Grants:Programs/Wikimedia Community Fund/Multi-year plan grant Wikimedia Österreich 2022-24/Yearly Report (2022)
Report Status: Accepted
Due date: 2023-02-03T00:00:00Z
Funding program: Wikimedia Community Fund
Report type: Yearly Learning Report (for multi-year fund recipients) , reporting year: 2022
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General information edit
This form is for organizations, groups, or individuals receiving multi-year Wikimedia Community Funds to report on their yearly results.
- Name of Organization: Wikimedia Österreich
- Title of Proposal: Multi-year plan grant Wikimedia Österreich 2022-24
Part 1 Understanding your work edit
1. Briefly describe how your proposed activities and strategies were implemented.
- Community: A central goal was to counter the negative effects of the pandemic years we went through since 2020. A lack of direct human contact and in-person meetings left many with a feeling of isolation that often also resulted in decreased motivation among volunteers. WMAT fought hard for being able to make our own decisions regarding events and travel again and once the restrictions imposed on us by the WMFwere lifted, we initiated and supported various activities to re-kindle the flame in the community. Our community survey at the end of 2022 shows, that we were successful in this regard - community motivation recovered from our all time low of 71% last year to 85% and thus exceeded our goal for this.
Content: In 2022 saw some new and promising strategic partnerships emerging, especially in the GLAM sector, which historically hasn’t been very open in comparison with other countries in the region. One factor is a generational change and more diversity in the leadership of these organisations and the need for new digital strategies in the wake of the pandemic also played a role. But also WMAT’s leadership played a role in this, the newly elected board made some strategic decisions regarding the appointed seats and recruited an experienced GLAM expert that has already helped us with opening doors in various institutions. Last but not least, WMAT rolled out the first global Wikidata contest and campaign that was very successful in terms of content creation and newcomers. Our strategy of investing in trainings, tools and materials and organisational support for participating communities paid out. Partnering with the Volunteer Supporters Network around this was a good way to get additional reach, expertise and momentum. We believe that we did a good job in learning from successful campaigns like Wiki Loves Monuments while also giving that proven concept a new twist by focusing on open data as the backbone of free knowledge.
2. Were there any strategies or approaches that you felt were effective in achieving your goals?
- Community:The key to our success was to co-create ideas with the community and to listen to their needs and input. We also made sure to invest enough staff time for backbone organisation and other basic support, so volunteers could focus on the tasks that sparked joy for them.
Content: In the context of the Wikidata contest our strategy of investing in trainings, tools and materials and organisational support for participating communities paid out. Partnering with the Volunteer Supporters Network around this was a good way to get additional reach, expertise and momentum. We believe that we did a good job in learning from successful campaigns like Wiki Loves Monuments while also giving that proven concept a new twist by focusing on open data as the backbone of free knowledge. Advocacy: We strengthened our ties within the European context, by playing an active role in the design & creation of Wikimedia Europe (our ED serves as president of the current board there) and supporting the efforts around the CEE Hub (e.g. by providing expertise to the recruiting process for the first staff member.
3. Would you say that your project had any innovations? Are there things that you did very differently than you have seen them done by others?
- Co-creation is built into WMAT’s governance DNA - decentralised leadership in the form of expert groups on important topics (partnerships, organisational development, international cooperation etc) enables us to prototype new ideas, processes and projects with the help of a diverse range of experts from the very start. In other words: innovation needs the right and equally innovative context to successfully emerge. Something that we learned to do more systematically in the past year is thinking about the needs for training and coaching for our various stakeholders (board, staff, volunteers). We invested more than ever into providing a solid team structure for our board (50% of the members were elected for the first time this year) by offering customized workshops on communication and conflict management. We also analyze more systematically knowledge and/or training gaps in our teams in the context of big projects (e.g. a big community conference in 2023).
4. Please describe how different communities participated and/or were informed about your work.
- WMAT works in (international) networks by default. We realized early that we can increase our impact best, by partnering with like-minded individuals and communities inside and outside of Austria. Our close international cooperation (within the new Hub structures Wikimedia Europe and CEE Hub, but also thematic networks such as the Volunteer Supporters Network) enables us to reach and involve a broad and diverse set of organisations and individuals. In addition, we share our work, experiences but also questions at international events and within international peer groups (ED group, FemNetz in DE:WP etc).
5. Documentation of your impact. Please use the two spaces below to share files and links that help tell your story and impact. This can be documentation that shows your results through testimonies, videos, sound files, images (photos and infographics, etc.) social media posts, dashboards, etc.
- Upload Documents and Files
- Here is an additional field to type in URLs.
- Annual Report (in German): https://mitglieder.wikimedia.at/w/images/5/57/Jahresbericht_Wikimedia_2022_web.pdf
Photo Contest WikiDaheim: https://wikimedia.at/wikidaheim-2022-die-ergebnisse/ Podcast from our Wikipedia4Peace Camp: https://wikimedia.at/wikipedia4peace-eine-begegnung-ein-podcast/ WikiGap 2022 results: https://de.wikipedia.org/wiki/Wikipedia:WikiGap/Workshop_WikiGap_2022 Blog post about RegioWiki: https://wikimedia.at/hohe-auszeichnung-fuer-mitbegruender-des-regiowikiat/ Community survey (in German): https://mitglieder.wikimedia.at/Projekte/Community-Befragung_2022 Planning Lab 2022: https://mitglieder.wikimedia.at/Projekte/Planungswerkstatt_2022 Idea Lab 2022: https://mitglieder.wikimedia.at/Projekte/Ideenwerkstatt_2022 Newsletter (in German): https://wikimedia.at/wmat-melange-highlights-aus-dem-vierten-quartal-2022/ https://wikimedia.at/wmat-melange-highlights-aus-dem-zweiten-quartal-2022/ https://wikimedia.at/wmat-melange-highlights-aus-dem-dritten-quartal-2022/ https://wikimedia.at/wmat-melange-highlights-aus-dem-ersten-quartal-2022/
6. To what extent do you agree with the following statements regarding the work carried out with the support of this Fund? You can choose “not applicable” if your work does not relate to these goals.
| A. Bring in participants from underrepresented groups | Agree |
| B. Create a more inclusive and connected culture in our community | Agree |
| C. Develop content about underrepresented topics/groups | |
| D. Develop content from underrepresented perspectives | Agree |
| E. Encourage the retention of editors | |
| F. Encourage the retention of organizers | Strongly agree |
| G. Increased participants' feelings of belonging and connection to the movement. | Agree |
7. Is there anything else you would like to share about how your efforts helped to bring in participants and/or build out content, particularly for underrepresented groups?
- Wikimedia Österreich supported the first edit-a-thon by and for People of Colour in the German-speaking world. We tried to link the group to other BPoCs in our volunteer community but were not able to find anyone in the whole DACH region which illustrates even more how important and precious their work is.The edit-a-thon was done in cooperation with a big Austrian GLAM institution and a success in terms of content (no deletions!) and participation and we were glad that the main organisers we open to similar projects in future. At the moment we try to find allies (e.g. WMDE who also works around these topics in the context of knowledge equity) to be able to offer even better support in future and perhaps even initiate a solidarity network within our volunteer communities. The concept of decolonising free knowledge is still in its infancy in our part of the world, and we would like to do our part to change that, but we can’t do it alone.
Part 2: Your main learning edit
8. In your application, you outlined your learning priorities. What did you learn about these areas during this period?
- Our impact matrix includes three main aspects of our work: people, content, and partnerships. As outlined above 2022 was important for us to learn how the pandemic impacted our communities and what we can do to counter negative developments (see also question 1). Our numbers show that we are on the right track regarding community motivation and activation, which also - not entirely surprising - has a positive impact on the content numbers. We were also glad to see that the Wikidata contest around the Museums Day and the learnings we gathered in the two previous years, could be employed to a global rollout and spark enthusiasm in various communities around the world (most notably West Bengal with over 300 participants), bringing in newcomers (more than 50% all participants were newcomers) and creating content on Wikidata. Regarding partnerships (see also question 1) we are happy to note an increased interest within Austria and new organisations and communities we could work with in 2022. We also established a new expert group to be prepared for this new situation to help prioritise and assess the possibilities at hand. This new group consists of experts from like-minded communities, advocacy, GLAM and education covering our most important strategic areas of operation. The biggest challenge is to focus on partnerships that enable sustainable involvement and impact and to be mindful with our volunteer and staff resources to guarantee the quality we expect from our projects
9. Did anything unexpected or surprising happen when implementing your activities?
- The war in Europe and the subsequent inflation and soaring energy prices were major developments in 2022 that we did not see coming to that extent. WMAT was in the middle of restructuring our basic infrastructure to be less dependent on volunteers (for tech infrastructure and support), transferring our servers to a professional service provider. These services were particularly impacted by rising energy costs (servers need a lot of current), so we constantly needed to adjust our budgets. In addition, we were surprised by the decision of the WMF to cap inflation adjustments at 10% - also the timing, only a few days before Christmas, was quite unfortunate and affects our outlook on the Movement (see also question 21). After this successful but intense year (see also question 11) we would have deserved a break and some peace of mind between the years. We still hope that this is a temporary situation and we learned that our approaches to plan and operate in a volatile, uncertain and complex world work and help us to make it through rough times: Over the years we could build reserves that help cover excessive or unexpected costs and the use of the effectuation approach as a planning tool to limits risks and widens the possibilities through strategic partnerships.
10. How do you hope to use this learning? For instance, do you have any new priorities, ideas for activities, or goals for the future?
- We will continue to apply effectuation principles (https://effectuation.org/) for our planning, where classical linear and goal oriented planning does not work because of uncertain, volatile and complex contexts. This means creating shared resources through strategic partnerships. We believe that new meta-organisation such as the CEE Hub and Wikimedia Europe will make it easier to form and execute such partnerships and hence will contribute to set them up for success.
We will also aim at keeping or expanding our reserves to create the necessary resilience in unforseen situations.
11. If you were sitting with a friend to tell them one thing about your work during this fund, what would it be (think of inspiring or fascinating moments, tough challenges, interesting anecdotes, or anything that feels important to you)?
- WMAT made it through the first 2 years of the pandemic without infections in our staff team.But with fewer measures in place (masks, testing etc)&more in-person meetings (to meet our goals regarding community re-activation) it was unavoidable.The second half of the year we struggled with extended sick leaves, which are not easy to compensate in a small team.The 1. half of the year also came with its challenges: due to similar problems in a partner chapter,we needed to run the Wikidata contest completely alone, taking over all work packages from them.The pandemic is far from over&still causes severe risks for the individual health of our team members,but also for us a lean organisation,when key team members in ot outside our organisation are not available over extended periods of time.
12. Please share resources that would be useful to share with other Wikimedia organizations so that they can learn from, adapt or build upon your work. For instance, guides, training material, presentations, work processes, or any other material the team has created to document and transfer knowledge about your work and can be useful for others. Please share any specific resources that you are creating, adapting/contextualizing in ways that are unique to your context (i.e. training material).
- Upload Documents and Files
- Here is an additional field to type in URLs.
- Style Guide (de): https://mitglieder.wikimedia.at/Projekte/Style_Guide
VSN Hub Report / summary: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Hub_Report_2022 VSN Hub Report / administration and organizational development: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Hub_Report_2022/A VSN Hub Report / activities – input: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Hub_Report_2022/B VSN Hub Report / activities – outcome: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Hub_Report_2022/C Tools for Wikidata competitions: https://commons.wikimedia.org/wiki/File:Tools_for_Wikidata_Competitions_(VSN_IMD2022).pdf What can we measure about people: https://docs.google.com/presentation/d/1NjWv1Nq7Ns-qeUc7sizj6lw0I25IfpKnPdTW7M0RPT0/edit#slide=id.g14ed3008f14_0_317 Wikipedia Ambassador concept: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Wikipedia_Ambassador_concept Terms of use for VSN mailing list: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Terms_of_use_for_mailing_list Safe space policy for VSN video conferences: https://meta.wikimedia.org/wiki/Volunteer_Supporters_Network/Safe_space_policy_for_video_conferences Präsentation Wikipedia- und Commons-Basics (de): https://docs.google.com/presentation/d/1yTmL88VX75_dJVJVkHHGaW3o5UzHUHFVG-jSQIEsQEs/edit Handout Upload von Audiodateien bei Wikimedia Commons (de): https://docs.google.com/document/d/1S7R8A3G5FOLXIL9HHhZ0V8BRx9M7cn70kdtzDRy8hb4/edit
Part 3: Metrics for Year 1 edit
13a. Open and additional metrics data
| Open Metrics | Description | Target | Results | Comments | Methodology |
|---|---|---|---|---|---|
| N/A | N/A | N/A | N/A | N/A | Manual counting / excel file |
| N/A | N/A | N/A | 34 | Diversity of organizers
Target 33% |
Manual counting |
| N/A | N/A | N/A | 739 | Newly registered users: target 250
over fullfilled mainly due to exptremely successful global Wikidata contest |
Manual counting / programs & events dashboard / WikiMetrics / our own tools (e.g. WikiDaheim) |
| N/A | N/A | N/A | 5803 | Quality content
Target 5000 |
Manual counting / PetScan |
| N/A | N/A | N/A | 739 | Newly registered users
Target: 250 |
Manual counting |
| Additional Metrics | Description | Target | Results | Comments | Methodology |
|---|---|---|---|---|---|
| Number of editors that continue to participate/retained after activities | N/A | N/A | N/A | N/A | N/A |
| Number of organizers that continue to participate/retained after activities | N/A | N/A | 346 | Target 200 | Manual counting |
| Number of strategic partnerships that contribute to longer term growth, diversity and sustainability | N/A | N/A | 75 | Target 75 | Manual counting |
| Feedback from participants on effective strategies for attracting and retaining contributors | N/A | N/A | N/A | N/A | N/A |
| Diversity of participants brought in by grantees | N/A | N/A | N/A | N/A | N/A |
| Number of people reached through social media publications | N/A | N/A | N/A | N/A | N/A |
| Number of activities developed | N/A | N/A | N/A | N/A | N/A |
| Number of volunteer hours | N/A | N/A | N/A | N/A | N/A |
13b. Additional core metrics data.
| Core metrics | Description | Target | Results | Comments | Methodology |
|---|---|---|---|---|---|
| Number of participants | N/A | 4000 | 4851 | Target: 4000 | Manual counting / participants list on- and offline |
| Number of editors | N/A | 3000 | 4248 | Target: 3000 | Manual counting / programs & events dashboard / PetScan/ our own tools (WikiDaheim) |
| Number of organizers | N/A | 280 | 452 | Target 280 | Manual counting / PetScan |
| Wikimedia Project | Description | Target | Results | Comments | Methodology |
|---|---|---|---|---|---|
| Wikipedia | N/A | 17000 | 17543 | Wikipedia
Target 17000 |
Manual counting / programs & events dashboard / PetScan/ GLAMorous2 / WikiMetrics |
| Wikidata | N/A | 32000 | 28504 | Wikidata
Target 32000 |
Manual counting / programs & events dashboard / PetScan/ GLAMorous2 / WikiMetrics |
| Wikimedia Commons | N/A | 60000 | 70050 | Commons
Target: 60000 |
Manual counting / PetScan |
| N/A | N/A | N/A | 5 | Other Wikimedia Projects
Target: 1000 |
Manual counting / programs & events dashboard / PetScan/ GLAMorous2 / WikiMetrics |
| N/A | N/A | N/A | N/A | N/A | N/A |
14. Were there any metrics in your proposal that you could not collect or that you had to change?
- Yes
15. If you have any difficulties collecting data to measure your results, please describe and add any recommendations on how to address them in the future.
- We’ve been saying and writing this for the past 10 years but we can do it again here: The tools that are actually tailored to be useful to us (e.g. PetScan) are not being maintained and hence unreliable. It is necessary that the WMF starts to take ownership for these tools and maintains them. In the past, instead of doing that, there were several attempts to build new tools, but none of them were really addressing our needs and were often abandoned after a few years. This resources would be better invested in taking care of existing tools,that are actually being used. At the moment we never know whether the tools work when we need them and more often than not we can only use them partially, need to come up with workarounds and do stuff manually. This is a huge waste of our time ressources.
16. Use this space to link or upload any additional documents that would be useful to understand your data collection (e.g., dashboards, surveys you have carried out, communications material, training material, etc).
- Upload Documents and Files
- Here is an additional field to type in URLs.
- Our metrics in detail: https://docs.google.com/spreadsheets/d/1_kBDZordluEXVuadFaqSeqMUUBrITiok9bT_MrYFSVE/edit#gid=0
list of strategic partnerships: https://docs.google.com/document/d/1aDrfYQrRMdj8fejbDp_YEEDNYugf_j1YbgQVwi8WbrE/edit
Part 4: Organizational capacities & partnerships edit
17. Organizational Capacity
| A. Financial capacity and management | This has grown over the last year, the capacity is high |
| B. Conflict management or transformation | This capacity has grown but it should be further developed |
| C. Leadership (i.e growing in potential leaders, leadership that fit organizational needs and values) | This capacity has grown but it should be further developed |
| D. Partnership building | This capacity has grown but it should be further developed |
| E. Strategic planning | This has grown over the last year, the capacity is high |
| F. Program design, implementation, and management | This has grown over the last year, the capacity is high |
| G. Scoping and testing new approaches, innovation | This capacity has grown but it should be further developed |
| H. Recruiting new contributors (volunteer) | This capacity has grown but it should be further developed |
| I. Support and growth path for different types of contributors (volunteers) | This capacity has grown but it should be further developed |
| J. Governance | This has grown over the last year, the capacity is high |
| K. Communications, marketing, and social media | This has grown over the last year, the capacity is high |
| L. Staffing - hiring, monitoring, supporting in the areas needed for program implementation and sustainability | This has grown over the last year, the capacity is high |
| M. On-wiki technical skills | This capacity has grown but it should be further developed |
| N. Accessing and using data | This capacity has grown but it should be further developed |
| O. Evaluating and learning from our work | This has grown over the last year, the capacity is high |
| P. Communicating and sharing what we learn with our peers and other stakeholders | |
| Risk management | |
| N/A |
17a. Which of the following factors most helped you to build capacities? Please pick a MAXIMUM of the three most relevant factors.
- Formal training provided from outside the Wikimedia Movement, Peer to peer learning with other community members in community/ies of practice* (structured and continuous learning and sharing spaces), Formal training provided by a Wikimedia Movement organizing group (i.e., Affiliates, Grantees, Regional or Thematic Hub, etc.)
17b. Which of the following factors hindered your ability to build capacities? Please pick a MAXIMUM of the three most relevant factors.
- Lack of staff time to participate in capacity building/training, Lack of volunteer time to participate in capacity building/training, Lack of financial resources
18. Is there anything else you would like to share about how your organizational capacity has grown, and areas where you require support?
- In 2022, in the lead-up ot the board elections, we identified the need for more financial expertise within the WMAT board. As there were no candidates with this kind of skill set among the list of potential candidates or the closer circle of volunteers in the organisation, WMAT decided to do something that is quite unusual in Austria but seems to work well in anglophone countries and other places: We advertised the position on NGO platforms and on social media and were lucky enough to get some good applications and find an excellent candidate to coopt as treasurer. This helped us to expand and deepen our financial capacity in this regard.
19. Partnerships over the funding period.
| A. We built strategic partnerships with other institutions or groups that will help us grow in the medium term (3 year time frame) | Strongly agree |
| B. The partnerships we built with other institutions or groups helped to bring in more contributors from underrepresented groups | Strongly agree |
| C. The partnerships we built with other institutions or groups helped to build out more content on underrepresented topics/groups | Agree |
19a. Which of the following factors most helped you to build partnerships? Please pick a MAXIMUM of the three most relevant factors.
- Permanent staff outreach, Board members’ outreach, Partners proactive interest
19b. Which of the following factors hindered your ability to build partnerships? Please pick a MAXIMUM of the three most relevant factors.
- Difficulties specific to our context that hindered partnerships, Lack of staff capacity to respond to partners interested in working with us
20. Please share your learning about strategies to build partnerships with other institutions and groups and any other learning about working with partners?
- WMAT's most important partnerships can be put into three groups: GLAM organisations, educational organisations and like-minded communities. In addition we have some strong ties with public administration organisations but thematically they can mostly be put into the GLAM group. It is important to us, to have people from these organisation or thematic experts (culture, education) involved into the decision making of WMAT regarding partnerships. For this reason we restrucutred our expert groups which consult board and staff at WMAT and co-create strategies, budgets and programs and created a new group that is specifically tailored to deal with our various partnerships. We also consult experienced community leaders from other regions and affiliates in the Wikiverse.
Part 5: Sense of belonging and collaboration edit
21. What would it mean for your organization to feel a sense of belonging to the Wikimedia or free knowledge movement?
- Due to our involvement in initiatives such as Wikimedia Europe, the CEE Hub or the Volunteer Supporters Network as well as our work as fiscal sponsor for various international groups and communities (Wiki Loves Monuments, the LGBTQ+ folx etc) we feel an intense sense of belonging to the Wikimedia and wider free knowledge movement. These are wonderful collaborations where diverse groups meet on eye level, work on knowledge equity and create collective impact. On the other hand, we are also experiencing a certain alienation in the way we are being treated by the WMF. The communication around resource allocation and fundraising is still not on eye level, we don’t get the feeling that we are being treated as equal partners or even being considered particularly relevant. In addition, the implementation of the movement strategy - especially the regarding decentralisation - does often not resonate with our understanding of the recommendations.
22. How has your (for individual grantees) or your group/organization’s (for organizational grantees) sense of belonging to the Wikimedia or free knowledge movement changed over the fund period?
- Stayed the same
23. If you would like to, please share why it has changed in this way.
- N/A
24. How has your group/organization’s sense of personal investment in the Wikimedia or free knowledge movement changed over the fund period?
- Somewhat increased
25. If you would like to, please share why it has changed in this way.
- Due to increased international cooperation in the context of the 2030 Movement Strategie Implementation process, especially the work around hubs.
26. Are there other movements besides the Wikimedia or free knowledge movement that play a central role in your motivation to contribute to Wikimedia projects? (for example, Black Lives Matter, Feminist movement, Climate Justice, or other activism spaces) If so, please describe it below.
- We share values and goals with the feminist movement, the peace movement and the LGBTQ+ movement and partner with like-minded organisations around programs and projects in these fields (e.g. WikiGap, Wikipedia4Peace, Queering Wikipedia). There is also a growing awareness around sustainability and the climate crisis, which does affect our governance structures and internal policies (sustainabilty strategy, travel policies etc) but so far not the thematic, content-related work.
Supporting Peer Learning and Collaboration edit
We are interested in better supporting peer learning and collaboration in the movement.
27. Have you shared these results with Wikimedia affiliates or community members?
- Yes
27a. Please describe how you have already shared them. Would you like to do more sharing, and if so how?
- We share on-Wiki (Meta etc) and in the context of (Wikimedia) events and meetings. Sometimes we also exchange knowledge in 1:1 peer learning sessions.
We would like to share more around the Movement Strategy Implementation work (particularly the establishment of Hubs and other support structures). We are already in contact with the Strategy Team and other communities to make this happen in 2023.
28. How often do you currently share what you have learned with other Wikimedia Foundation grantees, and learn from them?
- We do this regularly (at least once a month)
29. How does your organization currently share mutual learning with other grantees?
- The ED group is an important channel for these topics, as most affilates share some similarities regarding context, size and maturity level. Also some of the meetings organised by the WMF can be helpful int his regard. Please also see answers to the questions 4 and 27 among others (this is a bit repetitive tbh).
Part 6: Financial reporting and compliance edit
30. Please state the total amount spent in your local currency.
- 322970
31. Local currency type
- EUR
32. Please report the funds received and spending in the currency of your fund.
- Upload Documents, Templates, and Files.
- Report funds received and spent, if template not used.
33. If you have not already done so in your budget report, please provide information on changes in the budget in relation to your original proposal.
- Overall WMAT managed to raise more funds than expected, which helped to counter the effects of the unexpectedly high inflation. Due to changed availabilties among volunteers we were also forced to restructure our technological infrastructure (see question 9) which costs money in itself and got more expensive due to inflation. We also decided to invest some of our additional funds into a website relaunch (which has been the same since 2014). Hence the costs of project infrastructure were higher than in the original budget. We also spent more money than planned on community led photo projects to use the momentum and make up for the previous years, where these projects were limited or impossible. In addition, we decided to make use of a current Corona-related tax scheme in Austria to pay small bonuses to our employees for whom this year was quite challenging (see question 11) and who did a great job in helping to deliver our goals. WMAT closes the year with a small overspending of 3742 EUR which we cover from our reserves.
34. Do you have any unspent funds from the Fund?
34a. Please list the amount and currency you did not use and explain why.
- N/A
34b. What are you planning to do with the underspent funds?
- N/A
34c. Please provide details of hope to spend these funds.
- N/A
35. Are you in compliance with the terms outlined in the fund agreement?
As required in the fund agreement, please report any deviations from your fund 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.
36. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement?
- Yes
37. 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 Funds as outlined in the grant agreement? In summary, this is to confirm that the funds were used in alignment with the WMF mission and for charitable/nonprofit/educational purposes.
- Yes
38. If you have additional recommendations or reflections that don’t fit into the above sections, please write them here.