Grants:APG/Proposals/2012-2013 round2/Wikimedia Norge/Proposal form

Wikimedia Norge received a funds allocation in the amount of 140,000 in 2012-2013 Round 2. This funds allocation was recommended by the Funds Dissemination Committee on 28 April 2013 and approved by the WMF Board of Trustees on 31 May 2013.

For some guidelines, please see this example proposal form.
If you need to review the edit instructions you will find them at the editintro.

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


In order to support community review, in no more than one paragraph, please provide a brief description of your entity's forthcoming annual plan, with focus areas and key objectives.

  • The annual plan derives from the Wikimedia Norge / Norway 5-year Strategic plan 2011-2015, which focuses on GLAM outreach (2011-2015) and a secondary focus on Natural Science and Environment thematic outreach (2012-2015). The Strategic Plan was adopted after the 2011 Annual assembly, and Board progress is regularly evaluated against the specific goals and activities outlined in the Strategic plan. In 2013 and forwards, GLAM outreach is the main strategic priority, including Year 2 of the Arts Council Norway (Norsk kulturråd) co-operations, wikimedian-in-residence ambitions, and a substantial co-operative project under development with the National Library of Norway (Nasjonalbiblioteket).

Table 1

Organization information Legal name of organization Wikimedia Norge
organization's fiscal year (mm/dd–mm/dd) 12/31 - 12/31
12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy) 07/01/13-07/01/14
Contact information (primary) Primary contact name Erlend Bjørtvedt
Primary contact position in organization Vice Chairman
Primary contact username Bjoertvedt
Primary contact email
Contact information (secondary) Secondary contact name Kjetil Ree
Secondary contact position in organization Treasurer
Secondary contact username Kjetil_r
Secondary contact email

*Timeframe should ideally be for a 12 month period that begins after the FDC decision.

Table 2

Currency requested: NOK

Currency requested is defined as the currency in which you wish to receive funds (e.g., EUR, GBP, INR). Note that the FDC makes grants in local currency when possible.

Exchange rate used (currency requested to $US): 5.60 (fluctuates between 5.50 and 5.70)

Please use on March 1 2014 to determine the exchange rate. Please use five decimal points.
Currency requested US$
Total annual expenses of organization 1,710,000 305,360
Amount proposed to the FDC for the coming year's annual plan 1,320,000 235,715
Amount to be raised from non-FDC sources 410,000 73,215
If applicable, amount of FDC funds allocated to organization last year None None

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 Norge was established on June 21, 2008.
What is the mission of your entity, and how does it support the strategic priorities of the Wikimedia movement?
What is its current leadership structure (e.g., executive staff structure, board / governance structure)?
  • The chapter Wikimedia Norway is governed by the Annual Assembly, which approves the Bylaws] of the chapter. Wikimedia Norge has a Board of directors, encompassing 7 full members and 3 assistant members. There are no paid staff. There is a Chairman of the board (Mr Jarle Vines) and a Vice Chairman, a Treasurer, and a Secretary. The Chairman and the Treasurer jointly access funds. There is an Oversight Committee consisting of 4 members, which issues a special report to the Annual assembly, and acts as the election committee. There are also 2 internal auditors, elected by the Annual Assembly, and consisting (2012-13) of Lars Aage Kamfjord and Hans-Petter Fjeld. The auditors revise the accounts before the Annual Assembly, in a specific report.
What is the role of volunteers in your entity (e.g., help develop entity plans, participate in programs, edit Wikipedia)? Approximately how many volunteers does your entity have?
  • All board members, paying members, and Wikimedia project editors in Norway are unpaid volunteers. Non-board-members take part in planning and operational activities of the chapter, such as proposing statutes, pland and budgets, doing editing training, staging outreach events and competitions, and editing the projects (Wikipedia, etc). There are approximately 2.000 volunteers who regularly edit the Wikipedia on Norway, and there are approximately 100-200 who perform substantial editing. There are some 25-30 volunteers who invest considerable time in chapter work, events, competitions, outreach, and training.
If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
  • The entity has 95-105 members. Members pay an annual membership fee of NOK 100-200, and only paying members are counted.

Reflection on past activities and innovations


This section provides the FDC with information about your entity's past programs, 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"?
  • In the Strategic Plan 2011-2015, the entity sets forth a substantial number of quantitative measures of success. The Strategic Plan directing annual action plans, sets outreach result targets for the desired number of articles, number of active contributors / editors, number of quality articles, and non-quantified goals for an increased number of female contributors, more images uploaded and donated, building the qualitatively best norwegian encyclopedia, and increasing the technical platform availability to knowledge. Several targets are quantified in the Strategic Plan, and regularly evaluated by the Board.
Please give at least three examples of successful programs or activities that your entity has completed. If available, provide links to information.
  • Year 1 of the Arts Council Norway project has resulted in 35 editing cources being arranged for employees of GLAM institutions in all of the 19 counties of Norway, giving a first level introduction and training in editing, relevance criteria, the five pillars, etc. Several hundred employees have taken part in the editing courses.
  • Intensified editing training in October and November 2012 among Senior clubs of Norway, parallell with the GLAM professionals (above), has resulted in a substantial increase in the number of first-time and semi-frequent editors at the Wikipedia.
  • The Saami Project, funded by the Saami Thing of Norway (Sametinget) has contributed to an unprecedented increase in the number of articles at the North Saami Wikipedia, by two years from approximately 3.000 articles, to present-day 7.250 articles. This result is far above the optimistic, projected result target of 5.000 articles by 2015, and comes as a result of both organized training and outreach, and targeted rewarding of non-trained volunteers.
  • Wikipedia Academy in March, 2012, was a substantial success regarding outreach and attention. It marked the start of the Arts Council Norway co-operation, and gathered c. 120 volunteer wikipedians, GLAM professionals, and high-school volunteers. Apart from that, the event received the attendance of founder Jimmy Wales, HRH Crown Prince Haakon of Norway, Minister of Development Heikki Holmaas, and president of the Confederation of Norwegian Enterprise Kristin Skogen-Lund. This event brought about a broad motivation and impetus to volunteers and generally boosted participation throughout 2012.
  • Intensified co-operation and support for two specific institutions, The Oslo City Muesum and the Norwegian Museum of Cultural History, have resulted in massive photo donations by these institutions. Respectively, they have donated approximately 150.000, and 250.000 photos into free licenses (CC-BY), which are slowly starting to emergy into Wikimedia Commons (The Wilse collection, the Oslobilder collection, etc). Volunteers of Wikimedia Norge and the Norwegian Wikipedia community have assisted the institutions in their donating effort.
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?
  • The Strategic Plan 2011-2015 sets forth a secondary priority to outreach in the field of Natural Science and Environment, which the Board and chapter have not been able to fullfill due to limited resources. The learning was that a chapter without any full-time staff has limited potential to pursue two main project lines at a time.
  • Similarly, the Saami Project has worn on resources, due to the fact that project follow-up in the Arctic demands subatantial travelling which volunteers can hardly perform. This project could have had an even more thorough output if more training could be carried out in the Saami region itself.
  • The entity has done too little on offering tutorial and discussion arenas to experienced wikipedians. That will take a more predominant plac in next yer's activities.
What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
  • The substantial focus on editing training has been a deliberate, yet much discussed priority. Statistics indicates an increased number of first-time and semi-active editors, but at the same time a decrease in the number and production of high-volume editors. Possibly, this might stem from the fact that some high-volume contributors have had to spend more time training, and possibly patrolling new contributions. To retain new contributors, the chapter discusses a series of level-two-courses for the more dedicated, giving more advanced training. The important lesson is to keep a keen eye on results and adjust tools and activities once quantifiable output indicates it.

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

Link to previous completed fiscal year annual plan
Link to previous completed fiscal year annual report
Link to previous completed fiscal year grant report (if your entity has received funds from the FDC)
Link to your entity's strategic plan if you have one
Link to your organogram or organizational chart if one exists
Link to your entity's current fiscal year plan and budget
  • The Plan and Budget for 2013 is not drafted until presentation at the Annual Assembly on April 7, 2013. There is a Budget Proposal 2013 from the Board of directors, which also includes actuals 2012, and actuals year-to-date per February, 2013.
  • The Annual Assembly of 2012 adopted a Budget 2012 and approved a Fiscal Report 2011.

Key programs / initiatives* and objectives of the upcoming year's annual plan


These tables are intended to provide an overview of your entity's upcoming year annual plan and its alignment with the movement's strategic priorities; please provide short phrases or 1-3 bullet points for each program below. You can also link to any other documents that you think might be helpful as context.

Please ensure that your proposed programs are SMART; that is, specific, measurable, attainable, relevant, and timely.

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

*In the last round, the FDC used the term 'initiative', but this round, we are using the term 'program.'

Program 1


Program title: Wikipedia for the GLAM sector, Year 2

What are the objectives of this program? Please include metrics.
  • The objectives of the program is to enhance the outreach towards the GLAM sector in Norway, by
  • develop and offer GLAM institutions, curators and relevant employees throughout the country, a series of more (A) advanced editing training courses in Wikipedia editing, rules and regulations, licensing, and strategic use of Wikipedia and Wikimedia Commons during fall, 2013 - and also in dedicated tutorial tracks at Wikipedia Academy 2013 and Wikipedia Academy 2014.
  • develop technical and information architectual solutions to integrate Wikipedia and Wikimedia Commons content in the nationwide, travelling app trial project (B) Heritage Here (Kultur- og naturreise), in order to offer travellers in Norway Wikimedia textual and visual content throughout the trial areas in 2013, and (if realized) throughout the country in 2014.
  • support the two objectives above (A, B), by organizing a number of textual and visual production (C) competitions on GLAM themes, through an intensification of established editing competitions on the Wikipedia, and at least one targeted outreach sub-competition towards the sector during Wiki Loves Monuments 2013 in September, 2013.
  • support the two objectives above (A, B), by bringing GLAM professionals and experienced wikipedians together in 4-5 social and tutorial evenings annually, starting in full from fall, 2013.
Which Wikimedia strategic priority (or priorities) does this program address?
  • Advanced editing training courses, editing competitions and targeted photo competitions for the GLAM institutions, curators and other relevant professionals in Norway, aims to increase participation and increase reach.
  • Integration of Wikimedia text and visual content into Heritage Here aims to increase reach and encourage innovation.
What SMART key activities and/or milestones are associated with this program?
  • Wikipedia for the GLAM sector (Wikipedia for arkiv, museum og kunst) is one out of five strategic priorities of Arts Council Norway, having set aside 2-3 FTEs in order to facilitate the development of the institutions' contribution to the Wikipedia project. In addition, there are three working groups of 4-6 persons each, working to implement the Wikipedia project into the sectors of museums, archives, and art, respectively. The approval of Year 2 (2013) of the project is expected during March, 2013.
  • Conclude a Year 2 agreement and develop project details together with Arts Council Norway by April 1, 2013.
  • Have the project ratified by the Annual assembly on April, 7, 2013.
  • Develop advanced tutorial editing course material together with Arts Council Norway by fall, 2013, and conduct regional, advanced training courses, throughout the fall of 2013 and first half of 2014.
  • Establish a GLAM Technical Group of wikipedian volunteers to assist the necessary development and application of technical and information architectual solutions to integrate text and images into Heritage Here, during the project's pilot phase (2012-2013), and in the projected implementation phase starting January, 2014.
  • Enhance the interoperability and availability of Wikimedia and Wikimedia Commons content to the project Heritage Here, in that project's exploration and choice of technology platform, formats, and APIs.
  • Establish infrastructure in the form of an office, two FTEs, and a volunteer participation model that allows the chapter to act as a partner to the mentioned projects vis-a-vis Arts council Norway, and their voyage app partners Norwegian Directorate for Nature Management, the Directorate for Cultural Heritage, and the Norwegian Mapping Authority. Further, WIkimedia Norge will strive to bring GLAM professionals and experienced wikipedians together in 4-5 social and tutorial evenings per year, where the thematic issues will cover areas of common interest such as critical use of sources, digital information resources, notable cultural heritage, etc.
How will your entity accomplish this program?
  • The chapter will accomplish the program by means of the following resources and processes:
  • Arts Council Norway will contribute to the main logistics, cost funding, and co-ordination of the advanced editing training courses, throughout Norway. In 2012, that task was carried out by Kristin Bolgaard, co-ordinator at the Arts Council Norway. There is a GLAM project site at Wikipedia (Bokmål) with lemma-lists, institutions overview, reporting templates and other resouces ready for use.
  • Arts Council Norway will act as project partner on integrating text and images to the cultural content side of Heritage Here. The Council's assigned project manager Anders Olsson will co-ordinate and support the integration of content from the GLAM institutions, Wikipedia, and local historic clubs (source). Arts council Norway is ready to co-ordinate much of the logistic and architectural work together with Wikimedia Norge and the GLAM Technical Group. There is a preliminary project site for the project at Wikipedia (Bokmål), which includes a lemma-list of articles for the pilot areas.
  • Wikimedia Norge will realize the advanced editing training courses by mobilizing, co-ordinating and training the corps of Wikipedia volunteer teachers that started tutoring during fall 2012, by developing tutorial material, staging train-the-trainers instruction, and organizing a minimum number of social events and gatherings for tutors and participants. Further, GLAM editing training will be separate tracks at Wikipedia Academy 2013 (first half, 2013), and Wikipedia Academy 2014 (first half, 2014). We have gained experience during Year 1 of collaboration with Arts council Norway, and we will take that involvement further especially by preparing standard tutorial packages, based on training experience and existing kits and manuals.
  • Wikimedia Norge will realize the contribution of the GLAM Technical Group to the project Heritage Here or related projects, by recruting and motivating volunteer technicians from the Wikipedia and Wikimedia Commons communites, co-ordinating the group's co-operation with Arts Council Norway and the council's technical entity Culture IT (Kultur-IT), and by supporting the project with necessary, ad-hoc experise from the community.
  • Wikimedia Norway will utilise parts of a planned 2 - two - FTE's to co-ordinate and execute on the programme throughout the program period.
How will your entity measure and track success of this program?
  • The avdanced editing training courses will be measured by the number of courses held and GLAM professionals attending them, and by the completeness of GLAM institutions being offered advanced training, i.e. the geographic-institutional outreach. The advanced training courses should be offered to dedicated GLAM professionals from all the 19 counties of Norway, in their own region, during the program period.
  • The courses will also be evaluated by Arts Council Norway and Wikimedia tutors jointly, as is already happening and regularly recorded at the GLAM project site. Evaluation includes number of participants, number and nature of articles produced or refined, and next steps for institutions. Methods for tracking post-tutorial activity of participants is advisable, but yet not developed. Hitherto, Wikimedia Norge has superficially evaluated retention and activity success aggreated (wikistats for the NO and NN spaces).
  • The Heritage Here project involvement will be measured by the success of implementing content integration covering three pilot areas (Akerselva, Bø-Sauherad, and Dovre) by the end of 2013, and on our side by the quality and availability of Wikipedia and Wikimedia Commons content through those app pilots. The project involvement will also be measured by the progress of a Wikipedia / Wikimedia role into the operational phase from January, 2014.
  • The editing competition will be measured by its successful integration with the Competition of the Week movement on the Wikipedia (Bokmål, partly Nynorsk). The targeted GLAM photo competition will be measured by its participation in the sub-competition and in the overall WLM 2013, resulting in at least 5.000 photos in the WLM 2013 competition in Norway, overall.
  • Success will be measured by traffic data ( for articles in the trail area (2013), while more thorough measurement methods will have to be developed for the eventual full release during 2014.
  • The social and tutorial evenings for GLAM professionals and experienced wikipedians whould number 4-5 per calendric year in the program period, starting in full from fall 2013.
  • Success will be tracked by the Board of directors through continuous evaluation of the Strategy Plan 2011-15, and the annual Action Plan.

Any additional details:

Program 2


Program title: Commons Outreach Norway

What are the objectives of this program? Please include metrics.
  • The objectives of this program is to largely increase the number of photos and other database material donated to Wikimedia Commons, from GLAM, other institutional, and corporate organisations in Norway. This corresponds with item 8 in the Strategic Plan 2011-2015: Norske språkversjoner av Wikipedia og andre Wikimedia-prosjekt får merkbart økt tilfang av bilder, spesielt gjennom å sørge for frigivelse av offentlige billedsamlinger. (Norwegian language versions of Wikipedia and other Wikimedia projects get clearly increased input of images, especially by contributing to the release of public collections).
Which Wikimedia strategic priority (or priorities) does this program address?
  • The program aims to increase quality, by making available previously non-published visual material documenting all aspects of cultural life in Norway. It will also aim at increasing participation, through the institutional donating process.
What SMART key activities and/or milestones are associated with this program?
  • The program will develop a (A) donation kit from existing resources, especially from the Wikimedia Commons donation project, the Arts Council Norway, the Noregian Museum of Cultural Heritage, and by internal development, within fall, 2013.
  • The program will initiate an (B) outreach activity phase by fall 2013, and conduct outreach activities through spring, 2014, focusing on targeting on at least the following flagship institutions that might serve as important role-models to others:
    • The National Archives (Riksarkivet), The Labour Movement Archives (Arbeiderbevegelsens arkiv), Norwegian Science and Technology Museum (Norsk teknisk museum), Norwegian Architecture Museum (Norsk arkitekturmuseum), the Norwegian Maritime Museum (Norsk sjøfartsmuseum), the National Museum of Art (Nasjonalmuseet for kunst, kultur og design), Svalbard Museum, the 18 County archives (Fylkesarkivene), and the 18 county museums (Fylkesmuseene).
    • Selected corporate organisations within publishing, photography, and flagship industry (Statoil, Hydro, Jara, Aker, etc)
How will your entity accomplish this program?
  • The program will be based on the infrastructure inherent in Wikimedia Commons as a repository of donation and a platform of lisencing images. The outreach activities will be carried out under the Wikimedia Norge, and the Wikimedia Commons labels.
  • The program will utilise 2012 photo donations as a starting-point for inspiration of other donators, and seek active support from the wikipedians-in-residence of the two donating GLAM institutions - Oslo City Museum (Mr Lars Roede) and the Norwegian Museum of Cultural Heritage (Mr Jon Birger Østbye) in the outreach activities.
  • The program will recruit a small number of Norwegian Wikimedia Commons volunteers as experts and advisors towards potential donating partners. A few key volunteers assisted the two museums which donated photos in 2012 (above).
  • The program has been initially discussed with Arts Council Norway as a potential outreach partner, and that organisation is a relevant outreach partner in connection with its role organising editing training courses and other events.
  • Wikimedia Norway will utilise parts of a planned 2 - two - FTE's to co-ordinate and execute on the programme throughout the program period.
How will your entity measure and track success of this program?
  • Apart from the present donations of c. 150.000 photos by the Oslo Museum (of which c. 1,100 are uploaded), a donation decision for c. 250.000 photos from the Norwegian Museum of Cultural History (of which c. 850 are uploaded), and a corporate donation of 250 photos from Telenor, and some other donations following the GLAM project, the project should will aim towards the objective of attracting photo donations, within the program period, from
    • at least two national GLAM institutions with substantial collections,
    • at least two county museums/archives from any part of the country,
    • at least two corporate organisations of national historic importance
  • Success will be tracked by the Board of directors through continuous evaluation of the Strategy Plan 2011-15, and the annual Action Plan.

Any additional details:

Program 3


Program title: Wikipedians-in-residence

What are the objectives of this program? Please include metrics.
  • The program should create an attractive platform for recruiting, developing and utilizing the resources of wikipedians-in-residence (W-I-R) in Norway, by doubling the number of W-I-R's from the present 2 to at least 4 residencees by the end of the program period. Further, experience merits that Wikimedia Norge should assist W-I-R's more closely in involving the total staff of their institutions more thoroughly. We believe the chapter should assist W-I-R's in broadening their reach and appeal to other staff of their instituon and their professional network, to increase participation and reach.
Which Wikimedia strategic priority (or priorities) does this program address?
  • The program aims at increasing participation and reach.
What SMART key activities and/or milestones are associated with this program?
  • Wikimedia Norge will develop and orchestrate a process whereby the experiences, methodologies and results of the present W-I-R's in Norway are documented and addressed towards new GLAM institutions.
  • Wikimedia Norge will continue the 2012 dialogue with selected institutions to establish more W-I-R posts, especially with the National Archives Norway (Riksarkivet) which signalled intents in 2012, and with the National Library of Norway (Nasjonalbiblioteket) and the National Antequarian (Riksantikvaren), with whom there are initial discussions on enhanced co-operation. This dialogue will be conducted during spring, 2013, and opt at realisation of W-I-R recruitment during 2013.
  • Wikimedia Norge will help establish a professional network and arenas between residencees in other countries, most notably the Nordic countries.
  • Wikimedia Norge will assist Norwegian W-I-R's in involving other local staff, communicating their projects, results and experience to the international GLAM community, through blog posts, and through GLAM media and foras.
  • Wikimedia Norway will involve W-I-R's in staging tutorial and discussion events for experienced wikipedians, in the form of a number (4-5 annully starting in full from fall 2013) of social and tutorial evenings as a personal development offer to advanced experienced wikipedians.
How will your entity accomplish this program?
  • Wikimedia Norge will accomplish the program deliverables by utilising parts of a planned 2 - two - FTE's to co-ordinate and execute on the programme during the whole program period.
  • Wikimedia Norway will draw on the existing network of W-I-R's to recruit and motivate other institutions.
  • Wikimedia Norway will co-operate with Wikimedia Sweden and Wikimedia Denmark to draw on the resources of these countries' W-I-R programs, which includes the Nordic Museum of Stockholm, the National Antiquarian of Sweden (Riksantikvarieembetet), and the National Museum og Copenhagen.
  • Wikimedia Norge pais staff will arrange logsistics, etc, for social and tutorial evenings as an offer to experienced wikipedians.
How will your entity measure and track success of this program?
  • The program will be measured by it's ability to double, by the end of 2013, the number of wikipedians-in-residence in Norway from 2, to 4.
  • Arrange 4-5 annual social and tutorial evenings for W-I-R's and experienced wikipedins in Norway.
  • Success will be tracked by the Board of directors through continuous evaluation of the Strategy Plan 2011-15, and the annual Action Plan.

Any additional details:

Program 4


Program title: Professionalisation of Wikimedia Norge

What are the objectives of this program? Please include metrics.
  • The program should clearly increase the ability of Wikimedia Norge to attract funding, plan and conduct projects, document progress, and communicate results.
Which Wikimedia strategic priority (or priorities) does this program address?
  • The program aims at increasing reach.
What SMART key activities and/or milestones are associated with this program?
  • Wikimedia Norge will professionalise general operations by employing a paid staff of 2 - two - FTEs, including at least one of these posessing adequate technical skills, by October 1, 2013.
  • Wikimedia Norge will enhance continuity by acquiring a rented location in Oslo, where employees and volunteers can work on ongoing programs and projects, by October 1, 2013.
  • Wikimedia Norge will develop a funding action plan concentrating on funds options from government agencies, charitable foundations, and continued WMF grant projects, by December 31, 2013.
  • Wikimedia Norge will develop a systamatic tool for rotating, evaluating, and documenting progress and results along its Strateic Plan 2011-2015, by December 31, 2013
  • Wikimedia Norge will activate its present, non-regular blog sites for continued communication by August 1, 2013
  • Wikimedia Norge will institutionalise a digital information letter to members by August 1, 2013.
How will your entity accomplish this program?
  • Wikimedia Norge will seek, evaluate and select two candidates for recruitment as program managers for the full program period until June 1, 2014. The chapter has board member/s with adequate and broad experience as employer/s, including the tasks of recruiting, employing, managing, and administering paid staff.
  • Wikimedia Norge will seek candidates both among the Wikimpedia / Wikimedia community in Norway, and by external advertisment and recruitment efforts. The chapter represented by Chairman of the board will act as the employer and work-relationship responsible towards the paid staff.
  • Funding will be sought from among especially the following sources: Ministry of Culture, Ministry of Children and Integration, The Savings Bank's Fund (Sparebankstiftelsen), the Fritt Ord Foundation.
  • Tools for evaluating, documenting, and communicating progress and results as described above, will be developed jointly by the Board of directors and the chapter staff.
How will your entity measure and track success of this program?
  • The program will be measured by the following criteria:
    • Recruitment of two able full-time staff by October 1, of whom at least one employee with adequate technical skills.
    • Regular blog postings, and member information letters, established by August 1, 2013.
    • Attraction of independent funds from at least one out the four potential funding sources mentioned in the chapter above, by June 1, 2014.
  • Success will be tracked by the Board of directors through continuous evaluation of the Strategy Plan 2011-15, and the annual Action Plan.

Any additional details:

Additional context for the upcoming year's 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, education program expertise, experience with outreach, governance structure, community participation, fundraising)?
  • Leadership has been stable since 2010, in the hands of the present chairman and vice-chairman, and other key members, during the intervening period. This has resulted in considerable continuity and experience. Board members have profound organisational experience and project skills. The board has adopted a detailed set of guidelines and administrative policies in the form of a Board Instruction. There is a strong base of experience and motivation among a corps of editing training tutors, who have conducted approximately 100 training cources during the last 1-2 years. Board members have substantial experience in communication and PR, and experience from a range of NGOs, trade unions, etc. Board members and Oversight Committee members are experienced volunteers deeply involved in the projects, as contributors and sysops of both Wikipedia and Wikimedia Commons. The chapter has demonstrated strong ability in attracting participation, with attendance in 2012 of the Wikipedia Academy (120+), and the WLM 2012 award ceremony (35).
What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
  • During 2012, there has been a tremendous shift in attitude towards Wikipedia and the Wikimedia movement, among public entities and GLAM institutions. This has been witnessed by the occurence of several project openings with Arts Council Norway (Norsk kulturråd), the National Library of Norway (Nasjonalbiblioteket), the National Antequarian (Riksantikvaren), who have all initiated dialogues on increased collaboration in 2013. This shift of attitude is also manifest in the great attendence in training, and the donation of more than 350.000 public photos in 2012. In Norway, there is a national encyclopedia owned by the academic world (Store norske leksikon), which GLAM and cultural institutions co-operate with on an equal footing with Wikimedia Norway. The exeption is for the National Library of Norway, which presently enters into a dialogue over further collaboration with Wikimedia Norway only. We also witness an increased participation in the projects, first of all the Wikipedia, from among GLAM professionals. Wikimedia projects in Norway also enjoy the highest participation rate in the world, as regards editors / articles / edits per capita, rivalled only by Iceland.
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)?
  • Due to long-term illness, there has recently been some stress on leadership. The vice chairman has been acting chairman since mid-fall, 2012, in the absence of the elected chairman. Resources has been spent on professionalize project management and reporting, at the expence of independent funding and external communication. For a chapter with some 100 paying members, participation is uneven and variable during the year, reducing the ability to conduct projects solely based on volunteerism. The entity can not get more professionalized and accomplish stratefic goals with the present level of resources available. The general price level also limits fourther progress, insofar as Norway in general, and Oslo in particular, belong to the top 2-3 most expensive countries in the world. This sets a strain on resources and motivates close co-operation with such semi-public entities like Arts Council Norway.
  • Wikimedia Norge has a budget cycle running from December, 31, in accordance with practically all existing NGOs, companies and public entities in Norway. This means that the budget and financial reporting starts at January 1, while the Annual Assembly approves the new calendrical budget only when it convenes in April. The Annual Assembly specificly allows the Board of directors to spend funds also between January 1 and the next assembly date, in accordance with the previous budget and sound spending. In reality, however, the inherent discrepancy tends to limit cost-oriented activity during the first quarter.
  • There are no known challenges from governence ussies, lawsuits, or socio-political context. There is a potential risk in the 2013 revision of the Intellectual Property Law (Åndsverksloven) in Norway, ehish is set to give content owners increased powers and abilities to enforce the closure of websites that distribute "substantial" amounts of non-cleared content violating IPR. In January, 2012, Wikipedia / Wikimedia Norway was threatened with a lawsuit from the Nynorsk encyclopedia Allkunne after their identification of a few tens of articles violating IPR. However, the threats were ill-founded insofar as Allkunne did not observe the fact that Wikipedia acts under U.S: regulation, under provisions of Safe harbour, etc. In addition, it appeared that the most active "violator2 of IPR was a contributor who was below 18 years old. After some deliberations in the media, Allkunne withdrew their threat of lawsuit within a couple of weeks. Except from the said law revision, there are at present no visible scenaria that could materialize into relevant legal disputes.
How will you minimize these risks and threats?
  • Wikimedia Norway has strengthenes its Oversights and Electoral Committee, increasing membership to four elected officials and putting more emphasis on finding strong candidates for elected positions. Further, the General Assembly of 2012 elected a board of ten (7 + 3) members, in order to secure capacity and continuity. With the present program proposal, the main stress on resources will be substantially releaved by employing a number of full-time staff. The board is well aware of the obligations and requirements inherent in the employer and strategist role, and has communicated to the Oversight Committee that they take present constraints into consideration when selecting board candidates for the 2013-2014 electoral period.

Financials: 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. Actual year-to-date financials should be provided as close to the proposal submission date as possible.

Identify the year-to-date for which you are reporting, month/year to month/year:

  • 01/13 - 02/13 (January - February, 2013)

Table 3

Current fiscal year planned budget Year-to-date actuals Projected final amount
In currency requested In $US In currency requested In $US In currency requested In $US
Revenues (from all sources) 310,000.oo 55,360.oo 2,032.oo 363.oo 970,000.oo 173,214.oo
Spending 290,000.oo 51,785.oo 382.oo 68.oo 950,000.oo 169,640.oo

Table 3 details, if necessary:


  • The fiscal year of Wikimedia Norge shifts at January 1, which means that the current fiscal year has lasted only 7 weeks. Activity, funding and costs always take off after the Annual Assembly in April, until which the capabilities of the organisation are geared towards organizing the assembly, preparing documents, repors, etc. A formal budget will be approved by the 2013 Annual Assembly, on April 7, 2013, budgetting in retrospect for the calendric year. In addition, the Board will present a Program Budget for 2013-2014, starting July, 1. All budgets in this document are, therefore, Board recommendations.
  • The above annual funding and cost estimates are for the Budget proposal 2013 excluding WMF funding, and for final amount projections including WMF funding. Wikimedia Foundation FDC funds will be available only from July 1, i.e. during half of the entity's fiscal year. Therefore, there is budget variance between the January-January bydget, and the July-July budget, since the former includes 6 months of WMF funded programs whereas the latter includes 12 months of WMF funded programs.

Based on the variance percentages above, please describe how your entity is progressing against revenue and spending targets. If your projected final amount shows your entity to be significantly under or over target on either revenue or spending, please provide a detailed explanation.
  • The variance is impossible to estimate, because the year-to-date duration is only 7 weeks (January-February). No substantial revenues or costs have accrued during these two months, since there is hardly any cost-related activity during the 3-month planning period (q1) preceeding the Annual Assembly.

Financial, comparable year-to-date progress


Since the fiscal year runs from January 1, and year-to-date variance estimation based on only 7 weeks is meaningless, we have adjusted reporting below to the fiscal year 2012, i.e. with the y-to-d period set to 01/01/12 - 12/31/12 (January-December 2012).

Table 3b, 2012 fiscal year budget

2012 fiscal year budget
in currency requested
2012 actuals
in currency requested
Revenues (all sources) 372,500 169,677 - 54,4 %
Revenues Saami Project 150,000 0 - 100,0 %
Revenues (excl Saami Project) 222,500 169,677 - 23,7 %
Revenues WMF grants 130,000 125,609 - 3,4 %
Revenues other grants , gifts 60,000 14,742 - 75,4 %
Spending (all sources) 367,500 180.825 - 50,8 %
Spending (excl Saami Project) 217,500 157,835 - 27,4 %
Profits incl finance cost 5,500 10,620 + 93,1 %

Table 3b, details:

Based on the variance percentages above, please describe how your entity is progressing against revenue and spending targets. If your projected final amount shows your entity to be significantly under or over target on either revenue or spending, please provide a detailed explanation.
  • The variance in both revenue and spending during 2012, derives from two factors:
    • First, despite of being budgeted, the Board of directors decided not to apply for another year of public grants from the Saami Thing for the Saami Project. This was due to the fact that previous funds remained sufficed, and the Board did not priorititize to increase the Saami project activity in 2012. The bulk of the project was carried out throughout 2011 and early 2012, with only minor activity in late 2012.
    • Second, despite being budgeted, the Board of directors did not manage to attract as much independent funding and corporate gifts as budgeted. Prevously, some gifts from private and corporate donors have occured, and the Wikipedia Academy has received some external funding. In 2012, however, the Board did not have the human resources available to pursue funding and gift donations from external contributors.
  • Apart from these variances, the Board of directors has steered financials into a marginal profits, as budgeted. The actual profit in 2012 was NOK 10.620, as against a budgeted NOK 5,500. This means that reduced revenue has justified a proportionate reduction in spending. That resembles the result in 2011 (profit of NOK 3,588) and 2010 (profit of NOK 15,346). This demonstrates the fiscal control of the chapter, involving a consensus that activity being concluded each year by a marginal, positive earning for future spending.

Financials: upcoming year's annual plan


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

Please link to your detailed budget in a publicly available spreadsheet file (translation into English highly recommended) in addition to completing the tables below. Detailed budget link:



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

Table 4

Revenue source Anticipated (in currency requested) Anticipated (In $US)

Membership fees 15,000 2,680
Participation fees 15,000 2,680
Academy sponsors, gifts, etc 30,000 5,360
WMF project grants 150,000 26,800
Public funds / Saami 200,000 35,720
FDC funds 1.320,000 235,715
Total revenues 1,730,000 308,930

Table 4 notes, if necessary:

  • According to the experience from 2011 and 2012, annual funding potentials and requirements for one calendrical year will include:
    • Membership, sponsors, fees: NOK 30.000
    • Wikipedia Academy sponsorships: NOK 30.000
    • WMF grants, minor WMNO projects: NOK 150.000
    • Public grants, projects (Saami): NOK 200.000
    • WMF funds requirement, program costs: NOK 360.000
    • WMF funds requirement, paid staff: NOK 960.000
  • Total estimated annual funding requirement: NOK 1.730.000

Role/functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.

Table 5

Role / Function Number of staff Percentage of staff time*
None 0 0

*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 5 notes, if necessary:

  • There are no paid or contracted staff.

Proposed new staff and and long-term contractors for upcoming year's annual plan


Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.

Table 6

Department (e.g. Programs, Communications) Number of current staff Percentage of current staff time* Number of upcoming staff Percentage of upcoming staff time* Rationale for hiring new staff
Responsible for co-ordinating the program Wikipedia for the GLAM sector - advanced editing courses (1A). Responsible for the program Wikipedians-in-residence (3). Responsible for assisting the Board of Directors in the development of the program Professionalization of Wikimedia Norge (4). Responsible for assiting the Board in the area of communication and PR. Main responsible for assisting the Board in achieving the Strategic Plan targets on GLAM, participation, and women participation.
Responsible for co-ordinating the program Wikipedia for the GLAM sector - Heritage Here (1B) and Competitions (1C). Responsible for organizing and assisting the GLAM Technical Group, and supporting the WLM organization and setup. Responsible for the program Commons Outreach Norway (2 A-B). Responsible for assisting the Board in the Strategic Plan project for enhancement of technical platform availability of Wikipedia in Norway. Main responsible for assisting the Board in achieving the Strategic Plan targets on Natural Science and Environment, article quality, and Saami Wikipedia.

*Please include estimates of the percentage allocation of staff members and long-term contractors. 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 notes, if necessary:

  • Wikimedia Norge aims at employing two full-time staff (FTEs), with supplementary skills profiles: One candidate will work as an Outreach Program Manager among partners within the GLAM community, organizing trainings, turorial development, wikipedians-in-residence, womens participation, communication and PR. One other candidate will mainly work as a Development Program Manager with GLAM IT (Kultur-IT), the Heritage Here development, the development tasks inherent in the Commons outreach program, working with the Technical Group, organizing text and photo competitions, and work with the Natural Science and Environment communicty. This calls for selections of candidates with strong communicative and technical profiles, respectively.

Summary of staff and long-term contractor expenses


The table below summarizes expenses for the Program year, i.e. from July 2013 till July 2014.

Table 7

In currency requested In $US Percent increase
Current staff expenses 0 0
Proposed increase for current staff expenses 0 0 0
Proposed increase for new staff expenses 960,000 171,428 100
Total staff expenses 960,000 171,428 100

Table 7 notes, if necessary:

  • The total staff expences during one calendric year, i.e. for June 2013 - June 2014, would be derived from the following cost structure:
    • Salaries, NOK 400,000 gross salary per employee, including personal income tax.
    • Social and employment taxes, NOK 80,000 gross per employee, consiting of Social service tax (7,8 % of salary with a floor deduction) and Employment tax (14,1 % of salary), a total of approximately 20 % of gross salary.
    • Total staff expences for two 2 - FTEs during 12 months, are thus NOK 960,000.

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, microgranting initiatives, 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.)

The table below summarizes expenses for the Program year, i.e. from July 2013 till July 2014.

Table 8a

Program / initiative In currency requested In $US
Administration, offices 150,000 26,780
Nordic activities 20,000 3,580
Wikipedia Academy, chapter events 110,000 19,640
Wikipedia for the GLAM sector 60,000 10,720
Commons Outreach, WLM 50,000 8,930
Wikipedians-in-residence 50,000 8,930
Travelling costs 80,000 14,285
Membership fees 10,000 1,785
Saami Wikipedia Project 200,000 35,720
Total program expenses (should equal the sum of the rows) 750,000 133,930

Table 8 notes, if necessary:

  • According to cost levels, experience and current projections, annual costs include:
    • Event costs, locations, equipment: NOK 130.000
    • Traveling costs, board and chapter: NOK 80.000
    • Memberships, incl Chapters Association: NOK 10.000
    • Traveling costs, volunteers, tutors: NOK 30.000
    • Event costs Technical Group, training: NOK 20.000
    • Project costs relating to WMF grants: NOK 150.000
    • Project costs relating to public grants: NOK 200.000
    • Office space costs, one calender year: NOK 100.000
    • Accounting, IT and communication costs: NOK 20.000
    • Buffer costs outside specific projects: NOK 10.000
    • 2 FTEs, annual salary including holiday: NOK 800.000
    • 2 FTSs, social&pensions costs, labour tax: NOK 160.000
  • Total estimated costs one calender year: NOK 1.710.000
  • The market price of office space in Oslo is (2011) approximately 500 euros per square metre, per year. Including inflation, that indicates a price level of NOK 250.000 for a 50 square metres office space accommodating 2 employees and some meeting facilities. However, Wikimedia Norge will enter into dialogue with existing NGOs, semi-public entities, or other partners on office rental well below market prices, possibly with shared facilities. A cost of NOK 100.000 per annum should suffice, starting from July, 2013.
Wanganui real estate per square foot would be much cheaper search here

Summary of total revenues and expenses


The table below summarizes expenses for the Program year, i.e. from July 2013 till July 2014.

Table 9

In currency requested In $US
Total cash balance as of proposal submission 81,388 (bank excl Saami funds) 14,534
Total revenues 1,730,000 308,930
Total spending 1,710,000 305,360
Net (revenues less expenses) 20,000 3,570
Operating reserves,* if applicable

Table 9 notes, if necessary:

  • The total funding request from Wikimedia Foundation (FDC), for the Progrm Period from June 2013 until June 30, 2014, is NOK 1,320,000.oo for the full 12 months duration, broken into a funding need of NOK 660,000 in 2013, and NOK 660,000 in 2014.

Total WMF funding application, 2013-14

WMF funding application amounts Fiscal year 2013
Fiscal year 2014
Program period
Staff costs 480,000 480,000 960,000
Program costs 180,000 180,000 360,000
WMF total funding 660,000 660,000 1,320,000

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