Grants:APG/Proposals/2015-2016 round1/Wikimedia Österreich/Proposal form
If you need to review the edit instructions you will find them in the editintro.
- Use this form if you are eligible to submit a proposal in the current round, to request funding in the current round.
- This form must be published on Meta by the proposal submission date for each round to be considered, and no changes may be made after the submission date without staff approval.
- This form complements your organization's annual plan, detailed budget, and strategic plan. It won't be considered complete without a detailed budget and strategic plan.
- Organizations may apply for a funding period that does not exactly match their fiscal years. Follow the instructions carefully to understand what time period each question refers to.
- Refer to the framework, guidance from the Board, and the FDC's recommendations before using this form, so you have an understanding of the Annual Plan Grants process.
- Please Email FDCSupport@Wikimedia.org with questions about using the form.
A few terms used in the form:
FDC proposal form terms Wikimedia terms Learning & Evaluation terms
- 1. In order to support community review, please provide a brief description of your organization's work in the upcoming funding period.
- Wikimedia Österreich's annual plan comprises the following three strategic areas: community support, free content, and reach / free knowledge awareness. 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 (particularly regarding volunteer support and organizational effectiveness) for the wider movement in general and the DACH (WMDE, WMAT and WMCH) and CEE (Central and Eastern European) 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. A major focus this and next year is the European copyright reform, especially pushing for favorable wordings on Freedom of Panorama and public domain provisions, in order to improve the conditions for Wikimedia projects across Europe.
- 2. Name, fiscal year, and funding period.
- Legal name of organization: Wikimedia Österreich
- Organization's fiscal year: 01/01-12/31
- 12-month funding period requested: 01/01/16-12/31/16
- Currency requested: Euro
- Name of primary contact: Claudia Garád, Executive Director
- 3. Amount requested.
|Total expenses for the upcoming year||271,500||304,566|
|APG funding requested for the upcoming year||250,000||280,448|
|Amount of funding received from WMF for the current year||228,000||255,768|
- 4. How does your organization know what community members / contributors to online projects need or want? Does your organization conduct needs assessments or 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 (e.g. the IdeaLabs), 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. Our annual plan and budget are published for discussion online and we organize a PlanningLab to foster the discourse.
- 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: This year, we also conducted a community survey which also aimed at understanding the needs of our community and to get a measurable overview of their satisfaction with our services.
- 5. Please provide a link to your organization's strategic plan and separate annual plans for the current and/or proposed funding period, if you have them. A strategic plan is required.
Financials: current funding period edit
The purpose of this section is to give the FDC an idea of how your organization is receiving funds and spending funds toward your current plan. Your current funding period is the funding period now in progress (e.g. 1 January 2015 to 31 December 2015 for most organizations). For organizations new to the APG process, your current funding period is the 12 months before your upcoming funding period (e.g. 1 January 2015 to 31 December 2015 for most organizations).
Financials for the current funding period Revenues or expenses Planned (budgeted) Actual, until one month before the proposal due date Projected Currency requested US dollars Currency requested US dollars Currency requested US dollars Revenues (from all sources) 277,796 311,629 245,433 275,324 250,000 280,448 Expenses 276,900 310,624 167,669 188,089 252,000 282,692
Table 2 notes:
- General information: Both budget and revenues are lower than budgeted. As we put extra effort to come up with means that help us to implement our projects without major cuts and also without drawing on our reserves too heavily, we decided to build on our strengths of acquiring in-kind donations, as it seemed to be the quickest and most efficient way to achieve noticeable results. Indeed we managed to get way beyond our target (see below for details) in this regard. Furthermore, we also work on strategies to diversify (cash) funding (see further below for details) - for this year however, we are still below target in this respect. In addition, there is a noticeable decrease in membership fees, as we decided to systematically update our member database and getting rid of members who have not paid for more than two years despite repeated reminders. This reduces our income of ongoing memberships and also the projected income of due fees, which summed up over the years.
- In-kind donations: The table above does not include our in-kind donations, as they can't really be included in our official book keeping. However, we realized during the last years, that there lies a lot of fundraising potential in this approach for us and it has an effect on how we have to interpret our revenues and spending. Hence, we started to systematically track and evaluate our in-kind donations according to programs, you can find an overview in English here. We are aware of the fact, that the amount of in-kind donations can't be compared to the same amount in cash revenues at a 1:1 ratio, as we would have probably not invested in all the things we get as in-kind donations (because they are more nice to have instead of absolutely essential) or not to the same extent (e.g. going for a cheaper venue/catering). Taking this into account, we now know that the net value of our in-kind donations is on average approximately 80% of the total value. For the period Jan-Aug 2015 this would make 19,275 EUR in total, and a net value of 15,420 EUR. Our projected net value of in-kind donations until the end of the year is approx 17,000 EUR. We also learned that we probably didn't unlock the full potential for in-kind donations in Program 2 "Free Content" and plan to explore this more in the next year.
- Diversifying funds: Getting external funding apart from in-kind donations still proves to be a challenge for WMAT. One main reason is that the foundation landscape in Austria is extremely poor compared to other Western countries (the proportion of charitable foundations in Austria is only 20% compared to 95% in Germany and 74% in Switzerland), which limits the scope of possible sources. In order to get a better understanding for the parameters that we can influence to achieve better results, we consulted fundraising experts on this matter and the result was that one of the big hurdles was our static and outdated website, which we relaunched this year to make it more attractive and informative for external stakeholders. We also experimented with a few new models: small scale crowdfunding via facebook likes for WLE and an attempt for long-term funding for the Open Data Portal via a public research grant together with Austrian universities by the Austrian Federal Ministry for Transport, Innovation and Technology (bmvit). The first was not successful (mainly because our topic was not as tangible as those of many competing NPOs, e.g. animal shelters and youth programs), the second is still pending and will only be decided in December 2015. In case the grant request will be successful, the money will not be processed by WMAT but one of the academic partner institutions. We will build on this year's work and learnings to make progress on this matter in 2016. As manpower is another main limitation for fundraising efforts in a lean organization like ours, we plan a 0,25 FTE increase in our staff and fundraising expertise and networks will be a major consideration for recruiting candidates for the board elections next year.
- Wikisource Conference: The projected revenues and spendings do not include the management of the PEG grant for the Wikisource Conference.
Programs: upcoming year's annual plan edit
This section is about your organization's programs. A program is a defined set of activities that share the same objectives and a similar theory of change. Please share the general goal of each program, and then list the specific objectives that the program will meet. Please do not include information about your organization's operating activities in this section. You may provide information about activities like administration, staff and board training, fundraising, governance, and internal IT in another section or in a supplementary document, but please do not include these activities here as programs.
- 1. For each program, please include your targets for each of the global metrics in this table. All global metrics are required, but you may list a target of zero if there are metrics you do not expect results for. You are welcome to provide your other metrics in the detailed program section below.
Program (1) # of newly registered users (2) # of active editors involved (3) # of individuals involved (4a) # of new images/media added to Wikimedia articles/pages (4b) # of new images/media uploaded (optional) (5) # of articles added or improved on Wikimedia projects (6) Absolute value of bytes added to or deleted from Wikimedia projects Program 1: Community Support 200 750 1000 n/a n/a n/a 85,000,000 Program 2: Free Content n/a tbd tbd 5,000 45,000 10,000 nm Program 3: Reach / Free Knowledge Awareness tbd tbd 2,000 n/a n/a n/a 300,000
Table 3 notes:
- n/a = not applicable
- nm = not measurable
- tbd = to be determined: in these cases we expect some results that we will track over the year but can't provide a meaningful estimation at this point of time
- 2. Please list your goals and objectives for each program. Please be sure your objectives meet all three criteria for each program
- Be sure the objectives listed are each SMART: specific, measurable, attainable and relevant, and include time-bound targets.
- Include both qualitative targets and quantitative targets, and remember to highlight your baseline metrics.
- Provide any additional information that is important to our understanding of this program. For example, you may include needs assessments, logic models, timelines, tables, or charts. Share how this program will contribute more broadly to movement learning, or explain how your program aligns with important Wikimedia priorities such as increasing participation and improving content on the Wikimedia projects.
Program 1: Community Support
Program 2: Free Content
Program 3: Reach / Free Knowledge Awareness
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 employs 2,5 FTEs: an Executive Director (ED), a Community Manager and an Administrative assistant. The ED is in charge of preparing strategic processes and decision making, manages finances, office and staff, coordinates international relations and partnerships, and reports directly to the board, i.e. executes the board's decisions in the day-to-day operations. The Community Manager is responsible for community support and communication, strategies for volunteer recruitment, and international coordination and exchange for all matters that concern volunteer support. The Administrative Assistant takes care of the office management, prepares the accounting, and furthermore assists event management, travel planning, and project evaluation.
- 2. List of staff by department or function.
- You can use this table (or substitute your own list) to show us the number of FTEs (fulltime equivalents) for each department or function, where one person working at 100% time would be counted as 1.0. We need this information about the total number of staff (FTEs) you will have hired by the end of the current funding period, and staff you will have hired by the end of the proposed funding period.
FTEs Department or function End of current funding period End of upcoming funding period Explanation of changes Executive Director 1 1 - Community Manager 1 1 - Administrative Assistant 0,5 0,75 We plan to slightly increase (0,25 FTE) the working hours of our Administrative Assistant, as we need more staff resources to focus on fundraising and evaluation (e.g. qualitative interviews with our institutional partners). This change will come into effect as of October 1, 2015 already, in order to cater for the additional workload required for the organization of the Wikisource Conference in November. We plan to cover these first three months by the PEG grant for the conference. Total (should equal the sum of the rows): 2,75 2,75 See above.
Table 4 notes or explanation of significant changes:
- 3. How much does your organization project to spend on staff during the current funding period, or in the twelve month period before your proposed grant will start (e.g. 1 January 2016 to 31 December 2016), in currency requested and US dollars?
- During the current funding period the projected total is 105,000 EUR (117,345 USD) without the increased 0,25 FTE due to the Wikisource grant. This additional amount mainly stems from overtime payment that was necessary in the beginning of the year to get rid of inherited overtime amounts from 2014 (the time before the relief due to the support of the newly hired Administrative Assistant came into effect). Together with the projected FTE increase from October 1, 2015 (Wikisource Conference) the projected sum will be approx. 106,800 EUR (119,807 USD).
- 4. How much does your organization expect to spend on staff during the proposed funding period (e.g. 1 January 2016 to 31 December 2016), in currency requested and US dollars?
- The total spending will be 130,100 EUR (145,945 USD). This is a remarkable increase compared to the previous year for the following reasons: Firstly, as outlined above, we plan to upgrade the Administrative Assistant to 0,75 FTE. Secondly, WMAT decided to invest in its staff as a result of the successful work they did in the last three years and increase the salaries of both full time staff members. All our employees started with below market salaries, even for Austrian NPO standards. A dedicated workforce which identifies with the core values of the movement is an important success factor for organizations. The experience from many movement affiliates shows, that high staff turnover can have a negative impact on the organizational effectiveness and overall working climate. WMAT considers itself lucky to have such a team which also works well with our volunteers and partners and wants to appreciate this and retain them with appropriate salaries. As third-party funding is often very restrictive when it comes to financing staff costs (it is much easier to get funding / donations for concrete equipment or events), a comparably big portion of the FDC funds will be used for this.
Financials: upcoming year's annual plan edit
Detailed budget: upcoming year's annual plan edit
- Please link to your organization's detailed budget showing planned revenues and expenses for the upcoming funding period (e.g. 1 January 2016 to 31 December 2016). This may be a document included on this Wiki (Meta) or a publicly available spreadsheet.
Revenues: upcoming year's annual plan edit
- 1. Does your organization plan to draw on its operating reserves during the upcoming funding period to support its expenses? If so, please provide the amount you intend to draw from your reserves here. This should not be included as revenue in the table below.
- No, we do not plan to draw on our reserves.
- 2. Please use this table to list your organization's anticipated revenues (income, or the amount your organization is bringing in) by revenue source (where the revenue is coming from) in the upcoming funding period (e.g. 1 January 2016 to 31 December 2016). Use the status column to show if this funding is already guaranteed, if you are in the process of requesting funding, or if you are planning to request funding at a later time. Please feel free to include in-kind donations and resources in this table, as applicable, but use the status column to show that they are in-kind resources.
Anticipated revenues for the upcoming funding period Revenue source Currency requested US dollars Status (e.g. guaranteed, application) FDC grant 250,000 280,448 Requested Fundraising 20,000 22,436 In process Membership fees 1,500 1,683 In process Total revenues (should equal the sum of the rows): 271,500 304,566 - In-kind donations 16,000 17,949 In process Total revenues (should equal the sum of the rows): 287,500 322,515 -
Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.
Operating reserves: upcoming year's annual plan edit
Please note that there is a policy that places restrictions on how much FDC funding your organization can use to build its operating reserves. If you would like to use FDC funding to for your organization's reserves, you must note that here. You will not be able to decide to allocate FDC funding from this grant to your reserves at a later date.
- 1. How much does your organization plan to have in operating reserves by the end of the current funding period?
- 25,180 EUR (28,247 USD)
- 2. How much does your organization plan to have in operating reserves by the end of the upcoming funding period?
- 25,180 EUR (28,247 USD)
- 3. If your organization plans to use FDC funding to increase your reserves in the upcoming funding period, how much FDC funding will your organization use to build reserves?
- We do not plan to use FDC funding for this purpose.
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 Currency requested US dollars Community support 69,000 77,404 Free content 22,000 24,679 Reach / Free knowledge awareness 18,000 20,192 Total program expenses (should equal the sum of the rows) 109,000 122,275
Table 6 notes: If your organization has significant funding other than FDC funds for specific programs, please make a note of that here.
- We plan to support our programs with in-kind donations worth 16,000 EUR - added to cashflows outlined above, this makes our program work worth 125,000 EUR in total.
- 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 Currency requested US dollars Program expenses (total from Table 7, excludes staff) 109,000 122,275 Operations (excludes staff and programs) 32,400 36,346 Upcoming staff total expenses (from Table 4) 130,100 145,945 Amount to be added to operating reserves (if applicable) 0 0 Total expenses (should equal the sum of the rows) 271,500 304,566
Table 7 notes:
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 or fails to remain eligible for the duration of the FDC process.