- (The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan 5th Wikiacademy ILS 45,000 3,858 41,485 436 730 46,509 12,580 13,403 103 Wiki Loves Monuments ILS 40,000 0 457 5,969 14,446 20872 11,182 6,015 52 Expenses were lower than expected and we received an in-kind contribution from the Society for the Preservation of Israel’s Heritage Sites. GLAM Projects ILS 28,000 3,725 214 11,626 11,779 27,344 7,827 7,880 98 Editors' meeting ILS 10,000 1,637.24 16.76 0 0 1,654.00 2795 476 16 Most of the expenses for the annual editor meeting was cover as a donation by Google. This year the community decided now to have more editors meetings due another social meetings in part of the chapter projects. Hackathon ILS 6,000 0 4,011 0 7040 11,051 1677 3,185 184 Fortunately, the number of participants in the 2nd Hackathon was larger than we estimated. Writing Competition ILS 3,000 0 0 0 1000 1000 838 288 33 The editors community decided not do arrange this year more than one writing Competition. Elef-Milim ILS 1,000 0 523 0 0 523 279 151 52 entry fees to sites received as in-kind donation to Wikipedia Wikimania Scholarships ILS 45,800 0 0 0 5,805 27,794 12,804 8,010 61 The prices of the tickets were significantly lower than the assessment made for the budget Microgrants ILS 25,000 0 0 0 413 9,863 6989 2,842 39 Requests (and approval) for Microgrants was significantly lower than we excepted. We hope this will change in 2014 due the new approval policy we wrote and the hiring of Community Coordinator. Office Space ILS 26,400 876 4,209 101,217 9,906 116,208 7380 33,489 440 No analysis was conducted of the renting cost and municipal tax for office when the budget presented Wikimania Chapters Meeting ILS 27,480 0 0 22,687 0 22,687 7797 6538 82 Volunteers Travel reimbursement ILS 3,000 4235 3292 575 7541 15,643 838 4,508 521 Exceeded due to a change in the travel policy and the decision to return of fuel cost Participation in international conferences of the movement ILS 12,480 6,993.38 0 111 7207 14,311 3,488 4,124 115 Chapters Conference Milano ILS 12,480 6,946 7034 0 0 13,980 3,488 4,029 112 Marketing and PR ILS 18,000 2,389 3769 12,616 2,056 20,830 5,032 6,003 116 Employees ILS 187,200 35,885 25,472 47,705 92,042 201,104 52,334 57,955 107 Management: Accounting & Consulting ILS 24,600 10,530 13,526 3281 12564 39,901 6,877 11,499 162 Gap due to incorrect calculation of the costs of in the annual work place for auditing and bank costs Domain &Web hosting ILS 1,000 2100 140 480 0 2,720 279 783 272 unexpected website design cost Expense for a projects from 2012 ILS 0 21,258 0 0 6909 28,167 0 8,117 - TOTAL ILS 516,440 100,432.62 104,148.76 238,142 179,438 622,161 144,484 179,297 120
* Provide estimates in US Dollars
Progress against past year's goals/objectivesEdit
The FDC needs to understand the impact of the initiatives your entity has implemented over the past year. Because the FDC distributes general funds, entities are not required to implement the exact initiatives proposed in the FDC proposal; the FDC expects each entity to spend money in the way it best sees fit to achieve its goals and those of the movement. However, please point out any significant changes from the original proposal, and the reasons for the changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
Fifth Wikipedia Academy conference
Wiki Loves Monuments (WLM)
Lessons from the pastEdit
A key objective of the funding is to enable the movement as a whole to understand how to achieve shared goals better and faster. An important way of doing this is to identify lessons learned and insights from entities who receive funds, and to share these lessons across the movement. Please answer the following questions in 1–2 paragraphs each.
- 1. What were your in the past year, and how did you help to achieve movement goals?
- WMIL major accomplishment is the spirit of voluntarism of the Wikimdians who did 2000 hours of volunteering consisting of lectures, editing workshops, and leading projects. The volunteers are committed to the chapter activities and Wikipedia. At the lectures and editing workshops, they did their best to recruit more people. Their enthusiasm infects others help to increase participation.
- 2. What were your in the past year (e.g., programs that were not successful)?
- The challenges that we faced this year were due to organizational instability due to ED’s recruitment and exchange: there was no record of activities or lists of edit workshop participants and assessment and evaluation were not conducted.
- 3. What (organizational, environmental) enabled your success?
- Factors that contribute to the success:
- WMIL has a good reputation in Israel.
- Active community of able and motivated volunteers.
- Professional volunteers led successful projects like WMIL and 10th anniversary celebrations.
- 4. What did you encounter and how did this affect what you were able to accomplish?
- WMIL encounter with two unexpected challenges: a longer than expected process to select an ED (already been explained) and the low allocation of budget for 2014 by the FDC which took a lot of resources from the board and the staff to prepare responses, appeal, and changes needed after that in the current budget and work plan for 2014 - which was revised a lot the way and the directions the chapter will focus this year (about 60% more fundraising time than planned).
- 5. What are the that other entities can learn from your experience? Consider learning from both the programmatic and institutional (what you have learned about professionalizing your entity, if you have done so) points of view.
- Regular contact with WMF staff.
- Building a clear roles' definition for staff, board members and volunteers.
- Importance of media relations to a chapters’ visibility.
Lessons for the futureEdit
The Wikimedia movement grows as each entity in the movement reflects and adapts its approaches to changing needs and contexts. The questions below encourage you to apply your thinking in the sections above of "how well have we done" and "what have we learned" to the development and execution of future organisational and program strategies. The questions below can be informed both by your own entities' learnings, as well as the learnings of other movement entities (e.g., adding a new program that appears to have caused significant impact in several other countries or communities).
- 1. What organisational or program strategies would you continue?
We will continue to run WML with new partners,
- Wikipedia Academy conference (Jan-Bart de Vreede is going to be our guest of honor in coming conference).
- WMIL will continue to do editing workshops but the structure of the seminar part will based on a new and professional set of materials and learning methods we are developing this days. Moreover, staff will follow up on participants and will encourage them to continue editing.
- Hackathons - The Hackathons will continue in order to establish a permanent developers' group that will meet regularly.
- 2. What might you change in organisational and program strategies in order to improve the effectiveness of your entity?
- This year we will focus on building organizational infrastructure: recruiting new volunteers, writing procedures and start to measure success of activities, writing tutorials for editing workshops, offers WMIL volunteers training tools,. In addition, we will begin to fundraise in order to allow the chapter to have enough resources for 2015.
- 3. Please create at least one learning pattern from your entity's experiences this year and link to it here.
Stories of success and challengeEdit
Of all the accomplishments highlighted through this report, please share two detailed stories: one story of a success and one story of a challenge that your entity experienced over the past year in a few paragraphs each. Provide any details that might be helpful to others in the movement on the context, strategy, and impact of this initiative. We suggest you write this as you would tell a story to a friend or colleague. Please refrain from using bullet points or making a list, and rather focus on telling us about your organization's experience.
Case study: successEdit
This year we celebrated the 10th anniversary of the Hebrew Wikipedia. The celebration was an opportunity to gather our dedicated and active community to celebrate the growth and prosperity of Hebrew Wikipedia. 100 Wikipedians arrived for enjoyable event which included breakfast and movie. The decade event allowed us the opportunity to show our appreciation for the Wikipedians and Wikimedians.
We took advantage of the celebration to raise public awareness to the importance of free knowledge and encourage more people to become editors at Wikipedia and other projects of Wikimedia Israel. The media coverage of the 10th anniversary was very significant (22 Press coverage) and many members of the community were interviewed in the media. The media coverage was helpful to provide a platform to the Wikipedia Mission and strengthen the position of the Hebrew Wikipedia.
The most significant exposure Hebrew Wikipedia received during the 10th anniversary events was a collaboration with senior reporters from TV Channel 2. The reporters expanded Wikipedia articles and after that explained their personal experiences on TV. Due the success of the project, channel 2 decided to rebroadcast it again a week after. The message that came across to the public was that writing Wikipedia is a significant contribution to Israel.
We are aiming to nominate the project (Media coverage on Channel 2) to the Cannes Lions International Festival of Creativity.
Case study: challengeEdit
- At the strategic seminar conducted in 2012, the members of the association discussed the challenges faced by the chapter that year: the increasing scope of administrative work, the growing mass of projects conducted by the volunteers and the WMF reporting requirements. All these challenges placed a growing burden on board members, who felt they were not fulfilling their leadership roles: defining the organization's strategy, building new partnerships and more. It was decided at the seminar to change the organizational structure and employ personnel to support the volunteers.
Two models for the employment of these personnel were raised for discussion at the seminar: hiring a director or a project coordinator. The decision was made to hire a director. The budget request from the Fund included the employment of a director, but the cost of employing the director of an organization in Israel's third sector was not examined. The job description advertised emphasized managerial aspects of the director position and its subordination to the Board. After advertising the position, a few hundred resumes were received. The board members ranked the candidates and conducted telephone interviews and eight candidates were finally interviewed. "X" was selected for the position of Executive Director and three months later the board understood that "X" was unsuitable to the organization's needs.
Two models for the employment of these personnel were raised for discussion at the seminar: hiring a director or a project coordinator. The decision was made to hire a director. The budget request from the Fund included the employment of a director, but the cost of employing the director of an organization in Israel's third sector was not examined. The job description advertised emphasized managerial aspects of the director position and its subordination to the Board. After advertising the position, a few hundred resumes were received.
The board members ranked the candidates and conducted telephone interviews and eight candidates were finally interviewed. "X" was selected for the position of Executive Director and three months later the board understood that "X" was unsuitable to the organization's needs.
- The salary offered was not commensurate to a management position.
- The salary level lead to candidates with little management experience.
- Despite the desire to hire a director to lead the organization, it seems that the organization was not ready to employ a director, rather a project coordinator.
After dissolving the position of Executive Director, the board revisited the subject of selecting a director. The board members consulted with directors of other chapters, the Foundation's leaders and colleagues in Israel. From these discussions, it became clear that the salary offered was low and there was a need for a person with proven management experience.
In order to carry out the selection process, it was decided to turn to a manpower agency that specializes in Israel's third sector, which would assist in redefining the position and determining the salary level. Hundreds of resumes were received in this round as well. The manpower agency chose candidates who reached the final stage and the board made the final selection among them.
In summary, selecting the first director of an organization of volunteers requires the leaders in the organization to take the community through a process leading up to the organizational change. It is important to define which management and leadership roles transfer from the volunteers to the salaried director. In addition, the optimal relationship between the board and the director and between the director and the community should be defined in advance. Likewise, it is important to remember that these changes are always difficult and they must be carried out with the utmost sensitivity, but there will always be those who will be hurt and the role of the Board is to navigate the changes with sensitivity and efficiency.
- 1. What are some of the activities that are happening in your community that are not chapter-led? What are the most successful among these, and why?
- Most of the activities done by the community this days involve the chapter, expect some small internal wiki-projects
- 2. Provide any links to any media coverage, blog posts, more detailed reports, more detailed financial information that you haven't already, as well as at least one photograph or video that captures the impact your entity had this past year.
Is your organization compliant with the terms defined in the grant agreement?Edit
- 1. As required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.
- 2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".
- 3. Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".
- 1. Report any Grant funds that are unexpended fifteen (15) months after the Effective Date of the Grant Agreement. These funds must be returned to WMF or otherwise transferred or deployed as directed by WMF.
- We don't have any unexpended grant funds.
- 2. Any interest earned on the Grant funds by Grantee will be used by Grantee to support the Mission and Purposes as set out in this Grant Agreement. Please report any interest earned during the reporting period and cumulatively over the duration of the Grant and Grant Agreement.