Grants:APG/Proposals/2014-2015 round1/Wikimedia Deutschland e.V./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!
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:
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 Deutschland’s (WMDE) work in 2015 will continue to focus on supporting the German speaking communities as they create knowledge accessible to everyone.Three foci summarize our continued approach:
|1. Technical and logistical support for communities|
|2. Free content release via partnerships|
|3. Advocacy for open education and copyright reform|
The WMDE volunteer support team will reach out to more volunteers in more efficient ways, enabling them to create more content, and to connect with each other.
With Wikidata WMDE has developed the fastest growing Wiki project, sparking the creation of a whole new online community. In 2015 we will build on this asset - the WMDE software development team - and develop Berlin into a movement software engineering hub. Here we will address community technological needs and further develop Wikidata and Wikimedia Commons.
In 2015 we will develop additional strong partnerships with institutions in the GLAM, science and education sectors. This will create opportunities for releasing content and for promoting the use of Open Educational Resources. Last but not least, WMDE will maintain a strong focus on advocacy, in order to create favorable conditions for free and open knowledge to unfold its potential.
As an organization, WMDE in 2015 moves from years of rapid growth into a period of consolidation. We are strengthening our internal structures and systems by planning programs and projects across departmental lines, and by merging two teams. We are strengthening our internal program support systems by integrating evaluation and institutional fundraising into one team working on organizational advancement. The Executive Director’s Office is supported by three Advisors, International Relations, Policy Matters, and Executive Matters.
Finally, after ten years of growth and in the midst of an executive transition, we take the opportunity to conduct an external governance review. We will learn how our current governance structures can be improved to assure transparency and community engagement while ensuring an efficient, lean, adaptive and collaborative organization. More on our leadership transition and governance review can be found below in the added section titled “Governance and Leadership”.
- 2. Contact information.
- Legal name of organization: Wikimedia Deutschland – Gesellschaft zur Förderung Freien Wissens e. V.
- 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: Jan Engelmann, Interim CEO
- Primary contact username or Email: email@example.com
- Secondary contact name and position in organization: Nicola Zeuner, Partnerships and Grants
- Secondary contact username or Email: firstname.lastname@example.org
- 3. Amount requested.
|Currency requested ()||US$ ()|
|Total annual expenses of organization||4.680.000,00||6.144.840,00|
|Amount requested from the FDC for the upcoming year's annual plan||1.200.000,00||1.575.600,00|
|Amount to be raised from non-FDC sources (total from Table 5)||3.480.000,00||4.569.240,00|
|Amount to be drawn from reserves for the upcoming year's annual plan||0,00||0,00|
|Amount of FDC funds allocated for the current year's annual plan||1.296.000,00||1.701.648,00|
- 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.
- For 2015 WMDE leadership has made a conscious decision to consolidate operations, and to focus on our core activity: supporting volunteers. In addition, we will focus on program quality improvement, effective governance and strong internal capacity. As a result, the rate of growth in budget is actually negative: -0,4%
Community engagement edit
This 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?
WMDE supports volunteers working within the following Wikimedia projects: Wikipedia, Wikimedia Commons, Wikidata, as well as Wiktionary and Wikisource.
For the purposes of structuring our work with these volunteers, the Volunteer Support Team distinguishes between two groups of community members, which often overlap in terms of the participating individuals: 1., those who are straightforward contributors, and are supported with short-term, situational supports, such as travel funds and equipment rentals; and 2., those who are initiators and leaders of projects, and are supported with a variety of services, incl. project planning and management assistance, grants, and technical assistance. Projects may be content generating activities, as well as activities that further movement cohesion, such as the mere volunteer-driven WikiCon conference.
The contributors to Wikidata are a younger, relatively new, but fast growing community. They are supported by WMDE in many ways, most importantly with the direct software development activity that improves the project and its usability. They are supported by developers, the Wikidata product manager as well as tools and guides. We also support contributors very actively through community building activities. We work with them through IRC, mailing lists as well as direct communication on gatherings and hackathons. In addition we mentored two women for the Free Software Outreach Program for Women, working on outreach tasks around Wikidata. We support teams from international universities to work and develop on Wikidata. The community also creates innovative tools to grow in reach, numbers and content created, including the Wikidata Game.
- 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?
For the purposes of understanding our interactions with community members, it is helpful to distinguish between several communities.
Project Volunteers/Contributors: At the center of our community support activities is the notion that volunteers should be empowered and enabled to conduct their activities and complete their projects independently. WMDE staff will only provide supportive services that cannot be done by community members and that complement the volunteers’ work.
A formal needs assessment or survey would not give us the qualitative data we need to design adaptive and empowering community support services. Instead, we learn about the needs and interests of the German Wikimedia communities directly through the daily work of our volunteer support program. On a daily basis we address volunteer requests and ideas, and staff consults volunteer contributors through structures such as working committees, online talks, and workshops.
Volunteer contributors and project leaders are at the heart of all Wikimedia projects we support. The task of staff is to provide the supportive resources that cannot be found within the communities, and that act complementary to the hours of volunteer time provided. Therefore it is the job of the staff members of the volunteer support team and the software development team to assure communication around specific areas and to run support programs. Each team is entrusted with specific groups of issues, all of them are based on our staff members’ strong existing ties with the communities:
- Essential volunteer support:
- items on loan (video, photo and computer equipment and accessories, literature, etc.)
- software, research and travel grants
- basic project management assistance
- Community liaison for software innovations
- Promoting social events and processes, to support and motivate volunteers
- Empowering female community members and newbies (Women Edit Project)
- Assisting with large community events (e.g. WikiCon, AdminCon, Parliament projects Bundestag, Landtag)
- Supporting GLAM-centered community-activities
As we gather more knowledge on specific support needs and on barriers to project success, we design service packages, how-tos, and tool kits in an iterative way and improve them as they get deployed and tested. We closely consult with project leaders throughout a project’s lifecycle and document the learnings. In 2015, we will standardize these processes, enabling us to track service types, number of services provided, and the rate of success of projects in reaching their goals. By documenting best practices and publishing learnings, we will begin to facilitate the knowledge transfer among movement volunteers, rather than just providing staff support.
The process and guidelines used to support volunteers today have been developed in an intensive participatory, community-driven process. This involved intensive face to face discussions and online drafting of guidelines. Community members determined for what activities they wish to receive what types of support, as well as how they want to apply for support and how it should be delivered. Our support system today, both for small assistance as well as for project grants, is the result of this community-driven process.
The Förderprogramm Freies Wissen (FFW, Free Knowledge Support Program), designed for larger scope community-initiated projects, is also the result of a participatory process. At the end of this extensive consultation, pages and pages of wikibased community input had been transformed into the FFW beta site. In November 2013 the General Assembly approved the project with significant grant funding attached. The FFW Idea Portal is now actively used to pitch ideas and gather community momentum. The stand-alone website has been specifically designed to recruit new contributors of ideas, beyond the ‘traditional’ community. FFW has become yet another way for WMDE to listen closely to the innovative pulse of the community and the future communities-to-be. Community members submit their project ideas through the website, and others can favorite ideas, contribute to ideas and get together for the planning, funding and implementation of projects – much like WMF’s Idea Lab, but tailored to the German-speaking communities and beyond.
Finally, whenever we make mistakes, the German community with its rather frank communication style will let us know right away. Much constructive criticism happens this way: through direct contact with our volunteers, as well as through discussions online in the Forum, the mailing list and the Wikipedia Kurier.
Wikidata Contributors and Open Source Developers: We offer a variety of ways for contributors to express wishes and get in contact with the development team and provide input on important topics. The most important ones are:
- Main community page of the project
- Dedicated page to get in contact with the developers
- dedicated pages for specific topics we require input on:
- discussions at meetups, conferences, hackathons
- social networks Twitter and Facebook
- IRC channels
- mailing lists
- bug tracker
- various discussion pages on other Wikimedia projects dedicated to Wikidata topics
We have a very close and healthy relationship with the Wikidata community. We maintain and foster this relationship through lively and respectful exchange. We open the conversation about software changes and new features at a very early stage of development and always strive for highly participatory decision making processes.
Members and Donors: Our 2013 donor survey revealed that this community, while it overlaps with that of volunteer contributors, is rather representative of the readers of Wikipedia. Although our 2013 donor community grew to 330,000 from 160,000 in 2011, the demographics and the survey responses did not change significantly, when compared to the 2011 survey. The recent survey was conducted in September of 2013 with 942 respondents. Only 17% were female, and the average age was 52, while the age span was 15 to 89. Our donors have a higher than average income and feature a high percentage of post-graduate degree holders. 34% of respondents use Wikipedia on a daily basis, and 18% have contributed content. However, 86% of respondents edit Wikipedia less than once a month. So there is only a small overlap between the community of Wikipedians and the community of donors. We were interested in finding out if the donor community may be a target group to recruit new editors. 59% stated that they could imagine contributing. When asked about barriers, the main reason selected for not editing Wikipedia was lack of confidence in one’s own competence (43%).
The learnings that are most important from the donor survey for the question “how do we know what they want?” can be found in the set of answers on use of the donated funds. Respondents were asked which programs they found worthy of donor support, using a Likert scale. It is notable that all listed programs were valued highly, with ‘Software Development’ and ‘Work with GLAM Institutions’ at the top of the list, and no significant difference between the average value given to each program. This leads us to believe that our donor community is largely in agreement with our programs and our work, as of course evidenced also by the fact that this community is growing, as are their donations.
The results of the survey were published in August of 2014. We are currently developing ideas on how to involve more donors and members as contributors, based on this data.
A core group of members is actively involved in shaping the direction of the organization. Through the Member Forum Wiki and mailing list, discussion on many important developments and decisions is enabled. This pertains to the board strategy, the annual plan, the annual budget and any budget revisions. In addition, all Board meeting minutes, by-laws and financial information are posted here.
The WMDE General Assembly takes place twice annually. Attendance has been consistent (albeit small as a percentage of our total members, which consist of two groups; active and sustaining members), and those who attend are to a large degree extremely active volunteers in Wikimedia projects. The meetings and elections are advertised through the Forum, the blog, the WMDE member mailing list and postal mailings. At the November assembly the membership elects the WMDE Supervisory Board and discusses and approves the annual plan. The draft plan is posted to the WMDE Forum and to Meta-Wiki for community discussion as soon as the board approves it in September. Until four weeks before the WMDE General Assembly our members give feedback via talkpages and submit written motions in case they want to introduce changes to the annual plan. These motions may be discussed online by the community until the assembly and are then being discussed and voted upon at the assembly. WMDE is fortunate to have a very active and engaged core of members who contribute not only to the Wikimedia projects, but also to the strategic direction of the organization.
Organization planning and reports edit
Please 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.
WMDE’s annual planning process begins in July, and continues up to the submission of the APG proposal. This year, the WMDE Board began the process by providing its strategy document, after which staff began reviewing the 2014 annual plan in terms of accomplishments, failures and next steps. In 2014, it was important for us to critically review the work done to date, and also to plan our 2015 goals and objectives with a mid- and longer-term view in mind. We resolved to focus 2015 on our strengths, and eliminate ineffective projects and structures. Many of the objectives in the 2015 plan are direct results of stakeholder conversations – with communities and external partners, and within the movement. The objectives were shared with the board during the drafting stage.
A new factor influencing the planning process as well as the annual plan itself, is the role of third-party funds and collaborations that increasingly support our activities. We are embarking on a new journey here, and are working to improve ourselves in terms of our leadership and collaborative capacities, as well as adjusting our internal systems to an organization with diverse funding and with goals and projects shared with our partners. Internal decision-making tools are currently developed which will provide strong criteria screens to assure partnerships are aligned with movement priorities.
The draft WMDE Annual Plan was presented to the WMDE Board in early September, and subsequently board revisions and suggestions were incorporated. Next, the draft plan will be reviewed publicly on Meta. The community feedback is then summarized, published on the talkpage and incorporated into the draft as appropriate. The member assembly will discuss and formally approve the plan in November.
Completed fiscal year Current year Upcoming year Annual plan (including budget) 2013 WMDE annual plan 2014 WMDE annual plan 2015 WMDE draft annual plan Community discussion around annual plan 2013 discussion (English), (German) 2014 discussion (German, no contributions to the English talk page) 2015 discussion Annual report (including financial report) WMDE 2013 annual report Not required. Not required. Strategic plan Kompass 2020 2014-2018 strategic plan (replaces Kompass 2020) 2014-2018 strategic plan
Financials: year-to-date progress edit
The 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.
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) 4.870.000,00 6.394.310,00 4.479.934,00 5.882.153,34 4.700.000,00 6.171.100,00 Expenses 4.870.000,00 6.394.310,00 3.067.953,07 4.028.222,38 4.700.000,00 6.171.100,00
Table 3 notes: We have adjusted the budget in Q3. You can find the adjusted numbers in "projected final amount".
Programs: upcoming year's annual plan edit
This 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.
Wikimedia Deutschland’s activities are organized along the lines of four broad programs: Volunteers, Software Development, Institutions, and Legal and Social Framework. The focus of all four are our communities – our role as a Chapter is to create conditions, relationships and systems that enable our volunteers to collaboratively create content. Our programs have one or more goals, and all of them have many objectives. In an effort to prevent organizational silos from forming, our programs do not align with the departments of the organization – most of them are linked across departments, and all of them are supported by strategic organizational functions such as communication, evaluation, capacity building, development and international relations, which are described below under Program Support.
Note: For better logical flow in our program descriptions, we integrated the targets (originally question 3.) with goals and objectives (question 1.) for each program.
Program 1: Supporting Volunteers
Program 2: Software Development
Program 3: Institutions
Program 4: Legal and Social Framework
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.
The organization's phase of rapid growth will come to an end in 2015. For 2015, we are planning to have a total of around 55 FTE. We also have capacity for up to 13 student trainees. We aim to achieve significant growth in the Software Development Department only, the structure of which is increasingly geared towards the requirements of developing tools complementary to the work of the WMF Development Team. Decentralization of Software Development for the movement has proven to be a successful strategy. A Community Liaison will transfer here from the Volunteer Support Department in order to support communication between German volunteers and Software Development. Furthermore, the consolidation of the previously separate Politics & Society and Education & Knowledge departments will create synergy effects, which will also relieve the personnel structure. A small amount of growth is unavoidable in the HR & Administration department, particularly in order to ease the burden on bookkeeping and improve internal financial controlling. Software developers who previously acted as stand-ins will now provide support to the Fundraising Team. The ambitious member recruitment goals make it necessary to boost the effectiveness of this area. In a multi-year comparison, the overall balance shows that we have entered into a phase of personnel consolidation.
Furthermore, since September 2014 Wikimedia Deutschland has an institutionalized form of workers' representation (works council consisting of five members elected from among the employees) entitled to information and co-determination in staff-related decision making. To find out more about the role of the works council and how it can influence the staffing strategy, see the relevant Wikipedia article: https://en.wikipedia.org/wiki/Works_council, as well as this detailed information about work councils
Please refer to the organigram for 2015 here.
- 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 longterm contractors in this table and list the number of fulltime equivalents, where one fulltime 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 fulltime 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 fulltime equivalents as 1.0).
|Department or function||Current FTEs||Proposed FTEs||Reason for hiring new staff||What overall percentage of staff time is spent directly on programs and which ones?|
|Software Development||13,5||4,75||To support the planned expansion and the goals set for 2015 we will hire a project manager, an administrative assistant and two developers.
In addition, one position (0,75 FTE Community Liaison) will move from Volunteer Support Department to Software Development Department (for more detailed explanation see below).
|96% of time on Program 2: Software Development (17,5 FTE)|
4% of time on Program 1: Volunteer Support (0,75 FTE)
|Instead of hiring new staff, we are planning to move 0,75 FTE (Community Liaison position responsible for technical communication) to the Software Development Department, as it became clear that due to this role's explicit technical focus, it will be more effective if located within the SE team. Furthermore we will have to reduce one position (0,825 FTE) in order to re-focus efficiently on core activities and we will increase another from 0,75 up to 1 FTE.||100% of time on Program 1: Volunteer Support|
|Education, Science & Culture||7,1||-0,1||This department will result from the merger of two departments (Politics & Society and Education & Science). This will lead to increased efficiency in program planning and implementation. For 2015 we are planning a minimal change regarding the FTEs.||30% of time on Program 1: Volunteer Support|
50% of time on Program 3: Institutions
|Communications||3||0||No changes planned.||25% of time on Program 1: Volunteer Support|
25% of time on Program 2: Software Development
|Partnerships & Development||2,8||
|While we are planning minimal hours reductions in exisiting positions, the position responsible mainly for partnerships and grants will be relocated from Wikimedia Fördergesellschaft (Fundraising) to the Development and Partnerships department, which results in a slight growth of FTEs. We will exchange one evaluation position with a part-time assistant position (0,75 FTE) responsible for central project controlling, monitoring and reporting.||25 % of time on Program 1: Volunteer Support|
25 % of time on Program 2: Software Development
|Event management||3||-1||Due to budget cuts we need to consolidate the event team and reduce one position.||100% of time on event administration|
|Finance||1,5625||0,5||In order to improve our financial controlling system we will add 0,5 FTE in this area.||100% of time on financial administration|
|Administration & HR||3,5||0,5||The Head of HR and Operation will be supported with an additional 0,5 FTE in managing the daily operative work.||100% of time on administration and HR|
|IT||1,75||0||No changes planned.||100% of time on IT administration|
|Executive Director's Office||3,55||
|In addition to the ED, the Executive Director's office includes: an Executive Advisor, an Advisor on International Relations and a (planned hire in 2015) Policy Advisor (0,5 FTE). In 2014 there is an additional, temporary 0,55 FTE filled by the former ED in his role as special consultant to the Interim ED to ensure a smooth transition. His contract will expire in January 2015.||30% of time of the ED and Executive Advisor on all four programs|
70% of time of ED and Executive Advisor on administration
|Supervisory Board||0,925||0||No changes planned.||100% of time on administration|
|Due to an increased workload we are planning to hire at least two developers (1,5FTE) for WMFG im order to fullfill the requirements of the upcoming campaign.The existing software systems and infrastructure have to be maintained. With the new developers we are planning to ensure capacity to react to the changes planned by third-party-software servie providers, system extensions and changeovers. Furthermore, as mentioned above, the position responsible for partnerships and grants will be relocated to the Development & Partnerships Team in 2015 (-1 FTE)||100% of time on fundraising-related administration|
|Working students and interns (WMDE + WMFG)||5,125 (WMDE)
|-0,5 (WMDE)||Due to the overall consolidation we are planning a small reduction in this area. We are reviewing the efficiency and the criteria for work study student placement.||1,5 FTE will work on Program 2: Software Development|
0,375 FTE will work together with the Chief Advisor International Relations supporting all four programs
|Total (should equal the sum of the rows):||51,6375 (WMDE)
|Total staff expenses (currency requested)||2.439.960,00||450.040,00||In addition to costs for new employees, these amounts (proposed FTEs) include the cost for potential salary increases, funds for unexpected staff expenses, as well as additional costs resulting from hiring more high salary staff in software development.||-|
|Total staff expenses ($US)||3.203.667,48||590.902,52||-||-|
|WMFG Total staff expenses (currency requested)||236.160,00||33.840,00||-||-|
|WMFG Total staff expenses ($US)||310.078,08||44.431,92||-||-|
- 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.
In the publication of the current annual plan 2014, we planned for 44,225 FTE for WMDE and an additional 3,4 for the WMFG. At the end of 2014, WMDE will employ 46,5125 FTE and the WMFG 4,6. Main derivations are in the event management (+1), due to the success of our new event space concept;in addition, we created one additional position each at our Software Development Team and the Team Communitys. Some positions that were planned with less than 40 hours were filled as full-time positions, which increased the FTE count as well. In summary, we made no significant changes to our staffing plan since publishing our 2014 annual plan.
- 4. What overall percentage of staff time is spent directly on programs?
In 2015: 69% (38,3 FTE) is spent directly on programs and 31% (17,23 FTE) is spent on administration (calculation doesn't include working students). Administration includes finance, administration and HR, IT, fundrasing, event management, Supervisory Board and 70% of the time of the Executive Director and Executive Advisor.
Financials: upcoming year's annual plan edit
Detailed 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 edit
Please 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.
Anticipated revenues for the upcoming funding period Revenue source Currency requested US dollars Status (e.g. guaranteed, application) Donations - transfers from Wikimedia Fördergesellschaft 2.010.000,00 2.639.130,00 expected FDC funds 1.200.000,00 1.575.600,00 expected Membership fees 900.000,00 1.181.700,00 expected External grants/ Third-Party-Funds 340.000,00 446.420,00 estimate Other 100.000,00 131.300,00 expected Fundraising Management Overhead 130.000,00 170.690,00 expected Carry forward from 2014 0,00 0,00 expected Total revenues (should equal the sum of the rows): 4.680.000,00 6.144.840,00 expected
Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used. All unrestricted funds (e.g. FDC-funds, membership fees, donations) will be used for the implementation of the overall annual plan. As third-party-funds are usually restricted and therefore granted under the condition to be used for certain projects or initiatives, we will use these funds for these very specific purposes.
Operating reserves: upcoming year's annual plan edit
Please 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.
Local currency $US Total anticipated amount in operating reserves (by the end of the current fiscal year) 0 0 Total existing reserves from the current year to be carried over as reserves in the upcoming year 0 0 Total to be added to reserves in the upcoming year (excluding FDC funding) 0 0 Total to be added to reserves in the upcoming year from FDC funding only 0 0 Total planned reserves in the upcoming year (should equal the sum of the rows except the first): 0 0
Table 6 notes: Currently, WMDE does not hold an operating reserve. WMDE leadership is aware of the associated risks. One of the tasks of new leadership In 2015 will be to develop fund diversification strategies for 2016 and beyond. These will include a policy for building operating reserves, looking into the possiblity of endowment funds, and exploring other innovative fiscal strategies to sustain our programs and organization.
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.
|Program / initiative||Program costs in currency requested||Program costs in $US||Program staff costs in currency requested||Program staff costs in $US|
|Legal and Social Framework||44.000,00||57.772,00||74.000,00||97.162,00|
|Programm support: Communications||100.000,00||131.300,00||150.000,00||196.950,00|
|Programm support: International Relations*||20.000,00||26.260,00||80.000,00||105.040,00|
|Programm support: Policy Advisor*||30.000,00||39.390,00||-||-|
|Programm support: Partnerships and Development||20.000,00||26.260,00||200.000,00||262.600,00|
|Programm support: Executive Director's Office
(30% of the overall costs of the Executive Director and the Executive Advisor)
|Total program expenses (should equal the sum of the rows)||972.000,00||1.276.236,00||2.169.000,00||2.847.897,00|
|Working Students and Interns||-||-||120.000,00||157.560,00|
Table 7 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used. * The staff costs for International Relations and Policy Advisor are added up in this table. All unrestricted funds (e.g. FDC funds, membership fees, donations) will be used for the implementation of the overall annual plan. As third-party-funds are usually restricted and therefore granted under the condition to be used for certain projects or initiatives, we will use these funds for these very specific purposes.
Please note that at this phase of annual planning, the detailed project planning is not completed yet. This is why we can only provide you with program-related costs at the moment. However we will provide the more detailed goal-related costs allocation by the time of the first grant report, as the detailed planning will be completed by then and we will be able to make precise and reliable allocations for goals and projects within the programs.
- 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.
Expense type In currency requested In $US Program expenses (total from Table 7, excludes staff) 972.000,00 1.276.236,00 Operations (excludes staff and programs) 808.000,00 (see detailed sheet here) 1.060.904,00 (see detailed sheet here) Upcoming staff total expenses (from Table 4) 2.900.000,00 3.807.700,00 Amount to be added to reserves in the upcoming year (from Table 6) 0,00 0,00 Total expenses (should equal the sum of the rows) 4.680.000,00 6.144.840,00
Table 8 notes:
- 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)
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?
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 edit
Please 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.
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.