Grants:APG/Proposals/2013-2014 round1/Wikimedia Österreich/Impact report form
Purpose of the report edit
FDC funds are allocated to improve the alignment between the Wikimedia movement's strategy and spending; support greater impact and progress towards achieving shared goals; and enable all parts of the movement to learn how to achieve shared goals better and faster.
Funding should lead to increased access to and quality of content on Wikimedia project sites – the two ultimate goals of the Wikimedia movement strategic priorities, individually and as a whole. Funded activities must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
Each entity that receives FDC funding will need to complete this report, which seeks to determine how the funding received by the entity is leading towards these goals. The information you provide will help us to:
- Identify lessons learned, in terms of both what the entity learned that could benefit the broader movement, and how the entity used movement-wide best practices to accomplish its stated objectives.
- Assess the performance of the entity over the course of the funded period against the stated objectives in the entity's annual plan.
- Ensure accountability over how the money was spent. The FDC distributes "general funds", for both ongoing and programmatic expenses; these funds can be spent as the entity best sees fit to accomplish its stated goals. Therefore, although line-item expenses are not expected to be exactly as outlined in the entity's proposal, the FDC wants to ensure that money was spent in a way that led to movement goals.
For more information, please review FDC portal/Reporting requirements or reference your entity's grant agreement.
Basic entity information edit
|Entity information||Legal name of entity||Wikimedia Österreich|
|Entity's fiscal year (mm/dd–mm/dd)||01/01–12/31|
|12 month timeframe of funds awarded (mm/dd/yy-mm/dd/yy)||01/01/14–12/31/14|
|Contact information (primary)||Primary contact name||Claudia Garad|
|Primary contact position in entity||Executive Director|
|Primary contact username||Claudia.Garad|
|Primary contact firstname.lastname@example.org|
|Contact information (secondary)||Secondary contact name||Kurt Kulac|
|Secondary contact position in entity||President|
|Secondary contact username||Kulac|
|Secondary contact email@example.com|
Overview of the past year edit
The purpose of this section is to provide a brief overview of this report. Please use no more than 2–3 paragraphs to address the questions outlined below. You will have an opportunity to address these questions in detail elsewhere in this report. Also, we encourage you to share photographs, videos, and sound files in this report to make it more interactive, and include links to reports, blog posts, plans, etc as these will add context for the readers.
- HIGHLIGHTS: What were 2–3 important highlights of the past year? (These may include successes, challenges, lessons learned. Please note which you are describing)
- Success: Wiki Loves Earth (WLE): WMAT could draw on its history and experience of conducting successful photography contests when launching the first WLE contest in Austria in May. The outcome regarding the number of uploaded files and new contributors exceeded our expectations (please find the detailed numbers in the respective programs below): WLE generated the highest percentage of new users in a photography contest so far (over 70%) and enough pictures to reach our annual goal regarding uploaded files after only five months.
- Success / challenge: Launch Open Data Portal (ODP): The launch of the ODP is both a success story but also a source for challenges and learnings. The launch itself was a huge success with a lot of support from partners, broad media coverage and a successful way to increase reach for open knowledge and the work of Wikimedia and OKF in Austria resulting in new partnerships in science, economics and politics. On the other hand we had to realize that the road to open data can be a rocky one, as it is a cultural change for the participating institutions - a change that has to be facilitated and needs more time and resources than we expected in first place. However, from today's perspective the efforts paid out: In Q1/2015 we received several hundred data sets of major partners from science and industry. Our challenge for 2015 will be to foster the use of this free data in various projects and applications.
- Succcess: WikiDienstag: "A little less conversation, a little more action please" - in the context of our social events we noticed a growing demand on the side of our community for more systematic exchange on their online work that results in more tangible results. Hence, we introduced the WikiDienstag ("WikiTuesday") to cater for these needs. After six months, the WikiDienstag meetings attract both repeat attendees and newcomers on a regular basis and address a broad variety of topics. It also proved to be a valuable testbed for new project ideas and for introducing newcomers.
- SWOT: Reflecting on the context outlined for your entity in the FDC proposal, what were some of the contextual elements that either enabled or inhibited the plan? Feel free to include factors unanticipated in the proposal.
- Strengths: Organizational strengths that enabled the plan
|“||What I particularly value about my contact with you is the feeling of always being taken seriously and of being on equal footing. I don't exactly need you as a shoulder to cry on - although I know you would also be happy to offer such an unspectacular service - but compared to other entities in the Wikiverse that is best practice (I would say).||”|
- Committed volunteers, board, staff: Although or perhaps even because we are a small chapter, WMAT is flexible and strong enough to cope with unplanned situations and conditions. In our board and also among the volunteers, we have many involved people with a very good portfolio of core skills that can be triggered if required. The spirit of collaboration between staff and board / volunteers is very good and additionally adds to this strength. In addition, WMAT has a good rapport with the community that is cherished beyond Austria in the wider German-speaking community and we constantly put a lot of thought and effort into retaining this relationship.
- Organisational effectiveness: WMAT is an effective learning organisation with a lean staffing structure and well functioning governance structures. We prioritize learning in a systematic way - within our organisation as well as within the wider movement.
- Experience: WMAT has been around for six years now and by now we are able look back on several successful programs. We built considerable expertise in free content generation, with a clear focus on quality - experience we can draw on when it comes to planning new activities. Success stories are also the best way to win new partners and / or supporters.
- Weaknesses: Organizational weaknesses that inhibited the plan
- Leadership and responsibility: Some projects suffer from a lack of responsibility and leader-/ownership on the side of the volunteers involved. This mainly concerns strategic, coordinative or planning tasks. As a result theses projects draw heavily on board and staff members which limits the overall scope of what we could achieve.
- Tech know-how: Our communities do not comprise enough tech-savvy people which can be a constraint on the scope and variety of projects we conduct. It also makes the outreach and expansion to other tech-communities in Austria difficult and slow as there are not enough people for networking activities.
- Fundraising: WMAT has not met its goals concerning local fundraising. While we have been quite successful in acquiring in-kind donations and sponsorships of programs, we had difficulties in opening up additional financial resources. The main restraints are a lack of human resources to dedicate to fundraising activities and a certain lack of expertise.
- Opportunities: External opportunities that enabled the plan
|“||For us Wikimedia Austria is the ideal intermediary between a broad community, a highly professional environment and the public administration. [...] Thank you Wikimedia Austria for the outstanding collaboration and joint shaping of Austria's digital future.||”|
— Günther Tschabuschnig, Federal Chancellor's Office, Federal ICT strategy
- Strong partnerships: WMAT has established some very fruitful, long-term partnerships with GLAM institutions (e.g. Federal Monuments Office), like-minded organisations (e.g. Open Knowledge Foundation Austria) and public administration (e.g. City of Vienna, Federal Chancellor's Office) which enable sustainable, long-term project planning and innovative initiatives (Open Data Portal) and often serve as a door opener for new projects and initiatives. In addition to the impact of the specific projects, they also contribute to a positive image of Wikipedia and Wikimedia and an increased general free knowledge awareness in Austria.
- Resources: We think that there is generally good fundraising potential in Austria, for project-specific funding as well as for general fundraising. There's also a small, but very loyal group of long-term donors, that could and should be expanded.
- Broader movement: WMAT considers the good relationships to other entities and individuals within the international movement as very valuable and beneficial. Within the German-speaking community we have strong partners in WMDE and WMCH and can use synergies to achieve common goals. Due to Austria's geographical location and history, WMAT has close bonds to Western and Central / Eastern European communities and can act as a link between these cultures.
- Threats: Risks or threats that inhibited the plan
- Reliance on partners: Many projects are dependent on partners (public administration, companies, other NGOs etc.). Their internal decision making processes influence the scope and timeframe of our projects and are sometimes hard to predict or influence. Successful projects also often depend on certain individuals in those organisations, once they leave or change their position, the projects might get a totally different dynamic.
- WIKI-FOCUS: What Wikimedia projects was your entity focused on (e.g., Wiki Commons, French Wiktionary) this year?
- German-language Wikipedia
- Wikimedia Commons
- German-language Wiktionary
- German-language Wikinews
- GROWTH: How did your entity grow over the past year (e.g., Number of active editors reached/involved/added, number of articles created, number of events held, number of participants reached through workshops)? And what were the long term affects of this growth (e.g. relationships with new editors, more returned editors, higher quality articles, etc)?
- In 2014 we managed to attract a broader audience for our services and activities in and outside of the Wikimedia community. This has positive long-term effects regarding the scope (e.g. number of media files, new initiatives in the educational sector, broader Wikimedia projects focus including Wiktionary etc.) and quality (e.g. working group for quality images) of our projects. The slight growth of our staff reflects this overall growth and the concomitant level of administrative tasks while retaining our comparatively lean management structures.
|New WMAT members:||23|
|New Wikimedians involved in WMAT activities:||17|
|New user accounts in the context of WMAT activities:||243|
|New WMAT staff:||0,5 (FTE)|
|External partners involved:||60|
(758 of which are decorated images)
|Number of people (Non-Wikimedians) we were
in direct contact with within the context of our
Reach / free knowledge awareness activities:
Financial summary edit
The FDC requires information about how your entity received and spent money over the past year. The FDC distributes general funds, so your entity is not required to use funds exactly as outlined in the proposal. While line-item expenses will not be examined, the FDC and movement wants to understand why the entity spent money in the way it did. If variance in budgeted vs. actual is greater than 20%, please provide explanation in more detail. This helps the FDC understand the rationale behind any significant changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
If you'd prefer to share a budget created in Google or another tool and import it to wiki, you can do so in the tables below instead of using wiki tables. You can link to an external document, but we ask that you do include a table in this form. We are testing this approach in this form.
Provide exchange rate used:
- 1 Euro : 1.35 US$
Table 2 Please report all spending in the currency of your grant unless US$ is requested.
- Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.
Revenue source Currency Anticipated Q1 Q2 Q3 Q4 Cumulative Anticipated ($US)* Cumulative ($US)* Explanation of variances from plan Membership fees EUR 2,500.00 20.00 400.00 126.00 904.00 1,450.00 3,375.00 1,957,50 Growing number of tardy members. Donations EUR 35,000.00 2,184.00 2,248.00 6,796.00 8,536.00 19,764.00 47,250.00 26,681.40 Less monetary donations but otoh more than 10,000 EUR in-kind donations on top of that. WMF / FDC EUR 204,000.00 119,000.00 - 85,000.00 - 204,000.00 275,400.00 275,400.00 Interests EUR - 103.00 29.00 38.00 29.00 199.00 - 268,65 netidee grant EUR 25,000.00 - - 15,000.00 15,000.00 33,750.00 20,250.00 Last instalment only arrived in January 2015.
* Provide estimates in US Dollars
Table 3 Please report all spending in the currency of your grant unless US$ is requested.
- (The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan Staff expenses (including on-costs, labour taxes, etc.) EUR 126,900.00 23,150.55 17,207.45 29,429.00 31,005.22 100,792.22 171,315.00 136,069.50 79,43 Instead of hiring a long-term contractor (coder) for the Open Data Portal, we split up the tasks and hired several short-term contractors / service suppliers. Administration EUR 23,260.00 4,706.00 6,527.00 4,779.00 11,797.00 27.809 31,401.00 37,542.15 119,56 Higher bookkeeping costs (company instead of freelancer). Two audits as we changed fiscal year to match calendar year. Community support EUR 60,000.00 3,365.00 9,114.00 18,326.00 9,798.00 40,603.00 81,000.00 54,814.05 67,67 cost savings in the community budget after cut in funding, in-kind donations Free content generation EUR 52,000.00 8,818.00 8,440.00 23,548.00 13,811.00 54,617.00 70,200.00 73,732.95 105 Reach / Free knowledge Awareness EUR 29,300.00 4,466.00 124.00 352.00 4,059.00 9,001.00 39,555.00 12,151.35 30,7 Many activities were sponsored by in-kind donations. Organisational development EUR 11,100.00 2,641.00 1,319.00 1,707.00 6,868.00 12,535.00 14,985.00 16,922,25 113 TOTAL EUR 302,560.00 47,146.55 42,731.45 78,141.00 77,338.22 245,357.22 408,456.00 331,232.25 81,10 see above
* Provide estimates in US Dollars
Progress against past year's goals/objectives edit
The FDC needs to understand the impact of the initiatives your entity has implemented over the past year. Because the FDC distributes general funds, entities are not required to implement the exact initiatives proposed in the FDC proposal; the FDC expects each entity to spend money in the way it best sees fit to achieve its goals and those of the movement. However, please point out any significant changes from the original proposal, and the reasons for the changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
Free content generation
Reach / free knowledge awareness
Lessons learned edit
Lessons from the past edit
A key objective of the funding is to enable the movement as a whole to understand how to achieve shared goals better and faster. An important way of doing this is to identify lessons learned and insights from entities who receive funds, and to share these lessons across the movement. Please answer the following questions in 1–2 paragraphs each.
- 1. What were your in the past year, and how did you help to achieve movement goals?
- WMAT established a good basis for inter-chapter cooperation on volunteer support with the other DACH chapters and supports the formation of an international network in the broader movement in order to foster participation in Wikimedia projects.
|“||When these youngsters have taken part in such a workshop they afterwards know how Wikipedia articles come into being and who works on them. [...] Their access to and handling of this new type of freely accessible knowledge have thereby changed. [...] I would like to say that I am personally very grateful for all experiences obtained in the course of the Wiki school projects because I myself have overall learnt a very great deal. For me Wikipedia is not just give, but also take and the ability to receive - not a one way street.||”|
— Roland Fischer, Religion Teacher and School Homepage Webmaster
- In 2014 there was a huge increase in educational initiatives, comprising schools as well as universities and different types of events from workshops to panel discussions. There is a dedicated team of Wikimedia volunteers and the response on the side of potential partner organisations was very promising. WMAT could also expand and intensify its network with partner institutions and multipliers in this field in the wake of major projects such as the Open Data Portal and the Open Science Event - most prominently the Austrian Science Fund FWF which sponsored our activities with approx. 10,000 EUR (financial support and in-kind donations). We think that successful education projects are a great way to reach free knowledge awareness and hence plan to develop our activities in this field.
- 2. What were your in the past year (e.g., programs that were not successful)?
- Establishing the planned expert network proves to be difficult for various reasons: One idea was a cooperation on World War I topics which did not have a lot of resonance in our community and also because the one committed scientist whom we could recruit couldn't convince his colleagues to participate so far. Another idea was an expert group on Austrian law topics with law students from the "Wikipedia meets University" event in March - but the initial enthusiasm of the students faded away when the exam stress kicked in, before there was a productive outcome. However, in early 2015 the University of Vienna got back in touch with us and we are currently evaluating the best way to continue our work from last year and how to take it to the next level. In addition, we could recruit experts for our "Denkmal-Cup" edit-a-thon on Austrian monuments in December, thanks to our long-standing partnership with the Federal Monuments Office.
- The end of the toolserver was a challenge for many of our projects, as there are not many tech volunteers in Austria who can contribute to providing alternatives. The low interest in our Wikimedia Hackathon scholarships is another indicator for this lack. WMAT responds to this with various measures: introducing a tech committee for more systematic needs assessment and collaboration, paying a contractor to support volunteers with the most urgent tech problems and activities (e.g. an event in Q3/Q4) to expand and network our community by reaching out to like-minded tech communities. However, it is a slow process and it will take some time for these measures to show impact. Also, the tech committee hasn't really taken off so far - probably also an indicator for the current lack of active tech volunteers.
- 3. What (organizational, environmental) enabled your success?
- We intensified our collaboration in the day-to-day operations with the DACH chapters (WMDE, WMCH) this year. This not only has this positive effects on our main strategic area community support where most of the collaboration takes place, but also on outreach activities on common goals, such as the Open Science event on the MS Wissenschaft in September.
- In 2013 we spent a lot of time and effort to set up and plan our organisational structure and processes carfully. The groundwork paid out in 2014 and enabled a smooth staff transition process.
- The WMAT office in Vienna was established two and a half years ago, a staff member dedicated to community support has been in place for roughly two years. The positive results of these services on sustaining a healthy Wikimedia community in Austria become increasingly apparent. The office is not only a workplace for staff but became a networking hub and a center for community life and is being regularly used for meetings, informal gatherings and spontaneous visits from Wikimedians from Austria and abroad. Our community manager's services are appreciated, attract new volunteers and volunteers who have formerly not been very active in chapter activities (which also widened the scope of our activities on additional Wikimedia projects like Wiktionary) and results in a higher level of systematically planned and documented volunteer projects.
- 4. What did you encounter and how did this affect what you were able to accomplish?
- Staff transition: We knew that our Community Manager would continue his studies at some point but it happened a bit earlier than we expected and it turned out that a part-time solution was not an option. Hence, we had to find a new Community Manager in the midst of a process of administrative upheavals and while preparing our 2013 impact report. The challenge was to find a suitable person, preferably with a community background by conducting a careful selection process. The process took time and resources in no small measure in the first quarter but we are glad that we managed a seamless transition that enabled our leaving Community Manager to break in his successor and thereby ensure the transfer of tacit knowledge about our organisation and processes. In November 2014 we decided to hire an additional part-time Administrative Assistant in order to reduce workload for existing staff and allowing them to focus more on strategy / programs. From today's perspectice we are happy with the outcome of the transition processes of 2014 and we are confident to have a strong and efficient team in place that entertains good relationships with the board and wider community and that is all geared-up for the challenges to come.
- Conflict with annual fundraiser: During last year's Wiki Loves Monuments edition, the WMF fundraising campaign took also place in Austria. For us this was very unfortunate as for the second half of the contest we had to share banner time on the Wikimedia projects with the fundraising banners, at some points their share had to be 100 %. Our statistic shows that this had considerable impact on the upload figures and WMAT ended up having less pictures than last year and most probably less than we could have achieved without the fundraising campaign (and probably also fewer new users). Even worse though was that the limited banner time also conflicted with our joint activities with the Federal Monuments Office for the Austrian heritage day. This partnership is very important for us and having to explain the difficulties we had this year because of the fundraising campaign put us into a very uncomfortable position with our partner. Things might have been a bit easier, if we had been informed about this in advance. By the time we were notified the contest was already up and running - website, printing materials, press releases posters couldn't really be adapted or changed anymore (as one suggestion of the fundraising team was that we should change the duration of the contest). For 2015, it will be absolutely necessary from our perspective to start a conversation early to coordinate the timing of both campaigns in order to avoid a similar conflict.
- 5. What are the that other entities can learn from your experience? Consider learning from both the programmatic and institutional (what you have learned about professionalizing your entity, if you have done so) points of view.
|“||I think a mutual trust has grown in recent years, which one seldom finds when volunteers and employees work together. In most cases it is rather envy that is the foreground, something that one doesn't find here.||”|
- Building trust: Establishing an office and hiring staff can be an opportunity to foster trust among the various stakeholders of an organisation. To achieve this communication is key:
- communicate on eye level with all stakeholders
- be appreciative
- act and make sure to be perceived as a neutral authority
- ask for opinions on big and small matters
- be pro-active in your communication (e.g. what you do and why)
- give context for your actions
- be accessible and responsive
- Building on strengths: Where people are passionate about what they are doing, great things happen. Projects should build on the strengths and passions of the respective volunteer communities and be complemented where necessary:
- encourage volunteers to take over responsibility or try new things but don't force or expect it
- assess in advance which skills are needed and who can bring them in (volunteers, board / staff members, external service providers)
- projects which mainly depend on paid staff / external help may not be viable in the long run or will need special funding
Lessons for the future edit
The Wikimedia movement grows as each entity in the movement reflects and adapts its approaches to changing needs and contexts. The questions below encourage you to apply your thinking in the sections above of "how well have we done" and "what have we learned" to the development and execution of future organisational and program strategies. The questions below can be informed both by your own entities' learnings, as well as the learnings of other movement entities (e.g., adding a new program that appears to have caused significant impact in several other countries or communities).
- 1. What organisational or program strategies would you continue?
|“||I value your opinion very much and also appreciate that WMAT always lends an ear to community members. I can only recommend that everybody accept this, the WMAT office's offer, as an interface between community members and the chapter. [...] I have likewise noticed that ideas that we bring to the table do not merely undergo a standard assessment, but are rather developed further in a very concrete manner. One has the feeling that you watch out for "your" people!||”|
- We are aiming at designing WMAT to be a learning organisation with effective processes which is not dependent on certain individuals in board and staff (bus factor). To achieve this, we introduced two new components to our strategy procedures in 2014:
- Both strategies have been proven quite valuable and effective so far and will be continued.
- See also: Community PlanningLab
- 2. What might you change in organisational and program strategies in order to improve the effectiveness of your entity?
- WMAT's current mid-term strategic plan was created in 2012. We are currently revising and updating the plan for the next three years and we are incorporating the learnings we gathered with the last plan into this process:
- Firstly, as a result of the data we gathered during the past two years, there will be clear baselines as a starting point for our mid-term goals that were missing in the last strategic plan.
- Secondly, we will produce a vision and mission statement for WMAT which hasn't been done systematically before and which will serve as a foundation for the strategic plan. It aims at leading to a clearer understanding among all our key stakeholders of what we want to achieve as an organisation.
- 3. Please create at least one learning pattern from your entity's experiences this year and link to it here.
Stories of success and challenge edit
Of all the accomplishments highlighted through this report, please share two detailed stories: one story of a success and one story of a challenge that your entity experienced over the past year in a few paragraphs each. Provide any details that might be helpful to others in the movement on the context, strategy, and impact of this initiative. We suggest you write this as you would tell a story to a friend or colleague. Please refrain from using bullet points or making a list, and rather focus on telling us about your organisation's experience.
Case study: success edit
- Photography projects and support
|“||The greatest added value of the chapter provides for me is the financial and organisational support it gives to Wikimedia project authors to enable them to provide fantastic contributions on a volunteer basis. The best example of this is WMAT's comprehensive photographic equipment, which barely anyone of us could probably voluntarily afford to purchase in this form. It is frequently only possible to deliver content in the quality which we, in the meantime, have become used to, because of the provision, by WMAT, of this photographic equipment, of high quality, though expensive specialist literature and support with travel expenses for the journeys to events and places which need to be processed for Wikipedia.||”|
- Over the last years Wikimedia Austria built considerable expertise in free content generation, with a clear focus on quality and usage. Since the start of these activities some years ago and as of March 26th, 2015, 142;285 media files on Wikimedia Commons were supported by WMAT. 22;257 distinct files (15.64 % of all files supported by WMAT) are used in the main namespace of Wikimedia projects. In 2014 we overachieved our goals both regarding the quantity and quality of the content we aimed to generate. An important pillar of this success are the services we provide for our photography community which have been continuously developed, refined and expanded over time to meet the requirements of our volunteer work as best as possible.
- What did we do?
- WMAT systematically expanded its support comprising all the essential stages of free content production: workshops to build skills among volunteers to generate high quality material (photography and post-processing workshops on various topics), providing and coordinating a pool of high-end equipment, helping with accreditations and travel reimbursements for photography projects, photography contests, providing suitable software for post-processing to improve the quality of images, introducing a systematic procedure for following up on improper use of our media files by third parties, help and advice on how to work on Commons and how to apply free licences.
- How did we do it?
- As always, the resources we provide alone would not have the same impact without carefully creating suitable social dynamics to accompany these initiatives. This means that all our services are created in close cooperation with our community. We consult our volunteers concerning new ideas and what they need (i.e. regarding training or equipment) and constantly evaluate the procedures and outputs together with the photographers. This creates a sense of ownership for the projects among volunteers and results in more efficient processes and better outcomes. Most of this happens in direct on- and offline contact between the volunteers and staff and/or board members. When addressing new challenges (e.g. shifting the focus on quality, as we did in 2014) we also develop solutions together with our photography community instead of imposing measures on them. In this case the idea to focus on post-processing came from a volunteer, who suggested to introduce the sponsorship of suitable software. He then made himself familiar with the software (Lightroom and Photoshop), passed on the knowledge to other interested photographers and build a small group of volunteers who collectively work on improving WMAT content on Commons.
- What can others learn from this?
- Like many of the things we do, this approach builds on the close (often personal) contacts and relationships within the relatively small Austrian community. However, we think that the general approach is scalable for larger communities. Finding ambassadors to work on challenges and the development of similar programs and collaboratively creating standard procedures for common tasks and challenges can create snowball effects across bigger communities or vaster geographical areas. In this case an organisation / chapter would coordinate with ambassadors of subgroups rather then all individuals.
Case study: challenge edit
- Digitalization of historic literature with the Federal Monuments Office
- In cooperation with the Federal Monuments Office we started a project to digitalize historical literature in 2012. With the help oft wo large-format scanners sponsored by WMAT and WMDE, one of our volunteers worked on digitalizing the nineteenth-century holdings of the Federal Monuments Library in order to make it freely available via Wikimedia Commons. However, in 2014 the project came to a hold.
- What happened?
- While working on the results of the digitization project, this volunteer and others realized, that we do get a lot of new and very interesting material, especially given our year lasting efforts to enhance the historical contents since the beginning of the cooperation with the Federal Monuments Office. But at the same time we found out that we have no or very little success in getting new authors for such activities, i.e. beyond Austria, across the communities in the German-language Wikipedia, we are losing more people than we attract at the same time. Without a sufficient number of authors however, we cannot prepare all this material for articles in Wikipedia in the long run - which was the main goal of these activities.
- Therefore, in the end of 2013 two volunteers started some new education initiatives, in addition to a new Wiki as a platform (RegioWiki) for beginners (established and financed by the volunteers themselves) in order to find new ways to teach wiki skills to newbies. The background is that editing for beginners in the German-language Wikipedia seems almost impossible sometimes, due to an extreme unfriendly climate. Because of his good contacts to schools and universities and his presentation skills, the volunteer who was in charge of the digitalization project was heavily involved in these activities which consumed a lot of his volunteer time. As a result, he had to cut back his engagement in the Federal Monuments Office and finally put in on hold. However, the extent of the educational activities was not apparent in the beginning, hence it was rather a slinking process. This had an effect towards the communication with the Federal Monuments Office, as the altered conditions of the collaboration were not communicated clearly at first.
- What did we do?
- As the scanners are permanently based in the Federal Monuments Office and occupy office space there we had to decide how to proceed with the projects and took all options into account. In a first step, we discussed the matter in-house with all the relavant stakeholders (volunteer, board representative, staff) in order to come up with options and an action plan we could offer our partners in the Federal Monuments Office. We came up with a timeline for the rest of the project that took the multiple responsibilities of the volunteer into account. In a next step, the plan was discussed and agreed upon in a joint meeting with the Federal Monuments Office.
- What can others learn from this?
- Many organisations face the situation that the responsibility for many projects is lying on the shoulders of just a few very active unpaid volunteers. For the volunteers as well as other stakeholders in the projects it is not always easy to detect when the workload becomes too much in a timely manner. Hence it is important to incorporate this question in the risk management of new projects that should be addressed in the planning phase as well as continuously during the execution of the respective projects.
Additional learning edit
- 1. What are some of the activities that are happening in your community that are not chapter-led? What are the most successful among these, and why?
- Portal Austria community: According to the Portal Austria in the German-language Wikipedia (cf. de:Portal:Österreich/Neue Artikel/Archiv 2014), 2407 new articles on Austrian topics were written in 2014. The Austrian community plays a non-negligible role in the German-language Wikipedia despite the fact that the “big neighbour“ Germany has 81.9 million inhabitants whereas only 8.6 million people live in Austria. An indicator of the disproportionately high share of Austrian contributions is the overall number of articles on Austrian topics compared to articles on German topics: it’s about 84,000 to 505,000.
- 2. Provide any links to any media coverage, blog posts, more detailed reports, more detailed financial information that you haven't already, as well as at least one photograph or video that captures the impact your entity had this past year.
Media coverage (mostly in German):
- Museumsinfoblatt OÖ: RegiowikiAT – Ein neues Onlinelexikon stellt sich vor
- kurier.at: „Wiki Loves Monuments“: Mit Wikipedia quer durch Österreich
- APA/OTS: Preisverleihung Fotowettbewerb „Wiki Loves Monuments“
- Digital City Wien: 1. Open Data Portal Community Treffen
- meinbezirk.at (Innsbruck): 28. September ist Tag des Denkmals
- meinbezirk.at (Salzburg): Tag des Denkmals: “Illusion”
- NÖN.at: Vom Marterl zum Schloss
- DataMaps.eu: DataMaps.eu SVG-vorlagen auf dem Open Data Portal
- ORF.at: Wikipedia attackiert „Recht auf Vergessenwerden“
- wien.ORF.at: Mehr Daten für Handy-Apps
- monitor.at: Daten als Rohstoff – aus der Community für die Community: opendataportal.at geht online
- Die Furche: Überblick im Datendschungel
- Binatang: Open Data Portal – Ein Datenbuffet für jedermann
- netzwertig.com: Samstag App Fieber: Open Data Portal, Zentrales Fundbüro, Zug-Erstattung
- Format: Österreich auf dem Weg zum besseren Google Maps
- Ö1 – Wissen Aktuell: Open Data Portal für Österreich
- science.ORF.at: Online: Open Data Portal Österreich
- ePSIplatform: New Open Data Portal for Non-Governmental Data in Austria
- WKO.at: WKÖ-Bundesspartenobmann Bodenstein: Neues Open Data Portal als Tool auf dem Weg zu Innovationen
- Rathauskorrespondenz: Frauenberger: Open Data startet durch
- Werbeplanung.at: Open Data Portal Österreich ist online
- APA: Open-Data-Portal für NGO-Daten ab sofort online
- derstandard.at: Open Data Portal für Nichtregierungsdaten gestartet
- it solution: Open Data Portal Österreich gestartet
- APA/OTS: NEOS als erste Partei mit dabei – Launch des Open Data Portal Österreich
- Futurezone: Open Data Portal Österreich gestartet
- DigitalChampion.at: Start Open Data Portal Österreich
- Tiroler Tageszeitung: Open-Data-Portal für Nichtregierungsdaten ab sofort online
- Wiener Zeitung: Open-Data-Portal ab sofort online
- wien.at: Open Data Portal Launch am 1. Juli 2014
- Ö1 – Matrix: Wikipedia: die schweren Jahre
- Blaulicht: Wikipedia und die Feuerwehr
- Dolomitenstadt.at: Wikipedia auf der Suche nach Naturdenkmal-Fotos
- Heute.at: Wikipedia lockt mit Preisen zum Austro-Foto-Bewerb
- adv.at – Arbeitsgemeinschaft Datenverarbeitung: Open Data Portal Österreich
- CREDO: Wikipedia und die Feuerwehr: Was zu beachten ist
- derStandard.at: Wikipedia gastiert am Wiener Juridicum
- Die Presse: »Austropedia« wächst über sich hinaus
- unwatched.org: EU-Konsultation: Das Urheberrecht mitbestimmen!
- derStandard.at: Denkmallisten erhalten Geodaten
- ORF NÖ: Wikipedia: Autoren aus Niederösterreich
- 2013 financial statement (in English)
- Annual report 2013 (in German)
- Minutes WMAT general assembly 2014 (in German)
- Good governance report 2014 (in German)
- Activity report for 2014 (in German)
- Community survey results (in German)
- WMAT on Facebook (in German and English)
- WMAT on Google̟ (in German and English)
- WMAT on Twitter (in German)
- WMAT YouTube channel
- Monthly reports on Meta (in English)
Is your organization compliant with the terms defined in the grant agreement? edit
- 1. As required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.
- No major deviation from the proposal, except a staff growth of 0,5 FTE in the last months of 2014 (please see our 2015 proposal for more details) and no part-timer for the ODP project (please see table with staff expenses above).
- 2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".
- 3. Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".
Financial information edit
- 1. Report any Grant funds that are unexpended fifteen (15) months after the Effective Date of the Grant Agreement. These funds must be returned to WMF or otherwise transferred or deployed as directed by WMF.
- No unexpended FDC funds.
- 2. Any interest earned on the Grant funds by Grantee will be used by Grantee to support the Mission and Purposes as set out in this Grant Agreement. Please report any interest earned during the reporting period and cumulatively over the duration of the Grant and Grant Agreement.
- Please see table 2 above.
Once complete, please sign below with the usual four tildes.