Grants:APG/Proposals/2012-2013 round1/Wikimedia UK/Proposal form

WMUK bid to FDC 2012-2013

If any discrepancy between GBP and USD conversions exist, the GBP amount is to be taken as accurate.

Wikimedia UK received a funds allocation in the amount of 536,336 in 2012-2013 Round 1. This funds allocation was recommended by the Funds Dissemination Committee on 15 November 2012 and approved by the WMF Board of Trustees on 1 December 2012.

This proposal form for Wikimedia UK's proposal to the FDC for 2012-2013 Round 1 may be viewed in tab view or standard view. To discuss this aspect of the proposal to the FDC, please visit the discussion page.

For some guidelines, please see this example proposal form.

All eligible entities will need to complete this form to request funds from the Funds Dissemination Committee (FDC). The completed document must be published in English on Meta by the deadline for each round (23:59 UTC 1 October for Round 1, and 23:59 UTC 1 March for Round 2).

The purpose of this document is to provide the FDC with an overview of your annual plan, the alignment of the plan to the Wikimedia movement’s strategic goals, and the potential impact and effectiveness of the plan. This proposal should complement any annual planning documents you may have: please complete all fields as mandatory and add links to supporting documents where relevant.

Each section of the proposal provides guidance on the amount of detail expected in response to each question or field. If you have additional questions about the form, please contact the FDC support team.

A few terms used in the form:

Basic information

Table 1.

Legal name of affiliated entity	Wikimedia UK
Contact name	Jon Davies
Contact position in entity	Chief Executive
Contact username	User:Jon Davies (WMUK)
Contact email	jon.davies@wikimedia.org.uk
Entity fiscal year (mm/dd–mm/dd)	02/01 - 01/31 i.e. Feb 1 - Jan 31
Timeframe of funds currently requested (mm/dd/yy–mm/dd/yy)	02/01/13 - 01/31/14 i.e. Feb 1, 2013 - Jan 31, 2014
Date posted mm/dd/yy¹	01/10/12
Round submitted (1 or 2)	1
Currency requested²	Pounds sterling (GBP)
Exchange rate used (currency requested to $US) and date accessed (mm/dd/yy)³	1 GBP = 1.6166 USD as of Sep 26, 2012

Table 2.

	In currency requested	In $US
Total annual expenses of entity	844,514	$1,365,242
Amount proposed to the FDC for the coming year's annual plan	569,014	$919,868
Amount to be raised from non-FDC sources	275,500	$445,373
If applicable, amount of FDC funds allocated to entity last year	not applicable (NA)	not applicable (NA)

¹The proposal is assumed to be final as of the deadline for each round (23:59 UTC, October 1 for Round 1, and 23:59 UTC March 1 for Round 2). After the deadline, the proposal must not be further modified; any further commentary should be included on the talk page.

²Currency requested is defined as the currency in which you wish to receive funds (e.g., EUR, GBP, INR).

³This exchange rate should be used throughout the form.

Background, history, and mission

This section provides the FDC an overview of your entity's background and history. Please respond to each question below with 1-2 sentences to a maximum of a paragraph.

When was your entity established?

Wikimedia UK was founded in November 2008, and approved as a Chapter in January 2009. It was confirmed as an UK charity in November 2011.

What is the mission of your entity, and how does it support the goals of the Wikimedia movement?

Wikimedia UK’s mission is to help people and organisations build and preserve open knowledge to share and use freely. As a central part of this mission we will support the goals of the Wikimedia Foundation and specifically aim:

To value the contribution of volunteers
To encourage, involve and engage volunteers
To recognise that the contribution of volunteers is central to the activity of the organisation
To be transparent and open
To promote the value of free and open licences
To have respectful and professional working relationships internally and externally
To promote the cultural and linguistic diversity of communities within the UK by encouraging their contributions.

See our Constitution, Articles of Association, Vision, Mission and Values.

What is its current leadership structure (e.g., executive staff structure, board / governance structure)?

If you have an organogram or organizational chart for your organization, please provide a link.

Board: Member elected Board with seven Trustees (Chair, Vice-Chair, Secretary, Treasurer, and three others), presently elected for one or two year terms. See WMUK Board and WMUK organisation chart.

How many staff are employed by your entity?

As of October 1st we currently have five permanent staff plus one intern. See WMUK Staff.

Approximately how many volunteers participate actively in your entity?

There are 138,000 active editors on English language Wikimedia sites worldwide. It is difficult to estimate exactly how many of these are based in the UK but we know there are many thousands. We have 87 identified volunteers who participate actively and regularly in the work of the Chapter, and a pool of more than 100 who attend activities from time to time.

How many members does your entity have?

At our AGM in May 2012 we had 330 registered members.

Reflection on past activities and innovations

This section provides the FDC with information about your entity's past activities and strategies. Please answer the questions below with your reflections on the past fiscal year. Responses to each question should be one or two paragraphs.

How does your entity define and measure "success"?

Wikimedia UK defines success by the quantity and quality of participation by editors and partners from the United Kingdom community in building and preserving open knowledge to share and use freely. We seek to increase: the number of readers; the number of editors (and their level of activity); the engagement of volunteers in delivering our mission; and the engagement of partners who share our vision. Wikimedia UK has a five-year plan that documents indicators of success; its latest version is under consultation with the community at 2012 Five Year Plan. We are presently engaged in building systems to examine trends in our key performance indicators. Our three and five year plans also contain targets. Our annual reports also document our successes in delivering our mission - Wikimedia UK Reports.

All our planning has as its background an understanding of and adherence to the Foundation's strategic priorities:

Stabilising the infrastructure
Increasing participation
Improving quality
Increasing reach
Encouraging innovation

The Chapter has established draft KPI's to manage overall performance, monitor its events and activities gaining active feedback from attendants and is establishing planning tools in 2013-4 for measuring the progress and success of activities.

In Summer 2012, with support from AMIDA consulting, charity governance specialists and the experience of our Chief Executive, WMUK achieved PQASSO level one, the standard governance tool of British Third Sector Organisations. We are advancing quickly towards level 2 (there are three levels). Level 3 applies to the largest organisations.

This covers all aspects of the following:

Planning
Governance
Leadership and management
User-centred service
Managing people
Learning and development
Managing money
Managing resources
Communications and promotion
Working with others
Monitoring and evaluation
Results

Please give at least three examples of successful activities that your entity has completed. If available, provide links to information about these activities.

The following five very diverse successful activities represent the range and scale of activities that Wikimedia UK has completed in the past year:

Monmouth is the first Wikipedia project to embrace a whole town and is a partnership between Wikimedia UK and Monmouthshire County Council. The project aims to cover every single notable place, person, artefact, plant, animal and other things in Monmouth in as many languages as possible, then make their articles available immediately in those languages through quick response codes. By the time of its official launch in May 2012, the project had been reported on in over 250 newspapers in 30 countries and had generated over 550 new articles (in 29 languages), significant improvements to 145 existing articles, and around 400,000 more page views per year of articles relating to Monmouth.
EduWiki was our first international Education Conference, attracting participants from WMF, México, Canada, New Zealand and Germany, as well as the UK. The programme, reports and the exceptionally positive feedback (sample) are documented on the wikipage. Participants praised the opportunity to network between Wikipedians and educators, and particularly to learn about how Wikipedia is being used in Higher Education settings.

The conference has started off a number of working relationships, including training workshops and joint events that we will carry out over the coming months. Wikimedia UK is planning to do a similar conference for pre-university education in the coming year, as well as regional workshops for campus ambassador training in universities.

Establishing the WMUK Office had long been a goal to provide a base for staff and volunteers. The office was established in London on November 1st growing to eight workdesks with conference and training facilities and 24/7 access. It has become a welcoming venue for Wikimedians, for example, it hosted our first Training the Trainers two-day event for ten trainers, allowing us to lay the foundations of an accredited team delivering Wikimedia training throughout the UK. The office offers a welcome to all visitors with workspace and internet access, it can also host meetings with external partners.
GLAMcamp London 2012 was a meeting/workshop for Wikimedians active in outreach to cultural institutions. Targeting the key group of community-focused and technology-focused Wikimedians, it was set up to enable discussion of the glamwiki.org project. Wikimedians from all over the world put enormous amounts of work into cultural institutions outreach, so meeting with each other, sharing ideas and exchanging ways of approaching issues is vital for development of the outreach movement. Wikimedia UK was pleased to facilitate such an event.

37 people from all over the world attended (included Serbia, USA, Germany, Sweden and of course UK), all very passionate about GLAM work. Over the two days, we have worked on many crucial issues faced by the movement. One of them was ways of increasing our capacity so that we can achieve more (discussion of creating training bootcamps to get more volunteers active, or setting up a Mentorship Program). We have also spent on putting the GLAM-WIKI conference in 2013 in shape and identifying key people who will help at making it a success. The effects of the event span beyond the weekend that the volunteers spent together, and showed the need for coordination and networking for the movement.

Manchester Girl Geeks are a group of women interested in information technology and promoting increased participation of women in technology. We organised a small workshop for twelve participants plus trainers. Just one article was created and several were improved, but a lot of goodwill was generated and a female editor who had not edited for some time was encouraged to return and is now a regular participant at our Manchester meetups, as well as a prolific contributor to the Featured Picture process. Review is here (when their server is working). We have continued the relationship with the group and are planning another Wikipedia event later this year. This is likely to build on the success of the Ada Lovelace Day event.

What are the plans/strategies that did not work for your entity in the past? What did your entity learn from that experience / those experiences?

Inevitably, all activities fall somewhat short of achieving all of their goals, and we are committed to learning from those. Here are two projects that fell measurably short of their expectations:

University of Hertfordshire. In the initial contact, last year, the University was very enthusiastic about cooperation with Wikimedia UK and expressed interest in many joint projects. Delays within the University meant that the first opportunity to deliver anything did not occur until August 2012 when a workshop aimed at training University of Hertfordshire staff in improving Wikipedia took place. There were 14 attendees drawn from very diverse backgrounds within the university, but unfortunately we only had 2 trainers available on the day and only one of the attendees had previous wiki-editing experience. The majority were happy with the training, but we were unable to meet the expectations of the staff from their Public Relations department, who really needed far more time to understand the issues of conflict of interest in order to be able to edit effectively.

Two main lessons have been learned: the lead trainer needs to determine as early as possible the diversity and background of the attendees, in order to ensure that sufficient trainers are available to cater for diversity by use of small group work; we need to work much more closely with partner organisations to familiarise them with what we can make available, and to develop our range of offerings to meet the needs of our partners. As a result we have offered the University of Hertfordshire specifically-tailored followup sessions, as well as the opportunity to make use of our Virtual Learning Environment as it becomes available.

Wikipedian in Residence Scotland. Despite enthusiasm from the Scottish Galleries management and an allocation from our budget of GBP 21,000 ($34,000) we have been unable to appoint to this post owing to a fundamental re-organisation of their services. We have been very disappointed as there is great potential for GLAM work in the area. We still hope to start the project in this financial year.

We have learnt that we need to create timetables very quickly when agreements to proceed have been reached and ensure partners stick to them. We used this experience to inform our work at the British Library where a Wikipedian in Residence was successfully installed.

What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?

This year, Wikimedia UK launched a training scheme ("Train the Trainers") for volunteers and staff who are willing to deliver Wikimedia training to our partner organisations. Using experienced outside consultants who concentrate on effective training methods, we have accredited ten trainers from the first event and identified three "lead" trainers who will focus on initial training, advanced training, and specialised (e.g. GLAM) training, with the aim of building a team capable of meeting the Wikimedia training requirements of our partners anywhere in the country. Two more training sessions are planned for this year with the ambition of having a pool of accredited trainers available throughout the UK to support newcomers and partner institutions.

As part of Train the Trainers we are establishing a Virtual Learning Environment to support our trainers and their trainees with electronic learning materials specifically tailored to their needs and compiled from the best of what is internationally available. 81 modules covering 16 courses have been written and prepared by a volunteer, and will be expanded with further volunteer contributions - these can be used to support any Wikipedia related training courses. The intention is it will grow further in 2013.

Where available, please link to the following to provide supplemental information to the FDC:

Link to previous completed fiscal year annual plan

2011 Financial plan

Trustees Report 2011

Link to previous completed fiscal year annual report

2012 Wikimedia UK annual report

2011-12 Annual accounts

Link to previous completed fiscal year grant report (if your entity has received funds from the FDC)

NA

Year-to-date progress

This section provides the FDC information about how your entity is progressing against the current fiscal year's planned budget (revenues and costs).

Please provide the relevant information below. "Year to date" refers to the period between the start of your entity's current fiscal year and the date of submission of the proposal(+). If it is helpful to link to your entity's current fiscal year plan and budget, please do so.

Table 3.

	Current fiscal year planned budget		Year-to-date actuals+		Variance
	In currency requested	In $US	In currency requested	In $US	%
Revenues (from all sources)	164,000	$265,122	213,285	$344,797	+30%
Spending	334,736	$541,134	282,755	$457,102	-15.5%

+ Actual year-to-date financials should be provided as close to the proposal submission date as possible; best approximations are sufficient.

Table 3. details:

Based on the variance percentages above, please describe how your entity is progressing against revenue and spending targets. If you expect your entity to be significantly under or over target on either revenue or spending, please provide a detailed explanation.

Our revenue is at present highly end-loaded within the financial year because of the fundraiser/FDC grant. The 2012 Activity Plan indicates a forecast income from all sources except the fundraiser of GBP 246,000 ($398,000) roughly evenly received over twelve months, eight months of which is GBP 164,000 ($265,000). However, we have been more successful than the 2012 Plan envisaged in converting donations into direct debits which fully accounts for the increase in actual revenue over the forecast.

Our actual spend is budgeted at GBP 642,255 ($1,038,269) for the full year. Our projected spend is GBP 542,520 ($877,038) for the full year. By September 30, our actual spend was GBP 282,755 ($457,000), representing 52% of our projected spend. The planned spend to date is calculated to be the profiled 52% of GBP 642,255, which is GBP 334,736 ($541,134). The underspend of around GBP 50,000 ($80,000) is principally due to delays in staff recruitment, and delays in several partnership projects. As yet, we have been unable to appoint a developer, but we may spend some of that budget by hiring contractors for specific IT projects if needed. In addition, the Upload tool project has not cost us the budgeted GBP 60,000 ($97,000) but our contribution this year seems likely to be just GBP 31,200 ($50,438), close to half of our present potential underspend. This underspend is likely to be used as activities are building up as the year progresses.

Key initiatives and objectives of the upcoming year annual plan

The table is intended to provide an overview of your entity's upcoming year annual plan and its alignment with the movement's strategic goals; please provide short phrases or 1-3 bullet points for each initiative in the table below. Feel free to add more details below the table (1-2 paragraphs per initiative). You can also link to any other documents that you think might be helpful as context.

If you feel you have an initiative that fulfills a strategic goal that is not immediately identified with a Wikimedia strategic goal ('readership' rather than 'editorship', for instance), please add that in the table and offer us your rationale.

Please link to your entity's strategic plan if you have one.

Strategic plan link: wmuk:2012 Five Year Plan

The upcoming year runs from Feb 1, 2013, to Jan 31, 2014. The corresponding 2013 Activity plan is still under consultation with the community, but its framework is a reasonable baseline for expenditure headings in the next fiscal year.

We can consider our activities this coming year under 6 principal headings:

Community
Promoting Free Knowledge
Membership and Public Support
External relations
Finances
Governance, management and administration

Table 4.

Key initiatives	What are the objectives of this initiative (include metrics)?	Which Wikimedia strategic goal(s) does this initiative address?	What key activities / milestones are associated with this initiative?	How will your entity accomplish this initiative?	How will your entity measure and track success of this initiative?
1. Community 1.1 Train the Trainers Programme (Background) 1.2 Virtual Learning Environment 1.3 Wicipedia Cymraeg 1.4 Extended Reach programme (Background) 1.5 Wikimeets (Background) 1.6 Grants programme 1.7 Travel Grants 1.8 Volunteer equipment pool	1.1 To increase editor participation by providing more volunteer trainers (number of new volunteer trainers accredited; number of new editors attracted through courses and workshops); To increase editor retention by improving the quality of training delivered (number of editors who continue editing six months after training); To increase article quality by improving the knowledge and skills of editors (estimate number of articles improved by random sampling of participants) 1.2 To develop modular training packages available online for use by our partners and others (number of enrolments onto the modules) 1.3 To expand the number of editors working in the Welsh language; to increase the number of articles in the Welsh Wikipedia (number of active editors; number of articles) 1.4 To support outreach projects aimed at increasing womens' participation in the Wikimedia movement, or involving any minority ethnic, LGBT, linguistic or other community in the UK, which might not otherwise be funded (number of target editors involved in projects) 1.5 To engage Wikimedians and potential Wikimedians in a social setting in a wide range of geographical locations (number of meetups; number of locations; number of new locations) 1.6 To offer small grants to Wikimedians to improve page content 1.7 To allow Wikimedians to travel to other wiki events to share expertise and learn from others 1.8 To increase volunteer access to essential and specialist equipment for loan; To increase volunteer access to materials supporting events (e.g. training brochures)	1.1 Increase participation within the movement, improve quality, encouraging diversity and excellent contributions. 1.2 Increase the number of active editors 1.3 Increase diversity in the editing community; Increase total number of people served; Increase the amount of information we offer 1.4 Increase diversity in the editing community 1.5 Increase the number of active editors 1.6 Increase participation; Increase quality 1.7 Increase participation; Improve quality 1.8 Increase participation; Improve quality; Improve reach; Encourage Innovation	1.1 "Edit Wikipedia" Workshops at Universities and Societies; "Edit Wikipedia" Workshops at other events; New editor training program 1.2 First batch of "basic" modules online are evaluated; second batch of "advanced" modules trialled and online 1.3 Editing workshops in Welsh; community meetups in Wales 1.4 Girl Geeks workshops; Third age workshops; events targeted at minority groups 1.5 Meetups in south-west; in north-east; in Scotland with online and offline soci al events 1.6 Grants delivered with good monitoring of achievement 1.7 Grants delivered with good monitoring of achievement 1.8 Purchase requested equipment for use by volunteer pool	1.1 External consultants will deliver two-day programme for up to 12 trainers at each event. Comprehensive individual feedback is provided. Accredited trainers deployed in editing workshop training events, with experienced trainers as mentors as necessary. 1.2 Employment of an experienced Wikipedian to write and test modules; hosting of moodle/wiki hybrid system on a WMUK server 1.3 Building on the success of Monmouth, make use of local volunteers to recruit more editors via events 1.4 Support targeted outreach projects 1.5 Our Events Organiser will seek out new locations where Wikimedians live and establish meetups 1.6 Through our existing grants committee invite bids and evaluate them 1.7 Through our existing grants committee invite bids and evaluate them 1.8 Consult community on their needs and supply according to available budget	1.1 Collective feedback from external consultants measures success of trainer training; Measure number of new volunteer trainers engaged during the year; Meetings of lead trainers assess progress of new trainers. 1.2 Track number of enrolments; obtain feedback from participants 1.3 Track number of active and occasional Welsh editors against events; Track number of articles against events 1.4 Feedback and evaluation from participants 1.5 Assess the number of regular meetups in new locations within the UK 1.6 Pages created or improved; New editors recruited 1.7 Reports back on achievements shared with community 1.8 Careful monitoring of equipment use and how it is used to address our aims For more information, please see our Programmes and Activities in our Five Year Plan, particularly the Higher Education and Members/Volunteers sections.
2. Promoting Free Knowledge 2.1 GLAM Outreach 2.2 Wikipedians in Residence 2.3 Digitization 2.4 GLAM Scotland 2.5 World Wars I and II project 2.6 GLAM Conference 2.7 Technical developments	2.1 To work with a large range of Galleries, Libraries, Archives, Museums and other similar organisations to bring the heritage and knowledge that they hold into the public domain. To involve more of the community in GLAM activities. To raise the profile of Wikimedia projects with the GLAM sector. (number of projects completed; number of items released under free licence; number of new institutions involved) 2.2 To part-fund Wikipedian in Residence positions where partner institutions can demonstrate that a Wikipedian in Residence within their organisation meets our strategic goals. (number of WiR established; assessment of resulting programme of activities) 2.3 To support the digitization and release under an open license of cultural content, particularly where this content will be used in Wikipedia and on Wikimedia Commons 2.4 To work with the Scottish Museums to develop links with the Wikipedian community and its projects 2.5 Involvement of at least 3 major partner institutions to enhance Wikimedia projects' coverage of these two conflicts, with a particular aim of building engagement about the forthcoming World War I Centenary 2.6 Hosting our second international GLAM conference to share good practice in the GLAM sector 2.7 Working with Toolserver, Europeana and our own volunteers to develop new technological support for the community	2.1 Increase the amount of information offered; Increase quality of information; Increase the number of active editors 2.2 Increase the amount of information offered; Increase quality of information 2.3 Increase the amount of information offered; Increase quality of information; Increase diversity 2.4 Increase reach; Increase the number of active editors; Increase diversity 2.5 Increase the amount of information offered; Increase quality of information. 2.6 Improve quality; Encourage innovation 2.7 Stabilize infrastructure; Encourage Innovation Develop improved tools. Systematically collect input. Support the implementation of the Visual Editor.	2.1 Specific collaborations with institutions; GLAM Conferences; GLAM Camp 2.2 WiR at National Archives; WiR at Museums Galleries Scotland; WiR at a Welsh institution; at least one other WiR 2.3 We aim to have 4,000 culturally significant media files uploaded to Wikimedia Commons per year 2.4 A Wikipedian in Residence appointed in Scotland; a programme of activities delivered 2.5 Engagement of 3 major partner institutions; Significant increase in number of GAs and FAs in the topic; Significant increase in number of media files in the topic 2.6 Hosting international conference 2.7 Grants to Toolserver an Europeana. Project grants to UK community for developing work	2.1 Build upon work so far with institutions where we have relationships (e.g. British Library, Derby Museum, etc.) to release information; Seek out new partnerships with more institutions; Use Conferences and 'GLAM Camps' to share good practice, to establish fresh contacts, to raise Wikimedia's profile in the sector 2.2 We intend to finalise current discussions with The National Archives, Museums Galleries Scotland, and the Welsh GLAM sector to part-fund three WiRs. Depending on available funding we will seek at least one other WiR to be part-funded. 2.3 We will revisit our successful partnership with the National Archives, and identify further areas where we will jointly fund digitization. We will seek out new partnerships to digitize more media, especially in Wales and Scotland where contacts already exist. 2.4 We will fund, or jointly fund, a position to work with the Scottish Museums as Wikpedian in Residence 2.5 Revisit our successful collaboration with JISC (The UK University information organisation) with further events; Continue to partner projects with the AHRC (University research funding council) Identify and engage 2 other major partner institutions 2.6 By organising the conference with high quality speakers and sessions 2.7 Funding these activities directly	2.1 Count of number of projects/conferences/"camps" completed. Count of number of items released under free licence. Count of number of new institutions involved. Increase in number of volunteers actively involved. (where possible: compare with previous years) 2.2 Completion of at least three Wikipedian in Residencies. Assessment of resulting programme of activities. Demand for further placements. Development of relationships with significant independent funding bodies. 2.3 Success criteria: That appropriate collections are found; That suitable equipment and facilities are provided; That agreed targets for the timescale and scope of the work are agreed; That this is monitored and achieved; That cost-effective digitization is achieved; That this project leads to a significant amount of pre-existing digitised content being made freely available 2.4 Success criteria: WiR appointed and active with a Scottish host; a clear programme of activities is established and delivered in consultation with their hosts; WiR reports regularly about their activities; a significant increase in active volunteers in Scotland 2.5 Partner organisations engaged; Track number of events delivered; Track number of FAs, GAs and media files in the topic area. 2.6 Feedback from participants, reports published and follow up activities 2.7 Monitoring through our technology community the effects and usefulness of this work For more, see our GLAM Five Year Plan overall targets and our Technical Innovation Five Year Plan overall targets
3. Membership and Public Support 3.1 Developing our membership base 3.2 Build member satisfaction 3.3 Annual conference and creation of annual report 3.4 Members communications 3.5 Promoting events to the general public 3.6 Extending our reach to under represented groups	3.1 Grow membership in line with five year plan 3.2 To reduce turnover and increase participation in chapter activities 3.3 To create an annual conference that offers members a chance to meet, learn and debate 3.4 To improve the wiki interface with members to become a 'must visit' site 3.5 Promoting our events through media activity to inform a wider public of the activities of the chapter 3.6 Working with groups not well represented in the editing community, especially women, ethnic minorities and other excluded groups to tailor events and training to their needs	3.1 Increase participation 3.2 Increase participation 3.3 Increase participation; Increase reach; Encourage innovation 3.4 Increase participation; Increase reach 3.5 Increase participation; Increase reach 3.6 Increase participation; Increase reach	3.1 Five year target of 2,000 membership 3.2 To have six monthly members meetings in regions and regular wikimeets within 20 miles (32 km) of 90% of the population within five years 3.3 Extending annual conference to two days within three years; At least 250 participants within three years 3.4 Redesigning the WMUK web pages to encourage participation especially from new editors 3.5 Increase in high profile and smaller events accessible to wider participation 3.6 Building on work with Girl Geeks; Participating in Black History Month; Working with Wikimedian LGBT community	3.1 Through member newsletters and targeted events 3.2 Whole team office approach led by new post of volunteer officer 3.3 By early planning and consulting with community to create an event that attracts members 3.4 Using volunteers and user surveys to build a new site 3.5 Using the staff team and the community to develop the number and range of events 3.6 Use of volunteer coordinator with community to identify opportnities and allcate volunteer and other resources to them	3.1 Monitor numbers of members, renewals and survey any resignations for their reasons 3.2 Satisfaction surveys for members and board and staff being available at meetings to interact with membership 3.3 Numbers of attendees at annual conference 3.4 By monitoring numbers of visitors and active participants on UK lists 3.5 Monitoring press coverage and attendance at events of newbies 3.6 Assessing participation by Equal Opportunities monitoring For more, see our Five Year Plan overall targets for Members and Volunteers
4. External relations 4.1 UK open knowledge organisations: Creative commons, Open Rights Group, Open Knowledge Foundation, Open Street Map. Mozilla etc. 4.2 Schools Conference 4.3 University Outreach 4.4 Working with expert organisations 4.5 Working with sympathetic organisations 4.6 Press and Media	4.1 To work closely with sympathetic UK organisations on areas of common policy to gain more leverage for our aims 4.2 Following on from successful University conference in 2012 build on our contacts in the pre-unversity sector to run a similar conference 4.3 Working to develop links in the UK's university network with its students 4.4 To work with cultural and educational institutions to work on specialist projects that will reinforce the work of the movement 4.5 To work with sympathetic organisations to train new editors 4.6 To become a trusted source of comment on issues concerning the community	4.1 Increasing reach; Increasing participation 4.2 Increase participation; Improve quality 4.3 Increase participation; Improve quality 4.4 Increasing reach; Increasing participation; Encourage innovation 4.5 Increasing reach; Increasing participation 4.6 Increasing reach; Increasing participation	4.1 Working on joint bodies; Sharing platforms; Co-organising conferences etc. 4.2 A conference bringing together educators from the 3-18 age group with the UK Wikimedian community 4.3 Setting up wikisocs in UK universities creating a network of campus ambassadors for the community 4.4 Organising joint events and building on-going relationships between the community and these institutions 4.5 Workshops with University of the Third Age; Special edit sessions for groups seeking to extend their knowledge onto Wikis 4.6 Creating definitive database of contacts; Building personal relations with leading media commentators	4.1 Working diplomatically to share information and resources 4.2 By organising the conference with high quality speakers and sessions 4.3 Funding local volunteers to create wikisocs. Employing interns to work from within the office to support such initiatives 4.4 Using staff and community resources to organise and deliver events and train new editors 4.5 Using our staff and volunteers to identify such organisations and build bridges leading to shared activities for example with the Internet Watch Foundation to dientify illegal content but protect the mainstream of our websites from malicious reporting. 4.6 By using our communications manager and trained volunteers to offer reliable information and opinions to the UK media	4.1 Number of shared working initiatives created 4.2 Feedback from participants, reports published and follow up activities 4.3 Monitor activities and attendees at events. Work with our education group to develop good practice 4.4 Recording number of events and initiatives organised, the number of new editors trained and the edits and pages resulting form this 4.5 Number of new editors trained, edits made and new pages created 4.6 Logging press coverage and sharing with Foundation For more, see our Five Year Plan for External Relations
5. Finances 5.1 Fundraising 5.2 Financial management 5.3 Reporting and accountability 5.4 Following best practice	5.1 Build support from our donors 5.2 Build reserves to create a secure base for activities 5.3 Create fully transparent financial reporting systems 5.4 Ensure that all policies are in line with Charity Commission and UK best practice	5.1 Increase participation; Increase reach 5.2 Stabilize infrastructure 5.3 Stabilize infrastructure 5.4 Stabilize infrastructure	5.1 Donor newsletters and special events; Sustained increase in funds raised 5.2 Reach Charity Commission's target of secure reserves 5.3 Audits completely unqualified and following best practice 5.4 Clear audits and all data that is not commercially sensitive available to community	5.1 Working with our fundraising manager to build activities that encourage donors to become active volunteers and editors 5.2 Use prudent financing to build up reserves 5.3 Working with our financial advisors to ensure compliance 5.4 Work with auditors and ensure staff receive continuing professional development to maintain their learning	5.1 Feedback and monitoring of activity 5.2 Through accurate financial monitoring 5.3 Annual auditors reports 5.4 Auditor reports reflect this has been achieved For more, see our Five Year Financial Plan.
6. Governance, management and administration 6.1 Board development 6.2 Independent review of good practice (commissioned jointly with the Wikimedia Foundation) 6.3 Trustee training 6.4 Staffing procedures 6.5 Wikimania 6.6 WikiConference UK 2013 6.7 Administrative efficiency	6.1 The board functioning in line with best UK Charity Commission guidelines 6.2 To reflect on the independent review on the issue around Conflicts of Interest; Timely report to the board 6.3 To increase the knowledge and skills, and hence effectiveness of trustees in the discharge of their duties 6.4 To ensure all aspects of staffing are managed to a high and consistent standard in line with NCVO and Charity Commission guidance 6.5 To support events committee in their planning for the bid and early delivery if successful 6.6 To combine our Annual General Meeting with a series of presentations about the Wikimedia projects and chapter activities 6.7 To continue to ensure good value for money in all our administrative activities with strict management and financial controls	6.1 Stabilizing infrastructure 6.2 Stabilizing infrastructure 6.3 Stabilize infrastructure 6.4 Stabilizing Infrastructure 6.5 Increase participation; Encourage innovation 6.6 Stabilizing infrastructure by engaging volunteers; Increase active contributors 6.7 Stabilizing Infrastructure	6.1 All meetings efficient and effective with clear decision making and follow-ups 6.2 Report to board and revisions to practice based on this 6.3 All Trustees to have received individual charity trustee training; Achieve PQASSO level 2 6.4 Monitoring and maintaining good practice in all policies and HR practice; Continuing positive working and management relationships in staff team 6.5 Delivery of first stages of bid and delivery 6.6 Annual Conference in May 6.7 Use of good procedures ensuring value for money, sustainability and ethical and environmentally friendly practice	6.1 Continuing to use our management consultants to develop good practice 6.2 Through a shared independent report and working with our governance advisors to implement any changes to policy or practice indicated 6.3 Implementation of PQASSO programme 6.4 By continuing to follow best practice guidelines 6.5 Through working with Events committee and bid team 6.6 The Conferences Committee will research and decide on a venue, and produce a programme in consultation with the UK community 6.7 By continuing to monitor and maintain our practices	6.1 Reporting from our consultants and measuring against PQASSO level 2 recommendations 6.2 Through careful monitoring of the issues and an absence of recurrence 6.3 Trustees will receive continuous training as deemed necessary. Recording progress made towards PQASSO level 2 6.4 Achieving PQASSO level 2 whilst remaining vigilant that we continue to achieve level 1 6.5 Monitoring through events committee of outcomes 6.6 Feedback from participants; increase in activity in the geographical region selected 6.7 Management information and benchmarking against PQASSO targets For more information, see our Five Year Financial Plan, particularly the section on reporting and accountability. Please also see our Five Year Governance Plan, including the benchmarks we have achieved and plan to achieve.

Table 4. details:

Additional context for the upcoming year annual plan / SWOT

Please provide 1-2 paragraphs for each response below. SWOT stands for your organizational strengths, weaknesses, opportunities, and threats.

What organizational strengths enable your entity's plan (e.g., leadership, governance structure, community participation, fundraising)?

WMUK has quickly established policies and procedures that ensure a secure financial and organisational base for taking forward activities. Volunteers are supported through our Events Organiser and admin staff who allow them to concentrate on their work.

In 2013-14 we will build on this to extend our volunteer base and develop strategies that will have a direct impact on expanding the editor base through a growing network of wikimeets and activities such as editathons, newcomers training and conferences.

What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?

We have been almost overwhelmed by UK institutions anxious to work with us.We are being careful to choose our partners based on an understanding of our ethos and a shared belief in open knowledge. We expect to be working with several new major UK GLAM institutions and a growing network of UK universities.

What are key risks or threats that would prevent you from achieving your plan (e.g., leadership turnover, governance challenges, lawsuits, fundraising, community participation, socio-political context)?

The biggest threat is through volunteer burn-out. As we grow we need to increase our volunteer base with us. We are seeking to appoint a member of staff entirely devolted to building this base.

Our staff base is solid but we have experienced trustee turnover that has hindered governance continuity. We will be working with our governance advisors to learn and develop strategies to avoid such turnover in the future.

How will you minimize these risks and threats?

We have established a risk register and report regularly to the board on this. We will also be developing our KPIs and planning systems to improve monitoring.

We will continue to work with our management consultants and legal advisors to ensure good governance and use outside expertise from the Foundation and other chapters to develop good practice.

We will remain open and transparent and enjoy the critical friendship of our community

We will commission a report by an independent expert into our governance policies and their implementation.

For more information, please see our Five Year Plan for Management and Governance.

Financials for the upcoming year's annual plan

Provide your financial overview for the upcoming year in the format below.

Please link to your detailed budget (translation into English highly recommended) in addition to completing the tables below.

Detailed budget link: 2013 Budget and Plan

Revenues

Please list anticipated revenues, by source (e.g., FDC, Wikimedia grants programs, public funding, membership fees, local donations, event fees)
Table 5.

Revenue source	Anticipated (in currency requested)	Anticipated (In $US)
Funds Dissemination Committee	569,014	$919,868
Regular gifts from pre-existing direct debit mandates	240,900	$389,438
Gift aid: 25% of eligible donations	30,100	$48,660
Interest income	3,000	$4,850
Membership subscriptions	1,500	$2,425

Table 5. details:

Current entity staff (e.g., Included in year-in-progress budget)

Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff.
Table 6.

Role / Function	Number of staff	Percentage of staff time+
Chief Executive	1	100%
Office and Development Manager	1	100%
Communications Organiser	1	100%
Events Organiser	1	100%
Fundraiser	1	100%
Intern	1	100%

+Please include estimates of the percentage allocation of staff members. For example, for full time staff, you would put 100% in this column. For half time staff, you would put 50% in this column.

Table 6. details:

Proposed new staff for upcoming year annual plan

Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff.
Table 7.

Role / Function	Number of staff	Percentage of staff time+	Duration	Rationale for hiring new staff
Volunteer support organiser	1	100%	Permanent	This will be a new staff member, who will be responsible for working with the community to support our volunteer activities. They will be appointed circa February 2013.
Education organiser	1	100%	Permanent	This will be a new staff member, who will be responsible for organising and expanding our education programme. They will be appointed circa February 2013.
Developer	1	100%	Permanent	This will be a new staff member, who will be responsible for overseeing all of our IT developments and support needs, and providing middle-management for an expanded team in future years.

+Please include estimates of the percentage allocation of staff members. For example, for full time staff, you would put 100% in this column. For half time staff, you would put 50% in this column.

Table 7. details:

Summary of staff expenses

Table 8.

	In currency requested	In $US
Current staff expenses	212,828	$344,058
Proposed staff expenses	107,000	$172,976
Total staff expenses	319,828	$517,034

Table 8. details:

Expenses by program/initiative

Expenses are costs associated with any programs, initiatives, or projects your entity manages (e.g., event costs, materials, transportation). Please exclude any staff costs that are included above. “Programs / initiatives” might include education programs, outreach programs, etc. Please include any administration costs (e.g., office space rental, utilities) affiliated with each program along with any overall administration costs that are not affiliated with any particular program (e.g., Administration should be considered a "Program" under the first column.)

Table 9.

Program / initiative	In currency requested	In $US
Community	102,000	$164,893
Promoting Free Knowledge	206,000	$333,020
Membership and Public Support	8,000	$12,933
External relations	62,000	$100,229
Finances	38,000	$61,431
Governance, management and administration	108,686	$175,702
Total expenses	524,686	$848,207

Table 9. details:

Summary of total revenues and expenses

Table 10.

	In currency requested	In $US
Total Revenues	844,514	$1,365,242
Total Spending	844,514	$1,365,242
Net (revenues less expenses)	0	$0
Reserve balance, if applicable+	87,000	$140,644

+ Cash reserve balance should include cumulative reserves and any net revenue

Table 10. details:

Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities

Enter "yes" or "no" for the verification below.

The term “political or legislative activities” includes any activities relating to political campaigns or candidates (including the contribution of funds and the publication of position statements relating to political campaigns or candidates); voter registration activities; meetings with or submissions and petitions to government executives, ministers, officers or agencies on political or policy issues; and any other activities seeking government intervention or policy implementation (like “lobbying”), whether directed toward the government or the community or public at large. Grants for such activities (when permitted under U.S. law and IRS regulations) should be sought from the Wikimedia Grants Program.

I verify that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities	Yes

This form was created by: Jon Davies WMUK (talk) 16:01, 1 October 2012 (UTC)