Grants:APG/Proposals/2021-2022 round 1/Wikimedia CH/Proposal form

Proposal by Wikimedia CH to support its annual plan with Template:Usamountrequested/2021-2022 round 1/Wikimedia CH.

Template:Summary/2021-2022 round 1/Wikimedia CH

Comment on Wikimedia CH's proposal here

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  • 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 with questions about using the form.

A few terms used in the form:

FDC proposal form terms Wikimedia terms Learning & Evaluation terms

[[Category:Annual plan grants or proposals by Wikimedia CH for Template:2021-2022 round 1]] [[Category:Annual plan grant proposal forms for Template:2021-2022 round 1 ]]


1. In order to support community review, please provide a brief description of your organization's work in the upcoming funding period.

Wikimedia Switzerland is happy to herewith present its plans for 2022 which are aligned with the strategies it has been following thus far (2017-2020) as well as with its newly drafted 5-year strategy which will be online very soon.

As usual, adjustments might have to be taken into consideration in 2022 on one hand according to the COVID situation in the new year as well as possible adaptations due to the wider Movement Strategy. On the other hand, due to fundraising income and other revenues which of course will have an impact on our plans. Whereas 2022 sees a continuation of progress, learnings and impact reached in 2021, Wikimedia CH has now taken into account the feedback, input and ideas received from its community, donors, partners, stakeholders, the wider Wiki Movement and the Foundation for its new 2022-2027 strategy, a process that has been ongoing already since Q2 2020 and which had to be interrupted and adapted because of the pandemic. In particular, you will see that an innovation hub will be added as an impact direction in Q2 2022 under which education will be seated for now. The creation of this “hub” directly arises from feedback received during our strategy finding process. What is more, GLAM aligns itself in order to become more of a GLAM as a service provider in future, in line with current needs in CH and abroad as well as with the requests and ideas of our partners and stakeholders. Concerning Community, the need has been identified to recruit for a national leader who would embrace the strategy and ensure its implementation. As a matter of fact, our current set-up doesn’t allow for a country-wide approach which in our new organisation which will be focused even more on delivering quality and sustainability for the years to come will have an important role to play. External relations and international collaboration as well as policy work will continue to play an important role in future, building on the excellent results that WMCH has achieved within the last years. This goes without saying that our organisation as such needs to be restructured in order to be sensitive regarding succession planning and ensuring appropriate back-up processes while ensuring quality programmes and delivering requested outputs. Therefore, over the next years some more employees will have to be recruited as the current staff, where only one person works full-time for the moment, is reaching its limits in terms of capacity. Obviously recruiting in Switzerland means financial resources as people have to have an excellent command of various languages as well as be specialised in a variety of fields.

It has to be reiterated that HR costs in Switzerland remain indeed a major factor within our budget. WMCH always tries to reduce this as much as it can by seeking outsourced solutions, working with consultants etc. During 2021 WMCH has revisited its compensation and benefit plans as well as insurance coverage. We are proud to say that we are aligned with Swiss standards in the NGO sector, but remuneration remains a major issue for staff retention.

The budgetary consequences have been reflected in the budget for 2022 and will be reflected in the budgets yet to come. Of course, hiring will be directly linked to the financial situation of the organisation and thus our new fundraising strategy will have to prove its effectiveness over the years.

Generally speaking, WMCH will continue to use the image of a house to represent its strategic impact directions for the years to come. However, this image grown and been extended to now include more enablers for example such as policy, the legal basis or experimentation as well as our new impact direction, the innovation hub. A new image will be available soon.

You will as usual find herewith our plans for 2022 (the innovation hub is for now included under education until it becomes independent in Q2 2022).

Please also have a look at our latest progress report to better understand where we are heading to.

What is more, in 2022 we will be following again a major thread in terms of outreach and programme planning in order to raise brand awareness and knowledge about Wikimedia projects:

  • Year of Sound/Audio

Our consolidated budget can be found here. You will note, that it will increase roughly about 450k CHF compared to 2021. This is mainly due to the high HR costs in Switzerland as explained above as well as to small increases in the programmatic areas to better reflect our 2022-2017 strategy. As usual, our fundraising costs are also on the raise as more revenues need to be generated and systems become more complex. With not IT programme manager in house, WMCH needs to rely on external experts for that matter.

Finally, please let us stress again that:

  • WMCH still doesn’t have a physical office and staff works virtually – and this will continue to be the case in future.
  • WMCH has moved onto analytical accounting, which makes planning and forecasts more precise.
  • WMCH has negotiated very low rates in terms of storage and operational costs, which make our operations very cost effective.
  • WMCH is a registered association in Switzerland which might give it access to particular funding in the future.
  • WMCH will remain a structure bearing a hierarchy as flat as possible as organised as a matrix and embracing mindful leadership principles and guidelines.
  • Whenever possible, pro-bono agreements are sought as well as in-kind donations such as room rentals, catering etc.

Thanks for reading us and we are of course happy to answer your questions!

2. Name, fiscal year, and funding period.
  • Legal name of organization: Wikimedia CH
  • Organization's fiscal year: 01 Jan-12 Dec
  • 12-month funding period requested: NA
  • Currency requested: CHF
  • Name of primary contact: Jenny Ebermann

3. Amount requested.

For 2022, no grant will be requested by Wikimedia CH

4. How does your organization know what community members and contributors to online projects need or want? Does your organization conduct needs assessments or consult the contributors and volunteers most involved with its work?
  • Every end of the year, we are conducting a survey to see how we serve our community and members; on top of that, numerous meet-ups and offline meetings are used to gather data and gain insights into what should be done more of or discontinued etc. What is more, we have conducted a number of stakeholder interviews in 2020 and 2021 in order to find out where our organisation should be heading for the next 5 years.
5. Please provide a link to your organization's strategic plan, and a link to your separate annual plans for the current and upcoming funding periods if you have them.

Our new 2022-2026 Strategy will be online shortly. It is currently in its final revision stages.

Financials: current year


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 2016 to 31 December 2016 for most organizations).

Programs: upcoming year's annual plan


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, and overall
  • Include targets for each of the three shared measures for each program, and overall. If one or more of these required metrics are not relevant to any of your programs, please consult your program officer.
  • Also choose at least two grantee-defined metrics to highlight in this section, and include targets for each of these grantee-defined metrics for each program, and overall. (Other program-specific metrics may be included in your program objectives, in the detailed program sections below.)

Table 3

Shared metrics

  1. 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.
  2. 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.
  3. 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.

Grantee-defined metrics

  1. Content reused by other Wikimedia projects: Content reused by other Wikimedia projects including Wikidata and Commons.
  2. of people reached in CH: People reached through traditional media, social media and internal newsletters.
Program Participants Newly registered Content pages Content reused by other Wikimedia projects # of people reached in CH
GLAM 150 25 5 000 2 000 250 000
Education 800 100 1 000 2 000 500 000
Community 100 100 20 000 5 000 500 000
GLAM NA NA NA NA 300 000 - 400 000
TOTAL FOR ALL PROGRAMS 1 050 225 26 000 9 000 1 550 000 - 1 650 000

Annual plan summary


Program 1: GLAM

WM CH GLAM programme 2022

The GLAM Program 2022 will focus on:

  • Strategic alignment of the GLAM Program: The GLAM Program will undertake a strategic alignment to stepwise fulfil its newly formulated objectives (WMCH 5-year strategic plan). In order to restructure and grow the program in a sustainable manner, we will create an additional position in the GLAM area, to partially take over projects and operational workload and support the GLAM Program & Partnership Manager in the shift to a partnership-related GLAM organization. Building up additional resources will be an important step forward to continue our pathway and keep our successful programs and formats in place while expanding and integrating new areas of activities.
  • Building up the GLAM Partnership Management: After the last five years of implementing a stable programmatic approach as well as evolving to become a trustworthy partner within the GLAM landscape in Switzerland, the next development step will be to focus on building up a professional GLAM partnership management structure. This implies the improvement of the organizational structure, processes, guidelines and policies for GLAM and the creation of a clearly defined service offering for GLAM institutions including all the necessary workflows.
  • Engage in thematic areas: For 2022 we will support the thematic focus “Year of Sound / Audio”. For this purpose, we will organize a brainstorming session together with our GLAM Partner Network, inviting additional interested partners such as the Director of Memoriav and one of their Sound Experts as well as SRG Archives, Fonoteca, Montreux Jazz Archives, Enter Museum and the Museum for Communication, besides others, for an inspiring content and project related discussion around this topic. For implementing this type of program activity, WMCH will engage its GLAM partners and mobilize the GLAM community to take over the lead on single events and projects.
  • Strengthen the GLAM Tech aspect: We learned that our GLAM Tech approach and the quality of our projects are appreciated by many stakeholders and are raising more and more interest. Therefore, we will strengthen this aspect in our program by sharing our projects with other Wikimedia Chapters and the international Wikimedia Community. Moreover, we will support projects driven by our GLAM partners to integrate our projects in their platforms as well as invest in new ones, such as the museum app launched by Kiwix. A first prototype of this app will be based on Wikidata and Wikipedia articles around museum’s collections and exhibitions and we will collaborate in performing user tests and feedback loops together with Swiss Museums.
  • Expand cross-chapter collaboration and knowledge sharing: Besides the expansion of our international awareness campaigns such as IMD2022 and IAW2022, we will engage in new DACH related projects and implement a new format in Switzerland called “virtuelle KulTour”, participating with two events in this joint undertaking between WMDE, WMAT and WMCH. Moreover, we will join the “Kulturbotschafter” program in which we engaged conceptually beforehand and envisage a light way of implementation in the first year, in order to gain experience and understand the needs of the Swiss volunteer community. Additionally, we will collaborate in concepting and launching a new GLAM DACH portal on Wikipedia.

Programmatic Outlook GLAM 2022 (non-exhaustive overview):

WM CH GLAM annual plan 2022

Wikimedia CH intends to keep the framework presented in its 2021 annual plan consisting of the three pillars:

  • “GLAM Organization”,
  • “GLAM Partnerships & Projects” and
  • “GLAM Digital Competence & Technology”

In order to make its action plan comparable.

Planned outcome (target) Explanation
Total # of participants 150 As per 2021, due to:
  • the uncertainty regarding the development of the pandemic in 2022,
  • launching online projects,
  • working within GLAM institutions, having only one institutional account.

It is therefore very difficult to measure the exact number of effective participants.

# of new editors 25 In Switzerland mostly experienced users participate in GLAM activities.
#number of content pages created or improved 5 000 As per 2021.
Content reused by other Wikimedia projects 2 000 As per 2021.
# of people reached in CH 250 000 As per 2021.

Program 2: Education and Innovation

WM CH education and innovation programme 2022

In 2022, the education program will continue with its regular activities and will give greater importance to certifications and vocational training. To better understand the needs of educators and other stakeholders regarding the use of Wikimedia projects, the strategy that WMCH had up to now, will be re-worked with the help of experts. Our aim here is to reflect current needs and opportunities in Switzerland and abroad as well as crafting the way for the future by aligning ourselves not only to WMCHs new 5-year strategic plan, but also to the Wiki Movement Strategy.

What is different from other years and taking into account the findings and consultations leading to our 5-year strategic plan, is that the education program for 2022 will be part of a larger innovation hub that will allow for innovation and tools to emerge. The Innovation hub is being created out of the need to respond to the demand for innovation that came to WMCH from the community; this can also clearly be seen in the WMF strategy which gives more importance to this topic too.

Switzerland is in fact recognised as one of the most innovative nations in the world and this innovation has made it possible to improve people's quality of life while reducing disparities. Whereas education of course is also linked to that, innovation and experimentation in particular, allow to kick-off and incubate new creative projects. Over the next 5 years, WMCH wants to contribute to the experimentation of new models and tools supporting all of its programs.

The innovation hub will allow WMCH’s programs to focus more on executive tasks, while the innovation and tools are left to the innovation hub, for trial and experimentation. If expected results are produced, there will be a benefit for all programs and activities who will then – if relevant – embrace the new products and tools.

The Education Program 2022 will focus on:

  • Education in schools: this action will help to propose models to schools on how to make use of Wikimedia projects.
  • Education in Universities: this action will propose the use of Wikimedia projects within universities.
  • Lifelong learning: this action is responding to the requests from our community and we hope to already be able to produce impacts in 2022. We will focus on proposing certifications and a new model for trainers.
  • New strategy: Drafting and starting with the implementation of a new education strategy for WMCH.

In summary, the education program will continue its activities started in 2021 as well as focus on a new strategy for the next 5 years while commencing its implementation and – if budget permits – hiring a person responsible for leading Education activities for WMCH.

The Innovation Hub:

The hub will see the light towards the middle of 2022. Emphasis will be put on:

  • Setup and kick-off;
  • Education tools: support of projects like Klexikon, Dico des Ados, a Rumantsch Lexicon;
  • Wikidata for professionals: tools and blueprints for professionals;
  • Potential projects related to Climate Action.
Openedu project - Motivational project

Planned outcome (target) Explanation
Total # of participants 800 As per 2021.
# of new editors 100 As per 2021.
#number of content pages created or improved 1 000 The Education program is not the best suited to create content on pages but we are nevertheless keeping the same numbers as in 2021.
Content reused by other Wikimedia projects 2 000 As per 2021.
# of people reached in CH 500 000 Increase connected with the launch of

Program 3: Community

WM CH community programme 2022

Our annual plan for Community Programs continues to have four main directions:

  • Community Health,
  • Community Building,
  • Community Recruitment and Outreach, and
  • International Collaboration.

In 2022, the community program will continue with its regular activities but will reorganize itself focusing more on the community needs with more staff and more community focused projects. As a matter of fact, the foreseen 5-year strategy for WMCH includes the hiring of a “Head of Community Management” overseeing the whole of Switzerland for 2022 as well as the addition of a helping hand for the German speaking community – building up succession management and responding to the need of that particular Community. What is more, a Community Manager for Italian speaking Switzerland (30-40%) will also have to be sought in future, budget permitting. This will allow for a robust strategy to be drafted, based on real needs and necessities as well as encompassing the right measures and quality for its implementation. What is more, the COVID restrictions stressed the point that online activities are important and have sometimes more value than offline activities. Looking at these results, Wikimedia CH worked to improve its online projects and to identify its existing online community.

Main activities 2022:

Community health

  • Offline activities (like New Year’s brunch)
  • Microgrants and grants
  • Scholarships

Community building

  • Support to projects focused on diversity
  • Support to projects on most relevant and discussed topics

Community recruitment

  • Support to Wikicons
  • Competitions and contests
  • Wiki-excursions
  • Collaboration with other affiliates

Planned outcome (target) Explanation
Total # of participants 100 If WikiCons are organized (depending on the COVID situation) the target raises to 1’000.
# of new editors 100 As per 2021.
#number of content pages created or improved 20 000 As per 2021.
Content reused by other Wikimedia projects 5 000 As per 2021.
# of people reached in CH 500 000 As per 2021.

Program 4: International and National (Public Relations)

WM CH external relations programme 2022

Wikimedia CH would like to maintain and expand its current activities regarding international and national public relations, advocating for issues that are important to us as a movement. We will continue doing so in aligning ourselves with the policy direction and stance the WMF and other Chapters are adopting and at the same time fostering our collaboration with like-minded organisations such as Parldigi, the Digital Alliance etc. in order to continue having a strong impact within the various debates.

As 2021 continued to show, this can successfully be done in Switzerland, where WMCH is already seen as a prominent partner and stakeholder when it comes to issues related to the digital world and its environment. WMCH’s involvement on the European and international scene is also seen as crucial since on one hand European law influences what is happening in Switzerland and on the other hand, many organisations and associations have their headquarters here: thanks to its special status, Switzerland is home to many organisations such as the UN, the international sports movement, etc. but also to non-profits, foundations and associations. Moreover, many international companies and start-ups do also have their European headquarters in Switzerland which allows WMCH to diversify its efforts and tackle various prominent partners, namely their technology and innovation/media labs and hubs etc.

So far, WMCH has partnered very successfully with the association ParlDigi since 2018 establishing itself as a trusted partner. In 2022, this precious work as well as WMCH’s implication in the FKAGEU network and the EU outreach will be followed. What is more, WMCH will continue reaching out to its neighbouring Chapters seeking to pool resources and projects as well as participating in the wider Wikiverse activities where necessary. Wikifranca will be founded as a Swiss Association in Switzerland in November 2021; it will be fully supported by WMCH and until its full independence budgets will also come out of the present impact direction/programme.

Finally, WMCH’s engagement in other like-minded associations in Switzerland is crucial, ATED, the VSA-AAS as well as the Alliance Digitale are only some prominent examples of this important work.

In addition, 2022 will see the pursuit of a major thread in terms of outreach for the whole of WMCH:

  • Year of Sound/Audio

This will enable us to become more visible and explore new fields of action aligning our press work with our impact directions and related activities. As usual, new partnerships and collaborations will also be sought. Wikimedia CH’s External Relations, Public Policy and General Partnerships Programme completely embraces the Wikimedia Movement Strategy enforcing it nationally and internationally through its activities, notably by building partnerships and capacity as well as by ensuring sustainable revenue streams.


The impact is mainly measured through the PR value (also social media impact) as this is a reliable way of evaluation in a given year as well as through fundraising and capacity building goals. Media clippings and other efforts will help us in that sense. Of course, it takes a long time to build and sustain viable partnerships, hence time will help assessing the effectiveness of all undertaken measures. WMCH is still trying to augment the so-called “top of mind awareness” as many people don’t even know that there is an association behind Wikipedia and other wiki projects.

In comparison: in 2021, where the 15 years of Wikipedia lead to a large and varied number of press coverages, we had:

  • 45.1 Mio people reached – from Jan to Nov 2021
  • Estimated PR Value: CHF 1.03 Mio – from Jan to Nov 2021

This truly is an extraordinary value, which we won’t be able to reproduce in 2022!

Planned outcome (target) Explanation
Total # of participants NA
# of new editors NA
#number of content pages created or improved NA
Content reused by other Wikimedia projects NA
# of people reached in CH 300 000 - 400 000 Based on calculations of the PR Value (Advertising Cost Equivalent - measure of difference in cost between paying for advertising space and placing an equivalent editorial piece) and the approx. number of people reached through the activities.

Staff and contractors: upcoming year's annual plan

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 plan to have by the end of the current funding period, and staff you plan to have by the end of the upcoming funding period.

Table 4

Department or function End of current funding period End of upcoming funding period Explanation of changes
Executive Director 0.8 0.8 0
GLAM Program & Partnership Manager 0.8 0.8 0
Community Liaison for German-speaking Switzerland 0.8 0.8 0
Education Manager and Community Liaison for Italian-speaking Switzerland 0.7 0.8-1.0 WMCH will hire an education manager at a rate of 80-100% in 2022; the current person will take over the lead of the Innovation Space to be newly created. The Liaison to the Italian speaking Community will be outsourced.
Manager Innovation & Experimental Space 0 0.8-1.0 WMCH will hire an education manager at a rate of 80-100% in 2022; the current person will take over the lead of the Innovation Space to be newly created.
Head of Community Management Switzerland 0 0.8-1.0 Currently there is no-one overseeing the Swiss Community Management Strategy; assessing our past efforts, we have seen that this is absolutely needed in order to comply with the 2030 movement strategy and move forward in a viable way.
Community Liaison for French-speaking Switzerland 0.6 0.6 0
Outreach & Program Communication Manager 0.9 0.9 0
Business Intelligence & Finance Manager 0.8 0.8 0
Finance Officer (Accountant) 0.7 0.7 0
Stakeholder Relations & Fundraising Manager 1.0 1.0 0
GLAM Project Manager 0. 0.8-1.0 Our current GLAM Manager needs project management support in order to be able to deliver and run all of the projects in the GLAM area.
Administration Officer 0.7 0.7 0
Total (should equal the sum of the rows): 7.8 10.3-11.1 0

Financials: upcoming year


Detailed budget: upcoming year

Please link to your organization's detailed budget showing planned revenues and expenses for the upcoming funding period (e.g. 1 January 2017 to 31 December 2017). This may be a document included on this Wiki (Meta) or a publicly available spreadsheet.

Revenues: upcoming year


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 2017 to 31 December 2017).

  • 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 include in-kind donations and resources in this table, as applicable, and use the status column to show that they are in-kind resources.
  • Do not include money you plan to draw from your reserves during the upcoming funding period.

Revenues 2022

Anticipated revenues for the upcoming fundraising period
Revenue source Currency requested US dollars Status (e.g. guaranteed, application)
APG (Annual Plan Grant) 0,00 0,00 anticipated
Membership fees 14 000,00 14 069,72 anticipated
WMF Fundraising Costs (10%) of funds raised 150 000,00 150 747,00 anticipated
Donations WMCH (small, medium, major donors) 1 994 058,00 2 003 988,41 anticipated
Pro Bono / In-kind donations 3 000,00 3 014,94 anticipated
Income of courses/ conferences 300,00 301,49 anticipated

Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.

  • based on the assumption of a +20% raise in our target set by the WMF (currently at 1'228'500 CHF, potentailly at approx. 1'500'00 CHF for 2022)

Difference spent/income: based on the following assumptions:

  • Increase of course and conference revenues
  • Increase campaign income for WMCH
  • Increase membership fees - or reminders via emailslight
  • Slight increase pro bono

Verification and signature


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. General operating support through the FDC may not be used to cover political and legislative activities, although you may make a separate grant agreement with the WMF for these purposes.
I verify that no funds from the Wikimedia Foundation will be used
for political or legislative activities except as permitted by a grant agreement

Please sign below to complete this proposal form.

IMPORTANT. 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.
Please sign here once this proposal form is complete, using four tildes. --Jenny WMCH (talk) 14:38, 2 December 2021 (UTC)