Grants:APG/Proposals/2019-2020 round 1/Wikimedia Österreich/Impact report form
Purpose of the report
editThis form is for organizations receiving Annual Plan Grants to report on their results to date. For progress reports, the time period for this report will the first 6 months of each grant (e.g. 1 January - 30 June of the current year). For impact reports, the time period for this report will be the full 12 months of this grant, including the period already reported on in the progress report (e.g. 1 January - 31 December of the current year). This form includes four sections, addressing global metrics, program stories, financial information, and compliance. Please contact APG/FDC staff if you have questions about this form, or concerns submitting it by the deadline. After submitting the form, organizations will also meet with APG staff to discuss their progress.
Overview
editFor Wikimedia Österreich, 2020 was a year in which developments and improvements did not always root in our own desire for renewal, but were reactions to the changing external circumstances. We are proud of how we worked towards achieving our goals. Very often we had to be innovative and use completely different means than we had originally planned.
- Community Support program: The shift from offline to online events required digital community leaders, whom we strongly supported in their activities. We were able to further improve the conditions for safe and welcoming spaces. We understood our involvement in Wikimedia 2030 not only as writing texts, but as a comprehensive communication effort. Particular challenges in community support were the reduced diversity of people without real-life meetings and non-equity in pandemic-related restrictions.
- Free Content program: We owe our impressive results in terms of content quality to a vibrant Wikipedia editing community, not mainly to photo projects as in the past. Event and travel photography in particular is in a severe crisis. Only the usage of the supported media files in Wikimedia projects exceeded our expectations. Our commitment to free content beyond Wikimedia projects and to audio content proved particularly rewarding this year.
- Reach / Free Knowledge Awareness program: Our preparations for Wikipedia 20 as a joint effort went smoothly and promising. We also managed to build a sustainable outreach network via social media. Our stronger role in political advocacy calls for rethinking.
Regarding our revenues and spendings, we were ultimately able to achieve a balanced budget and remain largely on target, not least in terms of the programmatic allocation of funds.
Global metrics overview - all programs
editOverall
edit- Participants: The number of people who attend your events, programs or activities, either in person or virtually. This definition does not include people organizing activities, social media followers, donors, or others not participating directly.
- Newly registered: The number of participants that create new accounts on a Wikimedia project. These include users who register up to two weeks before the start of the event.
- Content pages: A content page is an article on Wikipedia, an item on Wikidata, a content page on Wikisource, an entry on Wiktionary, and a media file on Commons, etc. This metric captures the total number of content pages created or improved across all Wikimedia projects.
- Quality: High quality – the number of community decorations for media files (featured, quality, valued) and articles (quality, featured) – and improved quality – the number of improved main namespace pages tagged as having quality issues.
- Diversity: The number of participants and/or organizers of activities who belong to underrepresented groups in the Wikimedia movement in Austria. These groups are defined as women, lesbian, gay, bisexual and transgender people, persons belonging to ethnic, language or religious minorities in Austria, foreigners and people with disabilities.
Participants Newly registered Content pages Quality Diversity Targets for 2020 (total for all programs) 16,900 9,270 400,000 4,900 450 Progress until 2020-06-30 (total for all programs) 2,583 226 94,177 2,162 181 Results for 2020 (total for all programs) 11,377 5,059 389,172 8,870 361
| Participants | Newly registered | Content pages | Quality | Diversity | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target |
| 1,935 | 3,473 | 3,500 | 126 | 219 | 200 | 78,087 | 134,410 | 140,000 | 1,429 | 6,372 | 2,900 (high quality: 400, improved quality: 2,500) | 116 | 296 | 410 |
| CALCULATION 19 + 43 + 19 + 12 + 6 + 6 + 65 + 1 + 8 + 5 + 1 + 2 + 3 + 4 + 230 + 7 + 7 + 2 + 4 + 6 + 8 + 2 + 9 + 11 + 36 + 5 + 6 + 16 + 3 + 7 + 7 + 6 + 12 + 31 + 13 + 5 + 14 + 8 + 243 + 1 + 7 + 22 + 7 + 5 + 11 + 19 + 7 + 2 + 9 + 11 + 48 + 50 + 18 + 20 + 45 + 15 + 5 + 6 + 5 + 4 + 4 + 6 + 300 + 10 + 406 + 12 + 8 + 31 + 4 + 3 + 5 + 2 + 6 + 5 + 1 + 3 + 5 + 6 + 2 + 10 + 5 + 35 + 4 + 5 + 6 + 169 + 15 + 2 + 15 + 3 + 2 + 93 + 15 + 23 + 6 + 4 + 6 + 5 + 32 + 23 + 18 + 17 + 24 + 32 + 45 + 14 + 3 + 11 + 7 + 6 + 5 + 4 + 5 + 5 + 5 + 22 + 3 + 4 + 6 + 4 + 10 + 4 + 4 + 46 + 2 + 9 + 8 + 130 + 514 = 3,473 |
CALCULATION |
CALCULATION 7 + 7807 + 5 + 460 + 10492 + 449 + 1 + 271 + 15672 + 218 + 7357 + 19746 + 11418 + 20 + 5 + 870 + 2586 + 694 + 36 + 14598 + 12047 + 2825 + 7583 + 90 + 6627 + 25 + 79 + 426 + 1327 + 1287 + 2477 + 5484 + 1421 = 134,410 |
CALCULATION 13 + 12 + 449 + 33 + 31 + 10 + 870 + 11 + 16 + 98 + 42 + 2825 + 293 + 186 + 6 + 1327 + 5 + 25 + 120 = 6,372 |
CALCULATION 11 + 3 + 3 + 6 + 23 + 2 + 3 + 2 + 5 + 2 + 3 + 2 + 16 + 4 + 8 + 12 + 4 + 7 + 5 + 1 + 2 + 3 + 2 + 3 + 4 + 2 + 2 + 2 + 4 + 3 + 2 + 2 + 21 + 3 + 3 + 2 + 2 + 7 + 15 + 1 + 3 + 2 + 6 + 3 + 2 + 2 + 2 + 4 + 1 + 5 + 4 + 3 + 3 + 9 + 40 = 296 | ||||||||||
| Participants | Newly registered | Content pages | Quality | Diversity | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target |
| 0 | 7,256 | 13,000 | 0 | 4,740 | 9,000 | 0 | 238,654 | 250,000 | 0 | 2,498 | 2,000 (high quality: 2,000) | – | – | – |
| Participants | Newly registered | Content pages | Quality | Diversity | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target | Progress 06/20 | Results 12/20 | Target |
| 648 | 648 | 400 | 100 | 100 | 70 | 16,099 | 16,099 | 10,000 | – | – | – | 65 | 65 | 40 |
Telling your program stories - all programs
editCommunity Support
edit
- A diverse community of volunteers with a wide range of skills, a desire to continually improve their work together and that offers a constructive working environment to existing and new users
What did we achieve so far?
Digital community leaders
Austria, like other Central European countries, has a long tradition of real-life Wikimedia community meetings. Both community strengthening and content creation projects were often carried out during face-to-face meetings. The pandemic-related restrictions starting in March meant that the expertise available in our community to organize such events was of limited use. We faced the challenge of ensuring that our community leaders were fit to conduct remote activities. At the same time, it became clear that this was not possible or desired by all of them, so we also had to find new community leaders to conduct digital events. By the end of the year, we exceeded our target of 250 community leaders with 290. From the beginning, we focused on the collaboration with other communities. We used our popular WikiDienstag format (usually weekly community meet-ups in our office in Vienna, now held as video conferences) to enable a systematic exchange of communities in Austria, Germany and Switzerland on remote activities and to build an exchange platform for this in the German-language Wikipedia. We invited WMCH and WMDE to take over the technical hosting of some WikiDienstag video conferences so that they could be part of these discussions. We also used our involvement in the Volunteer Supporters Network to keep an eye on developments outside the German-speaking world and organized, for example, an online meeting on the situation of Wikimedians in Residence during the pandemic or participated in trainings and discussions about new ways of online engagement during the online Volunteer Supporters Network meeting.
| 2013-06-24: | Good Governance Codex introduced |
| 2014-06-14: | Good Governance Codex enhanced |
| 2017-06-22: | Event guidelines introduced |
| 2017-07-25: | Good Governance Codex enhanced |
| 2018-12-18: | Terms of use for WMAT’s wikis introduced |
| 2020-04-06: | Safe space policy for video conferences introduced |
| 2020-06-22: | Safe space policy for video conferences enhanced |
| 2020-08-10: | Terms of use for WMAT’s mailing list introduced |
| 2021 preview: | Internal rules of procedure enhanced |
Always keep a friendly space
We see ourselves as a learning organization, consequently we regard enabling friendly spaces as a continuous process in which we want to get better and better (see "history of WMAT’s behavioral guidelines" to the right). Our many years of experience in making our spaces safe and welcoming helped us to make great strides this year. We developed a safe space policy for video conferences and new terms of use for our mailing list (which runs on a WMF server). This has allowed us to cover all areas under our direct control, complementing our existing guidelines and procedures, e.g. for offline events. In addition to creating guidelines that participants can identify with in our cultural context, it has always been especially important to us to be able to offer effective and comprehensible rules for enforcing the behavioral guidelines. We remain open to further improvements: towards the end of the year, WMAT’s expert group for organizational development started drafting a text for our rules of internal procedure in order to refine the responsibilities regarding behavioral standards for our association members.
Wikimedia 2030: a creative co-ownership
In 2020, we continued our strong commitment to the Wikimedia 2030 process. We participated in several working groups, prioritization and transition events. Even though we are a comparatively small to medium sized chapter (not least in terms of our limited board and staff resources), we saw it as an obligation to continue working so that anyone who shares our vision will be able to join us. We are aware that we are privileged in many ways and that we must always keep the big picture in mind. In order to reflect our own thinking and to listen to diverse voices, we not only had many informal conversations on a global level, but also involved our WMAT expert group for partnerships, projects, international affairs and finances and the German-speaking editor communities. As explained in our Progress Report, it was a particular challenge to ensure that the overall process did not lose momentum, which we could not control.
What are our biggest challenges?
Diversity without real-life meetings
One of our cross-program metrics is the diversity of participants and organizers of activities who belong to underrepresented groups in the Wikimedia movement in Austria. We chose this metric because we know that diversity is a challenge also in our context and requires active management. More specifically, we defined underrepresented groups as women, lesbian, gay, bisexual and transgender people, persons belonging to ethnic, language or religious minorities in Austria, foreigners and people with disabilities. With 296 instead of 410 people, we did not manage to reach our target. In this case, we were thus unable to fully compensate for pandemic-related losses. We had to postpone the Queering Wikipedia conference (a minus of at least 50) and could not host a WikiGap event with the Swedish Embassy (which brought in a diversity of 32 the previous year). Especially in diversity activities, face-to-face contacts are an important factor in our experience, also because some marginalized groups are less willing or able to engage in video conferencing. In our efforts to increase diversity, we worked more intensively on generally better framework conditions. For example, we discussed with the existing community how people who can not edit Wikipedia themselves (due to age, disabilities etc.) could be supported and enabled to contribute.
Non-equity in pandemic-related restrictions
Freedom of movement is not only an important value in the European Union, but also everyday practice in our communities. Not least because of Austria's small size, face-to-face meetings with Wikimedians especially from Germany, Switzerland, Italy and the Czech Republic were commonplace. In the German-language Wikipedia, which is managed mainly by communities from Germany, Austria and Switzerland, important decisions and developments are linked to face-to-face meetings. The WMF's decision to ban meetings across national borders for grant-dependent chapters marginalized the Austrian communities: Germany and Switzerland, which are not bound by such decisions due to their financial status as fundraising chapters, were able to decide on the conditions of real-life meetings themselves. This situation, which reinforces positions of power and privilege in the movement, affected us in isolated cases in 2020, but may intensify during 2021.
What's up next?
Fiscal sponsorships as a service
Several prestigious or promising community projects that are very complex, for example due to their internationality, do not fail because of lacking expertise or enthusiasm of volunteer leaders. It is administrative burdens especially in the processing of grants that are sometimes an obstacle. This is where we as WMAT can assist because we have an office and existing financial processes to fall back on. We already do this successfully as a fiscal sponsor for Wiki Loves Monuments International and Wikimedia CEE Spring. We will expand our involvement in this direction by supporting the Open Heritage Foundation (OHF), based in India, as a fiscal sponsor in the processing of several grants. India's civil society space is shrinking under the current government and receiving money from abroad comes with according challenges - by acting as a fiscal sponsor and intermediary, we hope to be able to support the volunteers in India to keep up their impressive work, despite these restrictions. Two small grants for the OHF have already started in 2020, for the Wiki Loves Folklore WPWP and Wikicite: Improving Wikidata-Wikisource Integration projects.
New WMAT strategy
WMAT’s current multi-year strategy, which has been in place since 2017, will expire in 2021. Therefore we will work on a new multi-year strategy. Preliminary work by our expert group for organizational development already started in 2020: by designing a strategy process that will share the burden on several shoulders and ensure the involvement of key stakeholders. The prerequisites are an evaluation of the broad outlines of our work in recent years and the alignment with the Wikimedia 2030 strategy.
| Metric | Target until 12/20 | Progress until 06/20 | Results until 12/20 | Graph | Calculation |
|---|---|---|---|---|---|
| Community leadership:
Number of volunteer organizers of activities. |
250 | 122 | 290 | 3 + 1 + 1 + 1 + 3 + 1 + 9 + 1 + 4 + 2 + 1 + 1 + 13 + 1 + 1 + 2 + 2 + 1 + 11 + 1 + 2 + 2 + 1 + 1 + 14 + 6 + 1 + 1 + 1 + 1 + 1 + 1 + 12 + 3 + 2 + 1 + 1 + 1 + 8 + 1 + 1 + 1 + 1 + 7 + 1 + 1 + 1 + 1 + 14 +1 + 4 + 1 + 1 + 13 + 1 + 1 + 1 + 1 + 1 + 9 + 1 + 9 + 1 + 1 + 1 + 1 + 15 + 1 + 1 + 7 + 1 + 1 + 1 + 1 + 1 + 1 + 1 + 1 + 9 + 1 + 1 + 1 + 1 + 1 + 34 + 1 + 1 + 11 = 290 | |
| Community motivation:
Minimum percentage of the participants of community surveys agree that our activities contribute to motivating them for their online work. |
80 | 85 | 85 | 85 |
Free Content
edit
- Generating, opening, and distributing multifaceted and valuable content that fascinates and engages Wikimedia volunteers, partners, and readers alike
What did we achieve so far?
Quality of content
The pursuit of quality is deeply rooted in our communities and has long been supported by us through competitions, loans of high-quality technical equipment, book grants, workshops, skill-sharing activities, and more. For our metrics, we define quality in two ways: there are (1) high quality as the number of community decorations for media files and articles and (2) improved quality as the number of improved main namespace pages tagged as having quality issues. The measurable results, which can only show a slice of the impact, were impressive this year: our goal was 2,900 quality content pages and we achieved 6,372. The main reason for this is an unexpectedly high level of community engagement in the German-language Wikipedia. An example is the Wartungsbausteinwettbewerb (see graph on the right), a supported Wikipedia competition for the removal of clean-up templates that takes place four times a year. The results for the second, third, and fourth quarters were significantly higher in 2020 than in 2019, and a link to the pandemic seems likely, as we generally perceived increased online engagement during this period. A recent study on the response to the pandemic by the global volunteer community seems to support this observation.
Media file usage in our projects
We recognize that the usage of media files in Wikimedia projects is not determinative of how valuable these files are for Free Knowledge. We count the number of distinct new media files used in the main namespace of Wikimedia projects because the improvement of pages by supported media files is valuable in its own right. We count the number of total usages of new media files in the main namespace because it allows us to indirectly draw conclusions that these media files are particularly high quality or particularly unique. We exceeded our targets for both metrics this year. Of particular importance was WikiDaheim, our big annual contest for photos about Austria. On the one hand, the selection of suggested photo motifs for WikiDaheim was further improved and expanded via Wikidata. On the other hand, the project lead has made a strong effort to embed the submitted images across language versions.
Manifoldness and variability of Free Knowledge
Free Knowledge can go beyond the scope that we can offer in the established Wikimedia projects. We want to take this into account in our activities. In our metrics, we count free content beyond Wikimedia projects, more precisely the number of freely licensed content pages in non-Wikimedia projects. We host RegiowikiAT, a freely licensed wiki for knowledge about Austria that is too special for Wikipedia, and have been able to achieve good results not only in terms of content pages. We have successfully promoted RegiowikiAT, designed a new logo and created new information material. There is close overlap between the Austrian Wikipedia community and the RegiowikiAT community, for mutual benefit. We took a different approach to increasing content diversity in a pilot project that involved editing audio files from freely licensed radio broadcasts so that they could be meaningfully embedded into Wikipedia articles. Prior to this, we held a online workshop with interested Wikipedians to define which forms of audio files would enrich the encyclopedia and we promoted the idea at an online workshop with the independent radio producers from Austria.
What are our biggest challenges?
Event and travel photography
Normally we support our great photo community with equipment from our tech pool, accreditations for events, travel grants, post-processing software or skill transfer activities. All this is useless when it comes to taking pictures at sporting events, concerts or film premieres that are canceled, or taking joint photo tours to GLAMs that can't take place. The graph on the right clearly shows the negative impact of the pandemic on supported media files (excluding fiscal sponsorships). 2020 began slightly weaker than 2019, but only because a very large photo project was completed in early 2019. February growth was comparable in both years. Starting in March, the beginning of pandemic-related restrictions, the gap between 2019 and 2020 began to widen. Especially from October on, growth dropped dramatically, apparently because photos from the past that still needed to be processed had been uploaded in the meantime. In the summer, we intensively promoted photo tours by individuals to regions of Austria that were poorly covered in terms of photography. The fact that we did not miss our overall target for content pages more clearly (we still reached 134,410 of the 140,000 we were aiming for) was due to the fact that we focussed more on non-photography projects, a very successful Wikidata contest for example.
Evaluation tools
Non-functioning evaluation tools that we need to report on requested metrics have been an issue since we started writing reports. PetScan proved to be pleasantly stable in 2020. More serious problems were caused by the malfunctioning of the GLAMorous 2 tool and the Programs & Events Dashboard.
What's up next?
Remote collaboration with GLAMs
We developed a new format for the interaction between GLAMs and our communities which will start next year. During video conferences, top-class representatives of Austrian museums will contribute their expert knowledge that specifically serves to improve content in our projects. For example, the Kunsthistorisches Museum will explain to Wikipedians what can be considered when describing paintings in Wikipedia articles.
100 years of Burgenland
The Austrian state of Burgenland was created in 1921 and celebrates its 100th anniversary in 2021. We received a grant by the government of Burgenland for conducting a photo competition for Wikimedia Commons next summer which aims at a better coverage of the state.
| Metric | Target until 12/20 | Progress until 06/20 | Results until 12/20 | Graph | Calculation |
|---|---|---|---|---|---|
| Useful content:
Number of distinct new media files used in the main namespace of Wikimedia projects. |
5,000 | 1,439 | 5,696 | 183 + 286 + 204 + 310 + 382 + 74 + 1084 + 1007 + 1498 + 438 + 106 + 124 = 5,696 | |
| Versatile content:
Number of total usages of new media files in the main namespace of Wikimedia projects. |
10,000 | 4,294 | 14,627 | 777 + 1082 + 447 + 782 + 1039 + 167 + 2581 + 2372 + 3263 + 1502 + 322 + 293 = 14,627 | |
| Free content beyond Wikimedia projects:
Number of freely licensed content pages in Non-Wikimedia projects (e.g. RegioWiki). |
1,000 | 957 | 1,839 | 941 + 16 + 868 + 14 = 1,839 |
Reach / Free Knowledge Awareness
edit
- Creating collective impact on a societal level by working with and through others to achieve a greater impact than we could ever achieve alone
What did we achieve so far?
Wikipedia 20 as joint effort
We started our preparations for Wikipedia 20 in the Fall. To ensure direct involvement by the Austrian Wikipedia community, we called for participation in a committee of festivities, which would coordinate and oversee all activities. We joined forces with the two other German-language chapters WMCH and WMDE in a coordination group. We designed our own Wikipedia 20 website for public relations purposes and conducted a major press campaign at the end of the year, which was reflected in high media interest. Finally, we succeeded in getting all the Wikipedia 20 planning for 2021 on track through a participatory approach and the investment of significant financial and time resources.
| 2019 | 2020 |
Sustainable outreach network
We wanted to be able to rely on a sustainable outreach network for campaigns and not just be dependent on coverage by the independent media. That's why we set a target for the number of accounts we reach via social media and our newsletter. In our Progress Report, we reported on the challenge of observing a declining importance of Facebook. Our activities to add new channels proved doubly successful: not only did we meet our absolute goals, we also reduced our dependence on Facebook and Twitter in relative terms (see charts at right). In addition, we can now use Instagram to inform photographers about the possibilities of Wikimedia Commons and free licenses.
Netpolitical Evenings
The Netpolitical Evenings in Vienna regularly bring together key stakeholders from civil society. For our advocacy activities, they are an essential anchor point for bringing relevant topics to the table, for coordination and networking. So far, we have participated as co-organizers and as hosts of individual evenings. However, some key players (individuals and partner NGOs) of the event were severely hit by the pandemic, losing funding and personnel, which makes it harder for them to contribute as much as they used to. In order to be able to continue this important platform as virtual events during the pandemic, we will take on an even stronger organizational role than before.
What are our biggest challenges?
Redefining our role in political advocacy
We had a lot to do in the area of advocacy this year, counting on the reliable support of the Free Knowledge Advocacy Group EU and our partners in Austria. Our government planned a new internet regulation act and we were concerned that this could endanger community-based moderation models such as Wikimedia projects. This concern resulted in an Open Letter and talks with Austrian federal ministries. We also made an official statement on the Austrian copyright reform to prevent any deterioration for Free Knowledge. Already at the beginning of the year, we were able to establish contacts to high-ranking politicians at the Austrian Award for Free Knowledge ceremony. Although there were only minor shifts in personnel as a result of our board elections, these also contributed to our board's openness to even greater involvement in shaping the political framework. At the same time, our resources for this have so far been limited, and the challenge is to define a weighting based on priority setting that is not at the expense of other important activities.
What's up next?
Wikipedia 20 activities
The leitmotif of our planned activities for Wikipedia 20 is the appreciation of the volunteer community. We will publish an extensive interview series, in which we introduce Wikipedians to the public. We will send a traveling exhibition through cultural and educational institutions in Austria and create an additional virtual exhibition together with Germany and Switzerland. On January 15, we celebrate a virtual birthday party, with Wikipedians surprising each other with Wikipedia articles and for which we organize an exchange with other celebrating communities worldwide. Around March 16, the 20th birthday of the German-language Wikipedia, we participate in a virtual “action week” to show the interested public how to join Wikipedia. For the summer, we are planning an event at which Wikipedians will be honored in a special way.
Women and the Vienna University of Economics and Business
According to Wikipedia, the Vienna University of Economics and Business “is the biggest university focusing on business and economics in Europe”. We are pleased to announce that we will be collaborating with this university for the first time in 2021. We are planning a series of virtual events lasting several weeks in which members of the university attend Wikipedia workshops and, with our support, write Wikipedia articles about significant women from Austrian business life.
| Metric | Target until 12/20 | Progress until 06/20 | Results until 12/20 | Graph | Calculation |
|---|---|---|---|---|---|
| Sustainable outreach network:
Number of accounts reached with permanent online channels (newsletter and social media, e.g. Facebook, Twitter, YouTube). |
5,000 | 4,212 | 5,300 | Facebook: WMAT: 1,032, WLE: 320, Wikidaheim: 108, WMAT advent calendar: 91, Wikidata-AT: 50, Wikipedia-AT: 84; Twitter: WMAT: 1,767, Wikidata: 342; Youtube: 25; Instagram: 214; Newsletter: 363, MeetUp: 904 = 5,300 | |
| Sustainable partnerships:
Amount of in-kind donations from partner organizations. |
17,000 EUR | 7,315 EUR | 16,955.33 EUR | List of in-kind donations in 2020 |
Revenues received during this period (6 month for progress report, 12 months for impact report)
editPlease use the exchange rate in your APG proposal.
Table 2 Please report all spending in the currency of your grant unless US$ is requested.
- Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.
Revenue source Currency Anticipated Q1 Q2 Q3 Q4 Cumulative Anticipated ($US)* Cumulative ($US)* Explanation of variances from plan FDC grant EUR 265,000 - 0 - 265,000 265,000 289,282 289,282 1st installment of 145,749.70 EUR (which reflects WLM 2018 underspend deduction of 8,924.63 EUR and bank fee reimbursement of 91 EUR) already received in the past fiscal year ODP grants EUR 2,000 - 0 - 0 0 2,183 0 last rate of ODP grant not used Fundraising EUR 23,000 - 9,972 - 16,066 26,038 25,107 28,423 Membership fees EUR 3,000 - 2,972 - 478 3,450 3,275 3,766 Other (non-WMF) grants EUR 5,500 - 0 - 2,500 2,500 6,004 2,729 Erasmus+ grant separately below Erasmus+ grant EUR 0 - 21,539 - 0 21,539 0 23,513 Final installment of past year's grant + 1st installment of this year's grant of EUR 24,750 (which was not included in the budget yet) CEE Spring EUR 9,500 - 3,838 - 0 3,838 10,370 4,190 WLM International EUR 32,000 - 11,750 - 3,386 15,136 34,932 16,523 Queering Wikipedia EUR 39,720 - 0 - 0 0 43,360 0 Event grant already received in the past fiscal year OHF fiscal sponsorships EUR 0 - 0 - 11,069 11,069 0 12,083 WMF grants for Open Heritage Foundation (OHF) (which was not included in the budget yet) Interests EUR 0 - 49.86 - 14.12 63.98 0 70 In-kind donations EUR 17,000 - 7,315 - 6,918 14,233 18,557 15,537 With no in-person events there are fewer opportunities for in-kind donations (venues, catering etc) by partners
* Provide estimates in US Dollars
Spending during this period (6 month for progress report, 12 months for impact report)
editPlease use the exchange rate in your APG proposal.
Table 3 Please report all spending in the currency of your grant unless US$ is requested.
- (The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan Staff expenses EUR 151,000 - 77,898.37 - 77,447.94 155,346.31 164,836 169,577 100% Operations EUR 47,000 - 21,811.76 - 26,238.06 48,049.82 51,307 52,452 100% Community Support EUR 59,500 - 6,261.40 - 47,819.49 54,080.89 64,952 59,053 91% Free Content EUR 24,000 - 2,569.77 - 24,387.99 26,957.76 26,199 29,427 100% Reach /Free Knowledge Awareness EUR 17,000 - 1,096.48 - 17,289.22 18,385.70 18,558 20,070 100% CEE Spring EUR 9,500 - 477.59 4,526.87 5,004.46 10,370 5,463 53% Project revenues also lower than expected WLM International EUR 32,000 - 12,848.89 - 4,880.90 17,729.79 34,932 19,354 55% Project revenues also lower than expected Queering Wikipedia EUR 39,720 - 4,989.56 - 0 4,989.56 43,360 5,447 13% Conference postponed to next year OHF fiscal sponsorships EUR 0 - 0 - 1,582.32 1,582.32 0 1,727 n/a Not in the original budget TOTAL EUR 379,720 - 128,965.09 - 196,367.24 325,332.33 414,514 355,136 86% Expenses (and revenues) for fiscal sponsorships lower than expected
* Provide estimates in US Dollars
Compliance
editIs your organization compliant with the terms outlined in the grant agreement?
editAs required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.
- No changes.
Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".
- Yes.
Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".
- Yes.
Signature
edit- Once complete, please sign below with the usual four tildes.
- CDG (WMAT staff) (talk) 16:43, 30 March 2021 (UTC)
Resources
editResources to plan for measurement
edit- Global metrics are an important starting point for grantees when it comes to measuring programmatic impact (Learning Patterns and Tutorial) but don’t stop there.
- Logic Models provide a framework for mapping your pathway to impact through the cause and effect chain from inputs to outputs to outcomes. Develop a logic model to map out your theory of change and determine the metrics and measures for your programs.
- Importantly, both qualitative and quantitative measures are important so consider both as you determine measures for your evaluation and be sure to ask the right questions to be sure to capture your program stories.
Resources for storytelling
edit- WMF storytelling series and toolkit (DRAFT)
- Online workshop on Storytelling. By Frameworks institute
- The origin of storytelling
- Story frames, with a focus on news-worthiness.
- Reading guide: Storytelling and Social change. By Working Narratives
- The uses of the story.
- Case studies.
- Blog: 3 Tips on telling stories that move people to action. By Paul VanDeCarr (Working Narratives), on Philanthropy.com
- Building bridges using narrative techniques. By Sparknow.net
- Differences between a report and a story
- Question guides and exercises.
- Guide: Tools for Knowledge and Learning. By Overseas Development Institute (UK).
- Developing a strategy
- Collaboration mechanisms
- Knowledge sharing and learning
- Capturing and storing knowledge.