Grants:APG/Proposals/2015-2016 round1/Wikimedia UK/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.
Building relationships with major organisations will be vital to the upcoming activity plan both in terms of impact, value for money, and building our reputation. These relationships not only open doors for us in terms of access to content, goodwill and expertise, but will also increasingly prove vital in our fundraising work. This area will receive much more focus due to realignment of staff responsibilities (especially Project Coordinators).
We are also planning to be proactive in driving volunteer effort, both in shaping the project ideas they approach us with, and in bringing them to projects the chapter is already running or developing. We will work to build volunteer skill and confidence so that they are able to participate and lead on chapter activities - for example by supporting skills needed to deliver events.
Our work with volunteers will be shaped by stronger project management. This means we can both respond to the interests of volunteers, and be proactive in matching the activities to the chapter’s plans. The projects can be very varied in their character and can include technology ideas.
We work to reduce or eliminate open knowledge barriers by advocacy work on EU/UK level, and on an individual organisation level. The
later latter links to the partnership approach, as advocacy is one of the activities we may deliver while collaborating with an external organisation.
To summarise our recent journey, 2015 was about consolidation and getting the foundations in place, 2016 is about working outwards and making a visible impact for our community. To learn more about the restructure in 2015, please see the ‘Staff’ section.
- 2. Name, fiscal year, and funding period.
- Legal name of organization: Wikimedia UK
- Organization's fiscal year: 02/01-01/31
- 12-month funding period requested: 02/01/16-01/31/17
- Currency requested: GBP
- Name of primary contact: Daria Cybulska, Head of Programmes and Evaluation at WMUK
- 3. Amount requested.
|Total expenses for the upcoming year||595,000.00||916,235.00|
|APG funding requested for the upcoming year||310,000.00||477,366.00|
|Amount of funding received from WMF for the current year||314,000.00||483,525.00|
- 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?
Volunteers are at the heart of WMUK and we are committed to developing and maintaining strong, productive relationships with the community. We are aware that this has been more challenging in the past year – mainly due to the restructure, which involved a period of transition, uncertainty and staff changes - however we are now focused on increasing the quality and consistency of our communications and ensuring a meaningful dialogue with the community as we move forward.
As part of our commitment to better involve volunteers, we held a Volunteer Strategy Gathering in July 2015. This followed on from a similar event in November 2014, and has ensured that we are creating a regular dialogue with volunteers and responding to their ideas and concerns. In the more recent event we presented the community with WMUK's new project-based approach (see Programme G2a), and how we can best organise volunteer working groups and committees. This content in itself was open to consultation for several weeks before the event, and feedback was sought on how the structure could best engage volunteers. Most volunteers are keen to talk about things that directly affect them, and that they’re excited about, so we structured the strategy event in July in to reflect this; focusing on the issues that are most important to volunteers and that will enable them to collaborate with us in future. These strategy events have so far been very useful in shaping our approach, and we intend to run similar events in 2016; building a network of engaged, supportive and empowered volunteers at the heart of our planning processes.
Here is the summary of the feedback we received from the first strategy gathering, focusing on needs and skills -https://wikimedia.org.uk/wiki/Volunteer_Strategy_Gathering/November_2014/Data#Support_and_needs
Here is the consultation we presented in advance of the second strategy gathering - https://wikimedia.org.uk/wiki/Volunteer_strategy_consultation_2015
We are now working through the feedback we received on plans to:
- Embed members into our day-to-day decision making via a new evaluation panel
- Set up expert advisory board to advise the WMUK main board on high-level strategy
- Change our Articles of Association to allow volunteers to be appointed full members of board committees
- Provide more effective support for volunteers via the new project coordinator staff roles
- Move toward project-based working practices to improve efficiency and to enable better self-evaluation of our work
We run annual surveys of our community to gain a thorough understanding of their needs and interests, and crucially to identify where we can support them better. The most recent survey took place in the new year and sought to identify volunteers' training needs and barriers to participation The most recent. Issues raised included limited time, and so we are exploring options for micro-volunteering; and specific training needs have been highlighted to help contributors (for example with photography skills). We will be repeating the survey soon in order to ensure that we are receiving regular, up-to-date feedback on support needs and skills gaps. We are also working with the training organisation Midas, and drawing on their existing knowledge of our community to explore what skills development would address the needs of volunteers, and will be developing a series of training modules, created with volunteer involvement.
On more specific projects, we run feedback and needs assessments on a case-by-case basis, and work with volunteers to ensure that they have the skills and technical knowledge required, in areas such as photography and the use of Wikidata. We have also reviewed the way in which we agree to support projects with grants, and review volunteer skills as part of this process with the grant application designed to encourage volunteers to think about this at the very start of the process: https://docs.google.com/a/wikimedia.org.uk/forms/d/1W72OG4SCUcpgzr4ggb7bdAwcq1PwzDejoKtmCnk5iN4/viewform
We also involve our community in needs assessments when working with institutions, with feedback from volunteers helping to shape the work of Wikimedians in Residence. At the beginning of every project, our partner institutions identify content areas which they feel can be improved, and as volunteers and the community interact with the project there can be requests to work on particular areas. One example of this is at the York Museums Trust, where our WIR was able to support a volunteer working on articles related to the paintings of William Etty. In this way the institution and community were both served by overlapping interests brought to light by good lines of communication between the resident and the community; and also ensured the project has had a significant impact on the delivery of our strategic goals.
- 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.
- Strategic plan, outlining the overall goals that we are working towards - https://wikimedia.org.uk/wiki/Strategic_goals
- Project based working for volunteers - https://wikimedia.org.uk/wiki/Project-based_working (plus further pages linked through the navigation panel on the right)
Financials: current funding periodEdit
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) 569,000.00 876,197.00 282,625.00 435,211.00 569,000.00 876,197.00 Expenses 599,235.00 922,756.00 305,413.00 470,302.00 599,000.00 922,394.00
Table 2 notes:
- Figures as of 31 July (our Q2 end), as we only produce financial reports quarterly.
- Estimated, as full projection will be carried out at Q3.
Our restructure and search for a new CEO has been a time-consuming and relatively expensive task for us over the past year, though given its importance we have been clear throughout that getting the right result was far more critical than attempting to be being quick or cheap. When our first round of searching and interviews failed to find a candidate that the board could wholeheartedly recommend we opted to re-start the process rather than taking on someone we felt would be less than ideal. Having to carry out multiple searches is not unusual – the WMF and WMDE both did the same when they were looking for their new EDs – but a one-off hit on search and interim CEO costs is preferable to having to live with concerns potentially for years to come. We were fortunate to be able to part on good terms with our previous CEO, Jon Davies, which allowed costs to be kept at a far lower level than is often associated with a change of CEO.
Programs: upcoming year's annual planEdit
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 (except the optional metric for total number of images/media uploaded), 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 G1 Develop open knowledge 0 0 0 2,000 20,000 10,000 6,000,000 G2a Develop, involve and engage WMUK volunteers 300 190 460 0 0 0 0 G3 Reduce barriers to accessing open knowledge 0 5 10 0 0 0 0 G4 Encourage and support technological innovation 0 5 10 0 0 0 0 G5 Develop, support, and engage with other Wikimedia and open knowledge communities 0 0 20 0 0 0 0
Table 3 notes:
- 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.
Overall programme background
2015 was a transitional year for WMUK. We finally completed the overhaul of our governance and made a number of changes to our Articles of Association which will help us function more effectively in the future. We reshaped the staff team to create a smaller team, better able to work on a flexible project basis, and have recruited a new CEO with a strong fundraising background to lead them. We also elected and co-opted onto our Board a number of individuals from outside the movement with senior level experience working in or with our major national heritage institutions, which are key partners in our forward strategy of releasing and creating open content.
A major highlight of the past year has been our work with some of the largest and most respected organisations in the UK such as the Bodleian Libraries, the National Libraries of Scotland and Wales, and Cancer Research UK. We have moved towards a more project-based approach when working in collaboration with external partners. Building relationships with major organisations has shown that this can bring success in terms of impact, value for money, and perceived reputation in the movement and in the public mindset. These relationships not only open doors for us in terms of access to content, goodwill and expertise, but they will prove increasingly vital in gaining the confidence of grant-making organisations who will be an important source of funding for us.
As a result of the transition, much more focus will be given to partnerships and supporting and empowering volunteer projects from 2016 onwards, with our programme strands themselves becoming more interlinked. We have retained the same high level strategic goals, and in many cases their corresponding outcome targets, allowing for consistent tracking of our progress. These represent ambitious but achievable targets given that the staff team has been reduced by 35%; however we are confident that the new structure will be more streamlined, more effective and more focused, and are looking forward to the impact of our new CEO joining us in October 2015.
G1 Develop open knowledge
G2 As a volunteer-led organisation, ensuring effective use of the resources available to us: G2a Develop, involve and engage WMUK volunteers
G2b Use effective and high quality governance and resource management processes
G3 Reduce barriers to accessing open knowledge
G4 Encourage and support technological innovation
G5 Develop, support, and engage with other Wikimedia and open knowledge communities
Governance - G2b
Staff and contractors: upcoming year's annual planEdit
- 1. Please describe your organization's staffing plan or strategy here, or provide a link to your organization's staffing plan or organogram.
In order to ensure that the charity is best resourced to deliver impactful projects we have made a number of staff role changes in 2015, and the total staff headcount has been reduced from 14 to 9 (8.6FTE).
The programme team has been reshaped to match our delivery needs. In the new Project Coordinators roles, we are linking various topical project areas (such as GLAM) and volunteer engagement, so that more connected support is given to this work. We are aiming to direct more energy into working in partnerships with external organisations, linking several activities into these bigger projects, and so the staffing changes matches that. As is visible from the job descriptions (), Project Coordinators have been recruited basing on skills needed for the project management and volunteer support, which means we are getting skills needed for delivery. We also put these roles more in line with the Wales Manager (Project Coordinator - Wales Manager), to reflect that these roles are very similar in function and can all collaborate within the programme team.
Because we are planning to build on large scale partnerships with external organisations, we need to ensure strong reporting and administration. This is why we took the opportunity of the restructure to change the office support role to the Administration and Programme Assistant. The role involves providing core administrative and financial support for Wikimedia UK activities, with focus on its programmes and reporting.
In general then, we reevaluated the staff structure and strengthened it, moving capacities to the most important areas.
In their comments of November last year the FDC said:
“While the FDC understands that reducing Wikimedia UK’s funding might be a strain on the organization, the FDC hopes it will lead to a productive re-evaluation of priorities and direction. The ED transition should be seen as an opportunity to rethink and restructure. The governance reshuffle and adaptation has been managed well, recommendations brought about by the governance review have been implemented, and board diversity has been achieved, which will provide a strong foundation for the coming transition. At the same time, the FDC notes that it seems difficult to identify a sustainable and clear staff structure beneath the executive level.”
Well before then, it was clear to the board that many of the assumptions and plans on which the current organisational structure was originally built were no longer fit for purpose, and we were already engaged in a review of our staff structure. The outcome, announced earlier this year, was a more streamlined organisation, better focused on our strategic goals, better able to engage with and involve volunteers of all kinds, and more appropriate to the level of resource we have.
We are confident that with our new slimmed-down structure we can be more responsive to new ideas and do better at bringing volunteering into the heart of our projects.
Last year the committee further noted:
“The FDC urges Wikimedia UK to carefully consider its plans to hire additional fundraising staff, and to articulate a clear strategy for how that position will benefit the organization and the movement. The FDC acknowledges that there may be many untapped resources in Wikimedia UK’s context, but resources will need to be clearly identified in order to be targeted effectively.”
The board accepted that the charity's previous capacity and model for fundraising was not adequate and that greater diversity of income streams was essential. We concluded that we needed not more dedicated fundraising staff but rather a new permanent Chief Executive with significant expertise in this area: someone capable of providing a strong personal lead within the restructured staff team.
In August 2015 we announced that we have been fortunate enough to secure as our new CEO Lucy Crompton-Reid, previously Director of the national live literature charity Apples and Snakes. Lucy brings extensive experience in volunteer engagement, organisational development, working with strategic partners, media, education, and securing external fundraising from trusts and foundations.
This process is now fully complete, and Lucy will start with us on 7th October.
Over the course of her career Lucy has worked in both the charitable and public sectors, including most recently Head of Outreach at the House of Lords where she was strategic and operational lead for education and outreach activities. Before that, she worked at Arts Council England, initially developing strategic partnerships before setting up a new area office with local government and schools partnerships. As Refugee Week National Co-ordinator for the British Refugee Council, Lucy chaired the UK steering group of NGOs and charities, led on media activities, and facilitated hundreds of volunteer cultural events each year. Lucy is passionate about education and learning and is deeply committed to ensuring open access to knowledge and information.
“This is a significant time for Wikimedia UK and for the open knowledge sector more broadly, with the potential to create unparalleled access to educational content, coupled with threats to limit public access to information and knowledge. With nearly 18 years' experience in the arts, charitable and public sectors, I'm passionate about participation, and excited about the opportunity to facilitate greater public engagement with online content and information through Wikipedia and its sister projects, and other Wikimedia UK initiatives”.
- 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 Community and Programmes 6 6 - Finance and Administration 1.6 1.6 - Executive, incl fundraising 1 1 - Total (should equal the sum of the rows): 8.6 8.6 -
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?
- Total staff costs for our accounting period (1 Feb 2015 - 31 Jan 2016) are projected to be £379,000.00 ($583,618.00).
- 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 budget for the period 1 February 2016 - 31 January 2017 is £352,000.00 ($542,041.00). This comprises:
- 62.5% Project staff - £220,000.00 ($338,776.00)
- 37.5% Operations and Fundraising staff - £132,000.00 ($203,265.00)
Financials: upcoming year's annual planEdit
Detailed budget: upcoming year's annual planEdit
- 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 planEdit
- 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.
- Having sustained a deficit of £176,759.00 ($272,189.00) in the year to 31 January 2015, Wikimedia UK's strategy is to rebuild its reserves. Accordingly, we project that we will suffer a further deficit of £30,000.00 ($46,197.00) in the year to 31 January 2016, and plan for a surplus for the year to 31 January 2017 to rebuild our reserves. In both the year to 31 January 2015 and the current period, we suffered substantial costs relating to our restructuring, which is now complete (see 'Staff and Contractors' section for further details).
- 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) Grant from FDC 310,000.00 477,366.00 Requested Donations 228,000.00 351,095.00 Not collected but reasonably certain Gift Aid 14,000.00 21,558.00 Not yet requested, and dependent on donations Major Gifts 70,000.00 107,792.00 Projected Gifts in Kind Cannot be estimated. Total revenues (should equal the sum of the rows): 622,000.00 957,812.00 -
Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.
- Funds other than FDC funds will be used for the benefit of the public, to promote and support the widest possible public access to, use of and contribution to Open Content of an encyclopaedic or educational nature or of similar utility to the general public, in particular the Open Content supported and provided by Wikimedia Foundation, Inc., based in San Francisco, California, USA.
- FDC funding constitutes about 50% of our overall revenue for 2016-17, which reflects our continuing work to diversify funds available to us to deliver the programme.
- In 2015-16 we received (and are still anticipating to receive) significant amounts of gifts in kind, for example covering the costs of hosting Wikipedia Science Conference, or to cover the costs of Wikimedians in Residence projects. These arise as we deliver and negotiate our partnerships, so cannot be estimated. We will continually work to receive them in the coming year.
Operating reserves: upcoming year's annual planEdit
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?
- £139,000.00 ($214,045.00). This is £61,000.00 ($93,933.00) less than the minimum dictated by our reserves policy.
- 2. How much does your organization plan to have in operating reserves by the end of the upcoming funding period?
- Approximately £166,000.00 ($255,622.00).
- 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 to increase our reserves, as FDC funding constitutes only 50% of our budgeted income. Our overheads will be fully covered by donations, gift aid and major gift bids, which are on a full-absorption cost basis.
Expenses: upcoming year's annual planEdit
- 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 G1 - Develop open knowledge 50,000.00 76,995.00 G2a - Develop, involve and engage WMUK volunteers 28,000.00 43,117.00 G3 - Reduce barriers to accessing open knowledge 13,000.00 20,019.00 G4 - Encourage and support technological innovation 1,000.00 1,540.00 G5 - Develop, support and engage with other Wikimedia and open knowledge communities 12,000.00 18,479.00 Total program expenses (should equal the sum of the rows) 104,000.00 160,149.00
Table 6 notes: If your organization has significant funding other than FDC funds for specific programs, please make a note of that here.
- Our plan includes £70,000.00 in major gifts which are likely to be for specific projects.
- 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) 104,000.00 160,149.00 Operations (excludes staff and programs) 139,000.00 214,045.00 Upcoming staff total expenses (from Table 4) 352,000.00 542,041.00 Amount to be added to operating reserves (if applicable) 27,000.00 41,577.00 Total expenses (should equal the sum of the rows) 622,000.00 957,812.00
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.