Grants:APG/Proposals/2013-2014 round1/Wikimedia CH/Proposal form
Overview of grant requestEdit
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. Please also include the total amount requested in US$.
- Closer to the Wikimedians, closer to the Wikimedia Projects is our goal for 2014.
During the State of the Chapters session of the last Wikimedia Conference, we emphasized that what Wikimedia CH is lacking the most is time, and in 2014 we are buying time. By increasing the staff, and especially increasing the time of staff available for the communities, we want to increase the support offers for Wikimedians, and have more impact on Wikimedians lives and the Wikimedia projects. In 2014, we will focus on 4 main programs: Community Support, Education, GLAM and Offline. In addition, we will have a thematic program around the topic of the Alps and an Association development program. We decided to focus on the communities, and the topics we are good at: GLAM, Education and Wikipedia Offline. In all these programs, we will have the goal to find new contributors to the Wikimedia projects. The Offline Dissemination program is an all new program. After years of supporting financially the development of Kiwix, we decided to go a step forward, and dedicate a project manager to the dissemination of the Offline Wikipedia. As it has been stated by Asaf Bartov at the last Wikimania, before starting to build an editor community, we need to have a strong basis of readers. One of the missions of the Offline program will be to collaborate with other chapters or user groups to create readers community in countries where we need to build an editors community. Some Wikimedia CH members have historically good connections to Africa (Ghana, Cameroon, Mali, South Africa, etc.), and we will valorize these connections by starting offline programs in those countries. But we will also develop partnerships with Wikimedia Canada, Indonesia or Australia to do outreach in indigenous populations. This year, Wikimedia CH is requesting 500'000 CHF to the Fund Dissemination Committee to cover 55% of our annual budget.
|Organization information||Legal name of organization||Wikimedia CH|
|organization's fiscal year (mm/dd–mm/dd)||01/01-12/31|
|12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)||01/01/14-12/31/14|
|Contact information (primary)||Primary contact name||Charles Andrès|
|Primary contact position in organization||Chief Science Officer|
|Primary contact username||Chandres|
|Primary contact email@example.com|
|Contact information (secondary)||Secondary contact name||Patrick Kenel|
|Secondary contact position in organization||President ad interim|
|Secondary contact username||Pakeha|
|Secondary contact firstname.lastname@example.org|
*Timeframe should ideally be for a 12 month period that begins after the FDC decision.
Currency requested: CHF
- 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): 1
- Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
|Total annual expenses of organization||904 824||904 824|
|Amount proposed to the FDC for the coming year's annual plan||500 000||500 000|
|Amount to be raised from non-FDC sources||404 824||404 824|
|If applicable, amount of FDC funds allocated to organization last year||362 000||362 000|
- Based on the funding amount you are requesting, what is your entity's proposed rate of growth in budget since last year? Please explain your entity's rationale if your proposed budget will increase this year:
- In 2014, both our budget and the amount requested from the FDC increase by 37%. In comparison to the 2013 initial budget, this increase is mainly due to a staff increase in 2013 and, to a lesser extent, in 2014. In 2013, we have learned two important lessons:
- We need more day-to-day contacts with our members, and for this reason we recruited two Community manager/community liaison (German and Italian speaking) in 2013, whose role is to support the community. Since our association covers three large language area, with communities very active in several wikimedia projects, this requires more staff. However, we have benefited from a work culture where part-time jobs are possible, which made it possible to hire part-time positions.
- Our first CAO left us after one year. We learned a lot from our debriefings with her at the end of the contract. One of our best solutions was to recruit a tandem of directors, one from inside the Wikimedia Movement and one from outside the movement, each with well-defined areas of competences, working closely together and with the Board (note that despite the title of "directors", they will not simply delegate the day-to-day work to other employees, but will actually perform most of it).
- These hirings happened during 2013, and thus did not require funding for the full year, so that there was no overall increase in our 2013 budget. However, they have an effect on the 2014 budget, even though they do not represent new hires.
- Staff increase in 2014 is much more limited; it includes only two part-time permanent positions (30% for Education programs and a 50% administrative assistant), and one short-term position (a 1 year project manager for a dedicated program, the Offline Dissemination Program).
- The evaluation of the activity rate of each or our staff in 2014 is available here.
- We believe that this basic staff structure is very efficient, and provides a sustainable framework for limited growth in future years.
Note the FDC Framework funding guidelines on the rate of growth of year-over-year FDC allocations. These guidelines relate not to an entity's overall budget, but rather to movement resources (that is, what the entity received through FDC allocations or grants or what the entity retained via payment processing in the prior funding cycle).
Background, history, and missionEdit
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?
- In 2006
- What is the mission of your entity, and how does it support the strategic priorities of the Wikimedia movement (infrastructure, participation, quality, reach, and innovation)? We note that Wikimedia movement priorities will be interpreted and addressed differently in each context.
- Wikimedia CH - Association for the advancement of free knowledge is a non-profit association aimed to support the free dissemination of knowledge in Switzerland, including projects hosted by the Wikimedia Foundation
- What is your current leadership structure (e.g., executive staff structure, board / governance structure)? Please explain how budgets are managed and programs are executed between board and staff.
- Board of 6 members, 4 staff, 1 Chief Information Officer (contractor), thematic Working Groups (volunteers)
- If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
- Today we define membership by requesting to join the association and by paying the membership fees. We now have 264 members (individuals and institutions)
- 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 serve?
- The "role" of most of the Wikimedia CH volunteers is being Wikimedians and editing on Wikimedia projects. Today less than 20 volunteers participate in programs, discussions about the developement of the association. But 20 other volunteers conduct real life activities like meet-ups or going to an event to document it.
- How do you know what the members of the community / communities you serve (including chapter members and broader online volunteers) need and want? How does this influence your strategic planning and decision-making?
- We hired two community managers this year, and their mission is to create contacts with all our members and all Wikimedia community members in Switzerland. This year it especially changed our way to create the annual planning, we tried to get as much feedback as possible from community members about programs. The main goal of the leadership structure (Board + staff) is to narrow our programs around our members' needs. That doesn't mean that we're reducing activities to the ones the volunteers want to participate in only, but that we want those that belong to Wikimedia CH's mission according to the members' feeling.
Reflection on past activities and innovationsEdit
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"?
- WMCH defines success by the increase of the credibility of our chapter in and out of the community, in order to increase the number of:
- members the chapter has
- new Wikimedians contacting Wikimedia CH to get support
- new or potential editors
- new institutional partners (funders, GLAMs, schools, etc.)
- capacity to build on the result of a project to improve it or create a new one.
- Please give at least three examples of successful programs or activities that your entity has completed, and explain why they were successful. If available, provide links to information.
- Wikipedia in jail: this project aims to provide access to Wikipedia offline for prisoners. The first successes are:
- adoption by a prison
- successful collaboration between a volunteer and staff
- creation of new opportunities for the same type of projects
- possibility to extend the first partnership to the education program of the prison, and then gaining new editors
- Digitization of the Neuchâtel Herbarium: the first aim was to increase the number of quality pictures for dried pressed specimens of Swiss plants, but the success is more than just that, it's:
- more than 70'000 pictures ready to upload
- 13 students involved
- a 30'000 CHF grant received from the Lotterie Romande
- a civilian servant who created an info-graphic for the digitization process, and another one who optimized the ergonomy of the work station
- the inclusion of the valorization of the pictures in the scope of the Botanical course for second-year Bachelor students in 2013/14
- Wikip/media workshops
- Swiss Wikimedians have a great record of giving successful workshops on Wikipedia and the Wikimedia world in general. In September we had our first "workshop on workshops" with 7 German-speaking Wikimedians and the community manager that will lead to an increase in coordination.
- What are the plans/strategies that did not work for your entity in the past? What did your entity learn from those experiences? What changes were made after learning from these experiences?
- We haven't been able to implement the EduWiki conference as planned because of challenges with our partners at the educational institution we wanted to involve. However, the good news is that we were in contact in the meantime with a very big student association (Oikos) at the University of St. Gallen and we will be part of their conference in November. At the end it will cost us something like 10 fold less, but with the assurance to reach a lot of students. This association is also interested in organizing with us a Wikipedia Day conference in 2014. At the bottom line, we have cancelled a conference in 2013, but we are confident to win one in 2014 in cooperation with an important student network. Furthermore we learned that it takes time to cooperate with Swiss universities due to their rather traditional and conservative way of acting in the area of new social phenomena. This experiment confirmed us that it's not always good to force things to happen. What's important is to identify if the challenges can be overcome AND the result will be actually good. Overcoming a problem is not a result in itself, to be a success, this needs to open doors for further actions.
- Some projects planned in 2013 have been postponed to 2014. Most of our 2013 projects were proposed by volunteers and were ambitious. We lacked a good balance between small initiatives that are easy to realize and big initiatives that need continuous efforts. We learned that before proposing an activity, we need to identify the points that can block the process, and prepare solutions. For the 2014 annual plan, this resulted in evaluating the staff time needed for each action individually.
- So far we haven't been able to produce the desired “GLAM partnership protocol tool” to balance staff and volunteer capacity in order to manage GLAM partnerships efficiently. The main point is that GLAM strategy is continuously evolving and it's hard to fix rules. As an example, the probable availability of the GLAMWiki Toolset made us change our mind from "only few partnership at a time" to "being able to answer to a high number of GLAM requests".
- What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
- Last June, we innovated by having the first "Wikipedia workshop for seniors and juniors". The Cyberthé in Neuchâtel is an activity organized by a local association. It wants to promote intergenerational collaboration and help 16- to 18-year old youths in scholar difficulties. Seniors (55+) are given computer help by these youths. The experiment was such a success in June that we are expanding it this academical year. We started with some Wiki Loves Monuments afternoons. In October, we will have four days called "Editing Wikipedia" for the teenagers. Next spring, we will start a new series of Wikipedia workshops for the seniors, and this time they will be teached by the youths. We will extensively document this experiment for the Wikipedia Education Program.
Please link to the following to provide supplemental information to the FDC:
- How does your entity share its work with your community and with the wider Wikimedia movement? For instance, publishing case studies on Meta, blog posts, newsletters, speeches at conferences, etc.
- monthly newsletters
- Blog post on WMF Blog, plan to have at least 6 per year
- in Education and GLAM newsletter
- in the Kurier
- On WIkipedia in the Portal Switzerland
- Link to most recently completed fiscal year annual plan
- Link to most recently completed fiscal year annual report and financial report
- Link to most recently 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
Key programs / initiatives and objectives of the upcoming year's annual planEdit
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.
Finally, please also note which programs are the entity's priorities.
A thematic approach:The AlpsEdit
Additional context for the upcoming year's annual plan / SWOTEdit
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)?
- Staff/board with wide culture in Swiss local association and Wikimedia Movement
- Experience in Programs (Education/GLAM/Offline)
- Skilled and motivated volunteers
- Fundraising experience (both WMF and Swiss)
- What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
- GLAM institutions raising their awareness for collaboration with online/digital partners
- Wikimedia projects are well known in Switzerland and Wikimedia CH's brand is considered like a strong and valid brand
- High demand from education world for Wikip/media trainings
- 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)?
- Decreasing community participation
- Transitional period (more staff members and split of competencies) connected with an internal re-organization
- Governance challenges
- How will you minimize these risks and threats?
- Involve the community into projects of WMCH - from the first moment on! Support the community in projects where there is already a lot of enthusiasm and motivation.
- More control and monitoring and strongest governance
- External Governance specialist will be consulted to validate governance rules (COI policy for example)
Financials: year-to-date progressEdit
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, 01/01/2013 to 31/08/2013:
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) 501,710 CHF 501,710 445,048 CHF 445,048 500,000 CHF 500,000 Spending 658,710 CHF 658,710 277,900 CHF 277,900 550,000 CHF 550,000
Table 3 details, if necessary:
- 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.
- for details analysis, please consult our quarterly report, especially to have the latest figure about expense https://meta.wikimedia.org/wiki/FDC_portal/Proposals/2012-2013_round1/Wikimedia_CH/Progress_report_form/Q2
In term of revenue, we are progressing accordingly to the plan, but in fact the source are not exactly those expected, we actually have lot more incomes from direct fundraising, and less by sponsors of Swiss grant. This last point is easily explainable by the cancellation of the Eduwiki conference, an events that should have been a major source of sponsoring.
The expense looks under the plan, but we had for exemple almost no scholarships reimbursed before august 31, whereas we supported 10 wikimedians to attend Wikimania. We also distributed scholarships for the Wikicon of the Diversity conference later this year. The projected final amount for spending is lower than expected, it's explained by some projected postponed to 2014 (wikiVillage or the Living traditions for exemple), or later this year like the updating of Wikimini media wiki.
Financials: upcoming year's annual planEdit
Please note that the FDC staff is currently exploring alternatives to wikitables for financial information. This issue will be addressed by the time the proposal creation tool is launched on September 1, 2013. 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: https://members.wikimedia.ch/images/d/d1/Wikimedia_CH_2014_budget_.pdf
- What other donors support your work through grants beyond those in the Wikimedia movement? If your entity does receive funding from other donors, please list a contact person. Note that the donor's contact details can be sent directly to FDCsupport@wikimedia.org if you prefer not to publish it here.
Note that the FDC staff may contact these donors.
- In 2013 we received a 30 000 CHF grant from the "Loterie Romande" to complete the second phase of the digitization of the Neuchâtel Herbarium
- What are your entity's plans for achieving long-term financial sustainability?
- We want to increase the part of "non FDC" funds to at least 25% of the activity cost in 2014 (Salary are often not included in grant opportunities in Switzerland), 50% in 2015, and 50% of the overall budget in 2016.
Switzerland has a lot of opportunities for grants. Over the last years we have only partially used these resources. Starting in 2014, we plan to fully exploit these opportunities. It is one of the rationales behind the overall increase of the staff in 2013 and 2014. Wikimedia CH was lacking time to look for alternative funding, an important part of new staff duties is to find new sources of revenue. One example is the providing of for-fee services in Switzerland, but also the support for Wikimedians to get grants from Swiss funders.
Please list anticipated revenues, by source (e.g., FDC, Wikimedia grants programs, grants from institutional donors, public funding, membership fees, local donations, event fees)
Revenue source Anticipated (in currency requested) Anticipated (In $US) FDC 500,000 500,000 Internal Fundraising via Wikimedia.ch 50,000 50,000 Members fees 12,000 12,000 External fundraising 100,000 100,000 Trainings 15,000 15,000
Table 4 notes, if necessary:
Current entity staff and long-term contractorsEdit
Role/functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.
Role / Function Number of staff Percentage of staff time* Chief Administrative Officer 1 80% Chief Science Officer 1 100% Community Manager 2 50% Chief Information Officer 1 60%
*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:
- The Chief Information Officer is a long-term contractor, the contract include not only work time, but also the servers, and the maintenance service.
- Our new Chief Administrative officer will start November 1st
Proposed new staff and long-term contractors for upcoming year's annual planEdit
Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.
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 WMCH will provide courses in several schools and universities from 2013. The demand is really high and in Switzerland we have the specific situation that a lot of schools have a budget for such courses. We expect that in 2014 the incomes created by the Education program will be at least equal to the salary of the 30% position. We will not hire a new person but raise Muriel Staub's activity rate to 80%.
Muriel is experienced in the area of higher education: She has worked for the Leuphana University in Hamburg (Germany) as assistant to the Executive Vice-President and has gained insights into the structure and the operations of a higher education institution. When Muriel returned to Switzerland she worked for three years in the Education Team of Apple, where she established some cooperations in the education sector. She built a strong network into universities in the German-speaking part of Switzerland and worked together with students organizations - two assets that will be of great value to Wikimedia CH. Already back in March, when the Board decided to hire Muriel, her strong and broad skills in the education sector were of great interest due to the potential of this "market" in Switzerland. With the intended increase of her activity rate, the Wikimedia CH Education team will hopefully cover Universities and Applied Sciences in the two main languages of Switzerland - and English on top of that.
This year we are using a contractor for our accounting, costing us 24'000 CHF per year for the equivalent of a 20% position. We have done the analysis that while the accounting is good, the cost is too high regarding the efficiency. A junior administrative assistant at 50% would cost us around 44'000 per year (included social insurance) and would not only fulfill the accounting duties, but also take over the basic administrative task. For the following year we want to increase the part of Swiss fundraising (e.g. Bank, Swiss government initiative, foundations, etc.). This implies also an important increase of administrative work (requests, follow-ups and reporting), so the Administrative assistant will be of great help with that. The Offline program is an all new program. After years supporting the development of Wikipedia offline solutions, Wikimedia CH wants to put an extra effort on the dissemination of the Offline solution. The position is only one year because one of the missions of the project manager would be to determine the potential of incomes that can be created through it.
*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:
Summary of staff and long-term contractor expensesEdit
In currency requested In $US Percent increase Current staff expenses 324,187 324,187 Proposed increase for current staff expenses 36,148 36,148 +11% Proposed increase for new staff expenses 105,257 105,257 +32% Total staff expenses 459,294 459,294 +41%
Please estimate the percentage of overall staff time spent on programmatic work, as opposed to administration:
All the administrative work as been grouped in the association sustainability program.
|staff||Community support||Education||GLAM||Alps||Offline||Association sustainability (administrative work)|
Table 7 notes, if necessary:
- The current staff expenses are calculated on the actual staff under contract. In 2013, the actual expenses will be lower since we had no CAO from July to November, and the CSO has only started at 100% on October 1st.
- CIO activity rate is included here, but not the cost, see below
Expenses by program / initiativeEdit
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.)
Program / initiative In currency requested In $US administration costs 135,180 135,180 Community support 193,500 193,500 GLAM 51,500 51,500 Offline Dissemination 27,000 27,000 Education 7,600 7,600 The Alps 5,000 5,000 Association Development 22,750 22,750 Total program expenses (should equal the sum of the rows) 442,530 442,530
Table 8 notes, if necessary:
- As a long term contractor, the cost of our CIO is included in the administrative costs.
Summary of total revenues and expensesEdit
In currency requested In $US Total cash balance as of proposal submission 599,517 599'517 Total revenues 677,000 677,000 Total spending 904,824 904,824 Net (revenues less expenses) -227,824 -227,824 Operating reserves,* if applicable
Table 9 notes, if necessary:
- Cash balance as of proposal submission includes 180,000 $US of expenses planned until the end of 2013, as well as 227,824 $US of reserves used to cover the negative net amount in the 2014 budget. The remaining 191,000 $US represent the free reserves of the association (equivalent to about 3 months of spending).
Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activitiesEdit
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
Once complete, please sign below with the usual four tildes. No changes can be made to the documents after the deadlines for completion passes, and documents will automatically be considered 'submitted' after the deadline closes.