Grants:APG/Proposals/2013-2014 round1/Wikimedia Serbia/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$.
- In the forthcoming year, Wikimedia Serbia plans to expand its capacity with one more employee and to support 11 community projects, of which some are continuations of projects from previous years, whereas some are new. The focus of these projects will be on education, regional cooperation, GLAM and increasing quality and quantity of free content on Wikimedia projects. For this annual plan, the total amount requested is $121,029.75.
|Organization information||Legal name of organization||Wikimedia Serbia|
|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)||01/01-12/31|
|Contact information (primary)||Primary contact name||Filip Maljković|
|Primary contact position in organization||Vice president, acting president|
|Primary contact username||Dungodung|
|Primary contact email@example.com|
|Contact information (secondary)||Secondary contact name||Mile Kiš|
|Secondary contact position in organization||Secretary General|
|Secondary contact username||MikyM|
|Secondary contact firstname.lastname@example.org|
*Timeframe should ideally be for a 12 month period that begins after the FDC decision.
Currency requested: EUR
- 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 EUR = 1.37 USD as of 09/30/2013
- Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
|Total annual expenses of organization||88,542.88||121,303.75|
|Amount proposed to the FDC for the coming year's annual plan||88,342.88||121,029.75|
|Amount to be raised from non-FDC sources||200||274|
|If applicable, amount of FDC funds allocated to organization last year||N/A||N/A|
- 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:
- N/A, since we didn't receive FDC grants last year.
- However, in the past 11 months (period from November 1, 2012, when we received the Annual grant, to September 30, 2013) we received 4 grants in total, amounting to about 60,500 EUR. Compared to the requested amount, that's an increase of about 46%. The reason for this is an increase in the number of projects and overall activity, as well as hiring a new employee and giving a raise to our existing employee.
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?
- Wikimedia Serbia (WMRS) was founded on December 3, 2005, as the fifth Wikimedia chapter.
- 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.
- According to the bylaws, WMRS is a non-governmental, non-partisan and non-profit organization, established for an unlimited period of time in order to work on developing free knowledge. The purpose of WMRS is to find the answer to the question of how knowledge may become totally free and accessible to all human beings. The goal is to promote and support the creation, development and reproduction of free content free of charge explicitly, and the idea of equal access to knowledge and education. WMRS pays special attention to the promotion and spreading of WMF projects.
- 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.
- The General Assembly deals with all important issues at least once a year, but in the meantime, the Board is the leading structure, with a Secretariat as an executive body. The Secretariat currently consists of the General Secretary, who is serving as our employee. There are also expert boards, which are tasked with specific projects, and one regional board. However, they don’t have a governance role. The General Assembly approves the financial plan and between two assemblies financial decisions are made by the Board. Program execution is coordinated by the employee, and Board members participate in projects in the same capacity as other volunteers.
- If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
- There are about 20 volunteers of varying activity, with about 90 members. Anyone who signs the application form becomes a member, but they have to be confirmed as such at a General Assembly meeting.
- 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?
- Volunteers do a lot of work, as the board is fully volunteer-based, but they are also actively involved in most projects run by Wikimedia Serbia. We don't have any hard figures, but our estimate is around 300 volunteers across projects.
- 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?
- As most Wikimedia Serbia members are active participants in at least one Wikimedia project, as a guidance in our work we use not only experiences from broader community, but also feedback we get in direct communication with other contributors on projects. Likewise, in process of assembling this proposal, we invited the community to submit project proposals, some of which are included here. Between two General Assemblies, the board holds open meetings to directly gather input from community members, which is taken into account when developing strategies and in other decision making processes.
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"?
- Success depends on the context, but in general, success means making some kind of progress within at least one of Wikimedia’s missions, be it attracting new users or readers, facilitating content creation, bringing volunteers etc. Success can be measured both separately for each project and for the whole grant overall. Different projects require different methods for measuring success. Most of the times, however, success can be measured as quantifiable output of the project, either during the project, or after its completion. At times, data isn’t readily available or time needs to pass in order to assess a project, so in such cases measuring success might not be so straightforward.
- 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.
- Educational projects — they have been conducted for years mainly by the Academy board members, but also by other WMRS volunteers; the projects have actively involved many educational institutions, with the effect of hundreds of articles on Serbian Wikipedia written by high school and university students. Academy Board Strategy and Plan, Annual plan reports for Q1, Q2 and Q3.
- Wiki Loves Monuments 2012 — as this was our first contest of such nature and magnitude, we did exceptionally good, with 150 participants and almost 3800 uploaded photos, as well as good media coverage. wlm.rs
- Wikimedia CEE conference — a conference organized almost entirely by Wikimedia Serbia members in 2012, it gathered representatives from Central and Eastern Europe for the first time in such high numbers.
- Creative Commons localization — the process of localizing and launching the Creative Commons licenses in 2007 had a great impact on free culture and content in Serbia. creativecommons.org.rs
- Community support — Wikimedia Serbia organized several regional conferences and over 200 live meetups, which have served as a support for local community and an opportunity for Wikipedians and Wikimedians to meet up and discuss their work on the projects.
- 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?
- The capacity building project — it had a possibility to succeed, and there were several somewhat successful events, but after the organizer left, we were unable to continue, so the project didn’t meet its expectations in terms of the number of events. What we learnt was that project leaders should be encouraged to be more transparent regarding their work, so that someone else can take over if the project leader decides to leave.
- The Media board — after creating the media board (4-5 people), we had high expectations from them, but since their coordinator left and also because of personal issues and lack of time, the team didn’t fulfill its mission and subsequently became defunct. The lesson we learnt was that even though there are many people tasked with doing something, the task might not be completed, because a team needs guidance and help with organization. Also, not very experienced volunteers should not be expected to do work on short notices, especially if they don’t have a lot of free time. Based on these experiences, we have started working on a new strategy to attract new volunteers for the Media board.
- There were a few other plans or projects that simply didn’t happen, for various reasons, some of which are:
- we didn’t have the manpower to carry it out
- we didn’t have the means to carry it out
- it included another organization that was unresponsive or slow
- it depended on a person that became unavailable
- The lesson that we learned was that all these factors should be taken into consideration when creating a project, which we now regularly do.
- What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
- Even though it’s sometimes hard to find even one person to lead a project, we have come to the conclusion that having only one person responsible for the project could lead to project failure, should the person decide to leave (because of burnout, lack of time, personal disagreements et al.). So, having a single point of failure could be avoided by having at least one more person acquainted with the project, just in case.
- Support for community volunteers is very important when they want to work on a project. In such cases, it’s often necessary to give them help in terms of information, advice, physical workspace, snacks, time and effort devoted in helping them out with the project etc.
- Cooperation with media and local cultural institutions is also very important, because by having good relations with them, a Wikimedia organization can get benefits (e.g. WMRS got a venue donation for meetings from Belgrade Youth Center and Hacklab) or attain a positive image in the media.
- By having our own office space and employee, we have significantly increased our activities related to cooperations with other organizations. Additionally, office and an employee make us a more serious and accessible partner.
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.
- We have a blog and several informative websites , covering a range of topics. We also inform our community through mailing lists and popular social networks, as well as through live meetups.
- 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.
Free Photo ContentEdit
Free content: GLAM and Digital BelgradeEdit
Supporting Regional CooperationEdit
Supporting Regional Cooperation
World War I: 100 Years LaterEdit
World War I: 100 Years Later
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)?
- Having already conducted several projects similar to the ones we plan for the next year, we are now rather prepared for carrying them out. Some projects have been designed upon the groundwork laid by other earlier projects. Also, having two employees decreases the risk of project failure in case a volunteer suddenly leaves in the middle of a project. We now also have technical capacities for the support for projects, such as material and work equipment, office space etc. We have a framework set for informing the community (mailing lists, blog, websites...), and the new employee is expected to give great support to individuals and teams in realization of their projects and programs.
- What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
- Wikimedia Serbia has recently gained popularity among university students and other young adults who wish to work on wiki projects. Our office gives them the opportunity to gather, work together and create content. Also, in the previous year, we have taken part in numerous meetings with many government and non-government organizations, educational and GLAM institutions etc. Some of those have been fruitful, having produced projects and partnerships, but some still have the opportunity to develop into something more concrete. We have good cooperation with the media, which contributes to the creation of a better image and better understanding about the way Wikimedia projects work and the ways people could join in.
- 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)?
- Independent fundraising has always been a daunting task for us, mostly because of poor socio-economic status of the majority of Serbia’s population. Also, volunteering is still somewhat uncommon in Serbia, also due to poor standards, so sometimes it can be rather difficult to find volunteers for specific tasks. Additionally, political changes can slow project realization and make establishing partnerships with some institutions harder. They can also result in a decreased media attention to Wikimedia.
- How will you minimize these risks and threats?
- By hiring another employee, the Project and Community Manager, who will be tasked with coordinating projects and helping volunteers with their work, we will try to make working on Wikimedia Serbia projects as attractive and pleasant as possible. Additionally, by signing an agreement with certain faculties, we will try to engage university students to actively participate in some of our projects, as a part of their obligatory internship program. On the other hand, we can’t influence certain things, such as political changes.
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, month/year to month/year:
- 11/2012 to 10/2013
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) 60,468.51 82,841.86 61,093.07 83,697.51 61,093.07 83,697.51 Spending 60,468.51 82,841.86 36,211.31 49,609.49 54,000 73,980
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.
- Some of the activities covered by the budget for this period last until November or December, so spending on them is expected near the end of the year. Also, most projects from last year's annual grant will require further expenditures during the month of October, since most of them will be in the finalization stage (e.g. buying competition prizes). Also, we made some savings on office renting fees and monthly bills, as well as on several projects that didn't require much expenditures on our part.
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:
- 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.
- Apart from two rather small unsolicited unrestricted donations that were given to us by commercial entities, we haven't received any other funding in the recent years except from other Wikimedia entities.
- What are your entity's plans for achieving long-term financial sustainability?
- Achieving long-term stability for an organization such as ours in Serbia, at least in the current milieu, doesn't seem possible. Poor standards of living greatly influence Serbia's donation opportunities, so we are unlikely to receive great funds from donations alone. Similarly, not being a part of the EU, Serbia has a limited number of funds and grants that are available to its organizations. Our general plans include finding partners and potential donors which could help us financially with more significant amounts, and thus bring us one step closer to a financial sustainability.
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 88,342.88 121,029.75 Donations 100 137 Membership fees 100 137
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* Secretary General 1 100%
*Please include estimates of the percentage allocation of staff members. For example, for full-time staff, you would put 100% in this column. For half time staff, you would put 50% in this column.
Table 5 notes, if necessary:
- The position of Secretary General is expected to be superseded by the position of Executive Director.
Proposed new staff and 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 structuring and coordinating of projects and programs, leading volunteers
*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 12,780 17,508.6 Proposed increase for current staff expenses 2,100 2,877 16.4% Proposed increase for new staff expenses 9,012 12,346.4 69.23% Total staff expenses 23,892 32,732 85.63%
Please estimate the percentage of overall staff time spent on programmatic work, as opposed to administration:
- 35% on administration
- 65% on programmatic work
Table 7 notes, if necessary:
- The exact figures for staff salary depend on currency exchange rates for the day of sallary issuance; therefore, approximate figures are given
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 Wikimedia Serbia Education programs 10,880 14,905.6 Wikicopter 1,200 1,644 Competitions 1,500 2,055 Free Photo Content 4,500 6,165 Free Content: GLAM and Digital Belgrade 2,650 3,630.5 Wiktionary 800 1,096 Support Regional Cooperation 4,500 6,165 Community Support 2,000 2,740 Creative Commons 1,000 1,370 World War I: 100 Years Later 1,400 1,918 Microgrants 3,500 4,795 Total program expenses (should equal the sum of the rows) 33,930 46,484.1
Table 8 notes, if necessary:
Summary of total revenues and expensesEdit
In currency requested In $US Total cash balance as of proposal submission 24,257.2 33,232.4 Total revenues 88,542.88 121,303.75 Total spending 85,542.88 117,193.75 Net (revenues less expenses) 3,000 4,110 Operating reserves,* if applicable
Table 9 notes, if necessary:
- The difference between expected revenues and spendings is the foreign currency reserve of 3,000 EUR, which we don't plan on spending unless we have to, in case of negative exchange rates or unexpected expenses.
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.