Grants:APG/Proposals/2014-2015 round1/Wikimedia Österreich/Proposal form
Community review has ended. You are still welcome to comment on these proposals, but the FDC and the applicants may not be able to respond to your feedback or consider it during the deliberations.
Please do not edit this proposal form directly. If changes are needed, applicants can request them on the proposal form's discussion page. Thank you!
Proposal by Wikimedia Österreich to support its annual plan with ~US$315,000.
Program focus: Community support, Free content generation, Reach / free knowledge awareness, Movement sustainability
Wikimedia Österreich's annual plan comprises the following four strategic areas: community support, free content generation, reach / free knowledge awareness and movement sustainability. Centrepiece of WMAT's self-conception and strategy is to sustain motivated and active Wikimedia communities as a reliable service provider. Increasing diversity in our communities for us is a cross-cutting issue and therefore an aspect that plays a vital role in most of our projects and initiatives. We believe that success in these regards will automatically have positive effects on the enrichment of free content in the various Wikimedia projects. A strong focus of our work contentwise lies on Austria's cultural and natural heritage. We also believe that to perform well in all these areas in the long run, the national and international context of our work is crucial. Hence, we also focus on building strong partnerships inside and outside of the movement and engage in activities which co-create sustainable framework conditions for the wider movement in general and the DACH (WMDE, WMAT and WMCH) communities in particular. For public policy, we will focus our efforts together with other European chapters on the EU level, where we have the opportunity to make a difference.
If you need to review the edit instructions you will find them in the editintro.
Eligible organizations may complete this form to request an Annual Plan Grant from the Funds Dissemination Committee (FDC) in the current round. This complete proposal form must be published in English on Meta by the proposal submission date for each round for your organization's application to be considered. No changes should be made to this proposal form and supplementary documents after these proposal submission date without written approval from FDC staff, and any proposal forms created will be considered 'submitted' after the proposal submission deadline unless the applying organization withdraws the application in writing.
The purpose of this document is to provide the FDC with an overview of your organization's annual plan, the alignment of the plan with the Wikimedia movement’s strategic priorities, and the potential impact of the plan. This proposal should complement any annual planning documents your organization may have such as your organization's annual plan and strategic plan: please complete all fields and add links to supporting documents where relevant. If any documents are submitted in draft form (e.g. an annual plan that has not yet been approved by the organization's General Assembly), please link to the final version of the document once it has been approved, even if it is approved after the deadline. If you are a representative of the applicant organization, you may request permission to add information to this proposal form on the proposal form discussion page. All requested changes will be reviewed by FDC staff.
Please review the documents describing the Annual Plan Grants process, including the FDC Framework, Guidancefor the FDC from the Board, and the FDC's past funding recommendations: FDC recommendations. These documents include critical information for applicants.
If you have any questions about the form, please contact FDCSupport@Wikimedia.org. If you have general suggestions or comments about the form itself, please leave them on the discussion page for this form.
A few terms used in the form:
FDC proposal form terms Wikimedia terms Learning & Evaluation terms
Basic information
edit- 1. In order to support community review, please provide a brief description of your organization's work in the upcoming year that can be used as a summary of your proposal. (This should be about 200 words, and should be easy for anyone to understand.)
- Wikimedia Österreich's annual plan comprises the following four strategic areas: community support, free content generation, reach / free knowledge awareness and movement sustainability. Centrepiece of WMAT's self-conception and strategy is to sustain motivated and active Wikimedia communities as a reliable service provider. Increasing diversity in our communities for us is a cross-cutting issue and therefore an aspect that plays a vital role in most of our projects and initiatives. We believe that success in these regards will automatically have positive effects on the enrichment of free content in the various Wikimedia projects. A strong focus of our work contentwise lies on Austria's cultural and natural heritage. We also believe that to perform well in all these areas in the long run, the national and international context of our work is crucial. Hence, we also focus on building strong partnerships inside and outside of the movement and engage in activities which co-create sustainable framework conditions for the wider movement in general and the DACH (WMDE, WMAT and WMCH) communities in particular. For public policy, we will focus our efforts together with other European chapters on the EU level, where we have the opportunity to make a difference.
- 2. Contact information.
- Legal name of organization: Wikimedia Österreich
- Organization's fiscal year (mm/dd–mm/dd): 01/01-12/31
- 12-month funding period requested (mm/dd/yy–mm/dd/yy): 01/01/15-12/31/15
- Primary contact name and position in organization: Claudia Garád, Executive Director
- Primary contact username or Email: claudia.garad[at]wikimedia.at
- Secondary contact name and position in organization: Kurt Kulac, President
- Secondary contact username or Email: kurt.kulac[at]wikimedia.at
- 3. Amount requested.
Table 1
| Currency requested () | US$ () | |
| Total annual expenses of organization | 288,000 | 378,144 |
| Amount requested from the FDC for the upcoming year's annual plan | 240,000 | 315,120 |
| Amount to be raised from non-FDC sources (total from Table 5) | 59,085 | |
| Amount to be drawn from reserves for the upcoming year's annual plan | - | - |
| Amount of FDC funds allocated for the current year's annual plan | 204,000 | 267,852 |
- 4. What is your organization's proposed rate of growth in total budget since last year? Please explain your organization's rationale if your proposed budget will increase this year.
- This year's total budget sums up to 98.8% of last year's total. The main reason for the lower amount is, that the subsequent funding for the further development of the Open Data Portal by netidee will be presumably lower than the 2014 kick-off grant.
Community engagement
editThis section provides the FDC an overview of your organization's work with volunteers and online contributors.
- 1. Which Wikimedia community or communities does your organization work with most closely, and which online Wikimedia project or projects does your organization's work support?
Our traditional target communities are:
- German-language Wikipedia
- Wikimedia Commons
As a result of this year's activities we could reach out to and engage the following communities in current and planned projects:
- German-language Wiktionary
- German-language Wikiversity
- German-language Wikinews
- 2. How does your organization know what community members / contributors to online projects need or want? Does your organization conduct needs assessments? How else does your organization consult the contributors and volunteers most involved with its work?
- WMAT is constantly looking into ways to improve its community services. In order to gain an understanding of what our contributors want and need, we apply multiple methods:
- Face-to-face interaction: WMAT activities and services are discussed between board, staff and community in the context of several regular events. Some of them have their focus on needs assessment (Idea/PlanningLabs twice a year), while others mainly serve other purposes but also provide a platform for these discussions (general assembly once a year, WikiTuesdays every week, cracker-barrel meetings a few times a year in different parts of Austria). In addition, our office / staff offers one-to-one consultation for community members who plan projects and activities. The latter is also our usual way to conduct a needs assessment of new ideas and projects.
- Online discussions: We ask for opinions on specific issues online on our members wiki and mailing list. However, our experience shows, that this usually creates less feedback than in-person discussions. Furthermore, we monitor talk pages and discussions on Wikimedia projects which are related to our chapter activities.
- Survey: In 2014 we conduct our first online community survey in order to evaluate our work and performance spectrum. We plan to rerun the survey on a yearly basis.
- Every method in itself has its pros and cons: In-person meetings create more feedback, input, exchange and lively discussion but exclude volunteers who are not able to attend. Online discussions often do not create satisfying levels of engagement. Hence, we aim to close this gap by launching regular anonymous surveys.
Organization planning and reports
editPlease provide links to your organization’s planning documents and reports. All of these documents are required unless otherwise indicated.
Your organization's strategic planning documents, past reports, and current annual planning documents, are essential to our understanding of your organization's proposal. If you think you will have difficulty submitting any of these documents with your organization's proposal form by the proposal submission deadline, you should contact FDC staff right away. You may also provide notes to this table here, as well as links to any supplementary documents to this proposal form.
Table 2
Completed fiscal year Current year Upcoming year Annual plan (including budget) Annual Plan and Budget (English) Annual Plan and Budget (German), Budget 2014 (English) Budget (German), Focus areas (German), Budget 2015 (English) Community discussion around annual plan Minutes Annual Assembly 2012 (German), Minutes Annual Assembly 2013 (German) Minutes Annual Assembly 2013 (German), Minutes Annual Assembly 2014 (German) Discussion at the Community Planning Lab (German) Annual report (including financial report) Annual report 2013 (German), 2012/2013 Financial summary (English) Not required. Not required. Strategic plan Strategic plan See previous See previous
Table 2 notes:
Financials: year-to-date progress
editThe purpose of this section is to give the FDC an idea of how your organization is spending on your current grant, or during your current annual plan. The period defined as year-to-date should be the start date of your fiscal year you defined in Contact information, until 1 September 2014. Your projected amount should be the amount your organization expects to spend by the end of the current fiscal year you defined in Contact information.
Table 3
Current funding period planned / budgeted Year-to-date funding period actuals Projected end of current funding period In currency requested In $US In currency requested In $US In currency requested In $US Revenues (from all sources) 317,500.00 416,877.50 224,794.00 295,154.52 240,000.00 315,120.00 Expenses 302,560.00 397,261.28 148,049.00 194,388.34 225,000.00 295,425.00
Table 3 notes: The planned revenues for 2014 as outlined in last year's proposal comprised the full netidee grant of 50,000 EUR. However, we received half of the grant in late 2013, so only 25,000 EUR count into this year's revenues. In addition, of course the cut of the proposed FDC funding was subtracted. Currently, we also think that we will not be able to raise the planned amount of donations and membership fees - hence, the projected amount was further reduced.
Programs: upcoming year's annual plan
editThis section is about your organization's programs. A program is a group of activities that share the same objectives. Please do not include information about your organization's operating activities in this section. You are welcome to provide information about activities like administration, staff and board training, fundraising, governance, and internal IT in another section of this proposal form or in a supplementary document. Please answer all four questions for each program.
Community support
This program aims at sustaining motivated and active Wikimedia communities. Hence, it is targeting contributors to Wikimedia projects (i.e. German-language Wikipedia, Wikimedia Commons, as well as smaller sister projects).
Our spheres of activity are:
- Gaining newly registered users (acquisition)
- Turning newly registered users into regular editors (activation / retention)
- Engaging existing active editors (5+ edits per month) into chapter activities (planning, executing, participating) (productivity)
- Retaining and supporting our active editors (retention)
Our objectives are:
- Gaining and retaining newly registered users
- Increasing the number of newly registered users (one or more uploads) by 150 through participation in 2 photo contest events
- Increasing the number of newly registered users by 8 (5%) that make one additional edit in the Media namespace, File namespace and/or (Gallery) namespace on Wikimedia Commons in the six months after the photo contest (turning newly registered users into regular editors)
- Engaging active editors into online and offline chapter activities; empowering existing active editors
- Engaging 30 active editors into the planning and/or executing of 2 photo contests and/or into participating in 2 photo contests
- Conducting 40 offline community events in 2015 that support and value the online work of our active editors and create a motivational environment
- Attracting at least 200 participants at the events mentioned above
- At least 75% of the participants state in questionnaires that they have gathered and/or shared useful know-how regarding their work on Wikimedia projects by attending the events mentioned above
- Engaging 10 active editors who have formerly not or very rarely been active WMAT volunteers into the planning and/or executing of chapter activities
- Retaining 5 active editors who became new active WMAT volunteers in 2014 (this is 50% of the 10 Wikimedians we wanted to become active WMAT volunteers in 2014) into the planning and/or executing of chapter activities
| 2015-03-31 | 2015-06-30 | 2015-09-01 | 2015-12-31 | ||
| MILESTONE Acquisition of 75 newly registered users by 1st photo contest; engage 30 active editors into 1st photo contest |
MILESTONE Retention of 8 newly registered users of 1st photo contest; acquisition of another 75 newly registered users by 2nd photo contest |
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| MILESTONE 50% of participants of 10 offline events gathered/shared useful know-how |
MILESTONE 66% of participants of 25 offline events gathered/shared useful know-how |
MILESTONE 75% of participants of 40 offline events gathered/shared useful know-how |
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| MILESTONE 8 individuals who became new active WMAT volunteers in 2015 in our activities; 3 individuals who became new active WMAT volunteers in 2014 in our activities |
MILESTONE 10 individuals who became new active WMAT volunteers in 2015 in our activities; 5 individuals who became new active WMAT volunteers in 2014 in our activities |
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The program addresses the following Wikimedia movement strategic priorities:
- Increase participation: We acquire, activate and retain contributors and help to create a productive and welcoming working environment
- Encourage innovation: We embolden new ideas and initiatives by providing low-threshold access to necessary resources and assistance
Supplementary information:
In addition to the activities explicitly mentioned above, the community support program comprises further means to support new and active contributors with resources and expertise: Our office provides consulting and advice concerning on-wiki work as well as offline project-management. We run lean and efficient processes for micro and travel grants to support the work of our volunteers and continuously explore possibilities for synergies in this regard with the other chapters in the DACH region. To facilitate online collaboration and exchange on an international level, we provide travel grants for international conferences such as Wikimania or international community meet-ups. The previous years have shown that international exchange had a positive impact in terms of new project ideas and impulses for existing initiatives. In 2015, we will also introduce funds especially dedicated to project incubation in order to foster bold and innovative ideas which go beyond our day-to-day business and established projects.
Free content generation
This program is designed to enrich free knowledge by creating, liberating and spreading content. It addresses stakeholders who are able to contribute free content of good quality: Wikimedians (i.e. editors and photographers) as well Non-Wikimedians (i.e. GLAM institutions, domain experts).
Our spheres of activity are:
- Engage Wikimedia contributors in creating and spreading free content of good quality
- Convince Non-Wikimedian contributors to provide free content of good quality
Our objectives are:
- Generating and spreading media files
- Generating 30,000 media files supported by Wikimedia Österreich for Wikimedia Commonsː at least 10.000 by photo contests and the others by activities such as lending photographic equipment, organizing accreditations, giving travel grants for photo tours and liberating content with GLAM partners
- Increasing the number of decorations (valued, quality, featured) of images supported by Wikimedia Österreich by 500; this applies regardless of the creation and upload date of the images
- Increasing the number of media files supported by Wikimedia Österreich used in the main namespace of Wikimedia projects by 3000; this applies regardless of the creation and upload date of the media files
- Generating written content
- Supporting at least 7 editing contests and/or events which result in 1000 new articles and 2000 revised articles; 10 newly decorated articles resulting from editing contests and/or events supported by Wikimedia Österreich
- Establishing an expert network for one subject area, consisting of at least 3 people who review at least 20 articles
- Liberating content
- Opening 70 data sets of 15 different organizations in the context of the Open Data Portal Austria partnerships
- Generating or liberating 1000 media files in cooperation with at least 3 GLAM partners
| 2015-03-31 | 2015-06-30 | 2015-09-01 | 2015-12-31 | ||
| MILESTONE Supported 15,000 media files; 250 decorations for images; 1500 media files used in the main namespace of Wikimedia projects |
MILESTONE Supported 18,000 media files; 300 decorations for images; 2000 media files used in the main namespace of Wikimedia projects |
MILESTONE Supported 30,000 media files; 500 decorations for images; 3000 media files used in the main namespace of Wikimedia projects |
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| MILESTONE 1500 revised articles and 3 newly decorated articles resulting from editing contests/events |
MILESTONE 1000 new articles, 2000 revised articles and 10 newly decorated articles resulting from editing contests/events |
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| MILESTONE Opened 20 data sets |
MILESTONE Opened 50 data sets |
MILESTONE Opened 70 data sets |
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We address the following Wikimedia movement strategic priorities:
- Improve quality: We add and improve free content for various Wikimedia projects.
- Increase participation: We involve various partners from outside the movement in activities to liberate and spread content.
Supplementary information:
In respect of GLAM partnerships we will continue our long-standing and successful cooperation with the Austrian Federal Monuments Office. This will mainly be complemented by projects with smaller regional GLAM partners - a strategy that already produced some remarkable results in 2014. Furthermore, we will explore areas of cooperation with the Open GLAM working group of the Open Knowledge Foundation Austria, a like-minded organization with whom we already successfully cooperate in other sectors (i.e. open data, open science).
Reach / free knowledge awareness
The focus of this program is to convey the role of free knowledge for individuals and society and is aiming at the general public and policy makers (on a national and European level).
Our spheres of activity are:
- Training individuals in need of media competency concerning Wikimedia projects and free knowledge
- Raising awareness for free knowledge among multipliers (press, policy makers etc.)
- Building networks with like-minded Non-Wikimedian individuals and organizations
Our objectives are:
- Enhancing the media competency concerning Wikimedia projects and free knowledge in educational institutions
- Providing skill transfer and training by offering 5 workshops or seminars in 2015
- Attracting 100 participants
- At least 80% of the institutional representatives (e.g. teachers and professors) state in questionnaires that the workshops mentioned above improved the media competency of the participants
- Establishing contact with EU MEPs via the Free Knowledge Advocacy Group EU (FKAGEU) and actively consulting them on free knowledge issues
- Providing an EU advocacy contact database for Wikimedians
- Establishing 10 new working contacts to MEPs, which result in ongoing consultations by volunteer Wikimedians (as qualified by meetings, email conversations, phone calls)
- FKAGEU participates in all relevant EU copyright dialogues, meetings and consultations (at least 20, no more than 90 events)[1. 1] and plays an active role in all opportunities
- Additional working partnerships on EU consultancy are established and existing ones are deepened (as qualified by shared vision and goals, joint projects, joint policy statements, 2 collaboratively organized events, 20 additional volunteers engaged in advocacy activities)
- By end of 2015 at least 2 volunteer Wikimedians from EU chapters have participated in the “Wikimedian in Brussels” work stipend and our EU advocacy activities
- Networking, sustaining existing and reaching out to new partners and allies
- Building a media database with 50 press contacts and using it for 3 press campaigns
- Gaining 150 new subscribers to our newsletter and social media channels
- Involving 15 Non-Wikimedians from 10 different organizations in our activities in 2015
| 2015-03-31 | 2015-06-30 | 2015-09-01 | 2015-12-31 | ||
| MILESTONE Media competency improvement of the participants of 3 workshops/seminars according to 80% of institutional representatives |
MILESTONE Media competency improvement of the participants of 5 workshops/seminars according to 80% of institutional representatives |
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| MILESTONE 10 new working contacts to MEPs; 1 collaboratively organized EU consultancy event |
MILESTONE 2 collaboratively organized EU consultancy events |
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| MILESTONE Media database with 50 contacts established |
MILESTONE Media database with 50 contacts used for 2 press campaigns |
MILESTONE Media database with 50 contacts used for 3 press campaigns |
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We address the following Wikimedia movement strategic priorities:
- Increase reach: We actively address and involve stakeholders from outside the "Wikiverse" and improve media competency.
- Stabilize infrastructure: We are enhancing the visibility of the Wikimedia movement in Austria and Europe and thereby reach potential donors.
Supplementary information:
Part of this program is also to proactively reach out to potential corporate donors in order to raise their awareness for free knowledge as a potential field of CSR activity and thereby obtain financial or in-kind support for our various projects.
- Notesː
- ↑ One "event" sometimes consists of a single online form, sometimes it is a year-long stakeholder dialouge with 6 meetings. Meetings can be anything from a parliamentary breakfast over a dedicated work-group session to a full-blown conference.
Movement sustainability
This program aims at building capacities for effective leadership in the Wikimedia movement and creating strong networks for international cooperation on strategic priority areas.
Our spheres of activity are:
- Collaboration of the DACH chapters to optimize volunteer support for the German-speaking community
- Foster capacity building for effective leadership in the movement
- Exchange learnings and experiences concerning chapter effectiveness and volunteer support within the broader movement
Our objectives are:
- Building strong international networks for effective volunteer support
- Establishing an international volunteer support working group by creating communication channels (e.g. mailing list) and holding 2 meetings in the context of international Wikimedia events involving 20 delegates of 10 different chapters
- Cooperation and bi-weekly exchange of the DACH volunteer support teams resulting in viable and transparent processes and procedures for all common support areas
- Building capacities for effective leadership and collaboration in chapters
- Designing and implementing a CIP (Continual Improvement Process) tool for quality management in chapters; share first insights and experiences with the movement during the Wikimedia Conference 2015
- Collaborating on two international events for capacity building and chapter effectiveness (such as board training workshops) involving 40 movement leaders
- At least 75% of the participants state in questionnaires that they have gathered and/or shared useful know-how regarding their chapter work by attending the capacity building events mentioned above
| 2015-03-31 | 2015-06-30 | 2015-09-01 | 2015-12-31 | ||
| MILESTONE Communication channels for volunteer support working group created |
MILESTONE Hub page for common resources created; co-development on an international level at the 1st volunteer support meeting (with at least 10 delegates of 5 different chapter) |
MILESTONE Resources for volunteer support created and shared on hub page; communication channels maintained; co-development on an international level at the 2nd volunteer support meeting (20 delegates of 10 different chapters attending one or both meetings) |
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| MILESTONE Insights on the quality management tool shared with other chapters |
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| MILESTONE At least 75% of the participants of the 1st capacity building event gathered and/or shared useful know-how |
MILESTONE At least 75% of the participants of the 2nd capacity building event gathered and/or shared useful know-how |
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We address the following Wikimedia movement strategic priorities:
- Increase participation: We foster participation on an international level by collaborating on sustainable conditions for volunteer support.
Supplementary information:
Our approach towards sustainability is based on two dimensions: structure (organizational dimension) and context (environmental dimension). Concerning the first dimension, we aim at designing WMAT to be a learning organization with effective processes which is not dependent on certain individuals in board and staff (bus factor). The second dimension relates to context of our work; as part of an international movement the quality of our collaboration with other players in the Wikiverse has a major impact on our programmatic work and organisational development.
Staff and contractors: upcoming year's annual plan
edit- 1. Please describe your organization's staffing plan or strategy here, or provide a link to your organization's staffing plan or organogram.
At the moment WMAT has two full time employees: an Executive Director (ED) and a Community Manager. The ED is in charge of preparing strategic processes and decision making, manages finances, office and staff, reports directly to the board and executes the board's decisions in the day-to-day operations. The Community Manager is responsible for community support and communication as well as operative administration.
As a result of the professionalisation process, there has been an increase in programmatic activities (new partnerships, more community interaction etc.) and deriving administrative tasks (e.g. FDC requirements, amount of book keeping) over the last two years. The current staffing level is not sufficient to cover all this, as a result WMAT this year tried a flexible staffing approach which consisted of hiring service providers (e.g. for book keeping) and short term contractors (e.g. infrastructure support for photography contests or graphic design) to solve the problem. However, we realized that especially in regard of administrative tasks there is a considerable amount of jobs that can't be outsourced as they need some deeper understanding as well as over- and insight of our day to day operations. We also realized that these exact same tasks draw heavily on our current staff resources - resources that according to their job profiles and salary structure should rather be invested in programmatic activities and strategy. Hence, WMAT decided to increase the current staffing level by a 50% Administrative Assistant for a testing period of six months, during which we will assess whether this strategy leads to the desired increase in operational effectivity.
- 2. List of staff by department or function.
- Numbers for current staff should include staff your organization has hired or plans to hire in this current funding period, and proposed staff should include staff your organization will hire in the upcoming funding period. You should include both permanent staff and long-term contractors in this table and list the number of full-time equivalents, where one full-time staff person would be 1.0 (for example, if your organization has 2 part-time staff working at 50% each in a department then you would list the number of full-time equivalents (FTEs) as 1.0, while if your organization has 1 full-time staff person working at 100% then you would also list the number of full-time equivalents as 1.0).
Table 4
Department or function FTEs by end of current year FTEs by end of upcoming year Explanation of changes Executive Director 1 1 - Community Manager 1 1 - Administrative Assistant 0 0,5 Increasing workload and amount of overtime. Reducing workload for existing staff and allowing them to focus more on strategy / programs. Certain administrative tasks can't be outsourced as they require insights into day to day business. Total (should equal the sum of the rows): 2 2,5 Total staff expenses (currency requested) 92,000 104,000 Total staff expenses ($US) 120,796 136,552
Table 4 notes:
- 3. Did your organization made any significant changes to your staffing plan since publishing your organization's most current annual plan at the beginning of the funding period, such as hiring more or fewer staff than planned or hiring staff on a different schedule than planned? Please describe any significant changes here.
- 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. The amount for current staff expenses in table 4 above reflects this change and hence differs from the estimated sum in our last year's proposal.
- 4. What overall percentage of staff time is spent directly on programs?
- We plan to dedicate 70% of our overall staff time to programmatic work.
| Programme | Percentage of staff time allocated |
|---|---|
| Community support | 24% |
| Free content generation | 21% |
| Reach / free knowledge awareness | 17% |
| Movement sustainability | 8% |
| Administration | 30% |
| Total | 100% |
Financials: upcoming year's annual plan
editDetailed budget: upcoming year's annual plan
edit- Please link to your organization's detailed budget. This may be a document included on this Wiki (Meta) or as a publicly available spreadsheet.
Revenues: upcoming year's annual plan
editPlease use this table to list your organization's anticipated revenues by revenue source in the upcoming year. Use the status column to indicate if this funding is guaranteed, whether you are in the process of requesting funding, or whether you are planning to request funding later. Please feel free to include in-kind donations and resources, as applicable.
Table 5
Anticipated revenues for the upcoming funding period Revenue source Currency requested US dollars Status (e.g. guaranteed, application)
WMF / FDC 240,000 315,120 Requested Fundraising 17,000 22,321 In process In-kind donations 8,000 10,504 In process Netidee grant 20,000 26,260 Requested Membership fees 3,000 3,939 In process Total revenues (should equal the sum of the rows): 288,000 378,144 -
Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.
- The netidee grant is the subsequent funding for the further development of the Open Data Portal by the Internet Foundation Austria.
Operating reserves: upcoming year's annual plan
editPlease use this table to report information about your organization's planned operating reserves. Since this information is included here, you should not include it as part of your planned program or operational expenses. There are some restrictions about how much FDC funding your organization can use to build up your reserves.
Table 6
Local currency $US Total anticipated amount in operating reserves (by the end of the current fiscal year) 54,088 71,018 Total existing reserves from the current year to be carried over as reserves in the upcoming year 54,088 71,018 Total to be added to reserves in the upcoming year (excluding FDC funding) - - Total to be added to reserves in the upcoming year from FDC funding only - - Total planned reserves in the upcoming year (should equal the sum of the rows except the first): 54,088 71,018
Table 6 notes:
Expenses: upcoming year's annual plan
edit- 1. Expenses by program (excludes staff and operations).
- Program expenses are the costs associated specifically with your organization's programs. These costs do not include operating expenses or staff salaries, which will be described in separate tables. For example, program expenses may be the costs of an event, the costs of outreach materials specific to a program, budgets for microgrants and reimbursements, or technical costs associated with specific programs. The programs listed in this table should correspond to the programs you have listed in the programs section of this proposal form.
Table 7
Program / initiative In currency requested In $US Community support 72,500 95,193 Free content generation 46,500 61,054 Free knowledge awareness 22,500 29,543 Movement sustainability 9,500 12,473 Total program expenses (should equal the sum of the rows) 151,000 198,263
Table 7 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.
- 2. Total expenses. Please use this table to summarize your organization's total expenses overall.
- These are divided into three expenses categories: (1) staff expenses from Table 4 (including staff expenses for both staff working on programs and operations), (2) expenses for programs from Table 7 (does not include staff expenses or operations expenses), and (3) expenses for operations (does not include staff expenses or program expenses). Be sure to check the totals in this table to make sure they are consistent with the totals in the other tables you have submitted with this form. For example, your total program expenses excluding staff will be equal to the total in Table 7, while your total staff expenses will be equal to the total in Table 4 and your total expenses will be equal to the total in Table 1.
Table 8
Expense type In currency requested In $US Program expenses (total from Table 7, excludes staff) 151,000 198,263 Operations (excludes staff and programs) 33,000 43,329 Upcoming staff total expenses (from Table 4) 104,000 136,552 Amount to be added to reserves in the upcoming year (from Table 6) - - Total expenses (should equal the sum of the rows) 288,000 378,144
Table 8 notes:
DESCRIPTION SUBJECT TO CHANGE: During 2014-2015 Round 1 we will be launching a multi-year funding pilot program where APG applicants can request a two-year funding commitment from the FDC. Participating organizations will provide the FDC with information about milestones for two-year programs during the next year's proposal cycle (2015-2016 Round 1), as well as with their annual plans and budgets for the second year.
Not all organizations will be participating in this program since it is a pilot, and a list of organizations eligible to apply for multi-year funding will be announced soon. This section is included in the current version of the proposal form, to ensure that it is available to any organizations that might need it if they are participating in the pilot. Please do not complete this section unless you know your organization is eligible to participate in this pilot program.
- 1. Will your organization be seeking a two-year funding commitment from the FDC during this proposal cycle?
- Yes, WMAT wants to apply for a two year funding period. Although the process is still a bit blurry, we hope it will be more efficient and require less resources than submitting two one-year proposals. For a lean organization like ours, every step that reduces the administrative burdens has an immediate positive impact on our programmatic work. A two-year commitment would also support the planning and execution of mid- and long-term projects and partnerships. From today’s perspective, we expect to continue all our programs in the second year. The same applies for our staffing level. However, we also plan to apply for the 2016 European Hackathon which would require additional financial resources and probably a project-linked long-term contractor.
- 2. Please use this table to show which programs you will continue over a two-year period and list some milestones that you would like to report on after the first 8 months of your programs (to be achieved by 1 September 2015)
OPTIONAL: Multi-year funding pilot program
edit- DESCRIPTION SUBJECT TO CHANGE: As part of this pilot program, your organization will be asked to report on milestones reached by 1 September 2015 for your two-year programs by 1 October 2015. This information will be reviewed by the FDC during the 2015-2016 Round 1 proposal cycle, along with your annual plan and budget for the second year of funding, after which the second year of funding will be released by the FDC.
Table 9
Program name Start date Completion date Milestones (by 1 September 2015) Notes 1 2 3 4 5
Table 9 notes:
- Please compare the milestones indicated in the respective program sections above.
The FDC or FDC staff may reach out to you for more information about your two-year plans as part of this pilot program, or may need to make changes to this section of the proposal form based on early learnings from this pilot. Participating organizations, please bear with us.
Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
editPlease 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 Foundation Project and Event Grants Program.
I verify that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities Yes
Once this proposal is complete, please sign below with the usual four tildes.
- --CDG (WMAT staff) (talk) 22:53, 1 October 2014 (UTC)
Please do not make any changes to this proposal form after the proposal submission deadline for this round. If a change that is essential to an understanding of your organization's proposal is needed, please request the change on the discussion page of this form so it may be reviewed by FDC staff. Once submitted, complete and valid proposal forms submitted on time by eligible organizations will be considered unless an organization withdraws its application in writing.