Grants:APG/Proposals/2013-2014 round1/Amical Wikimedia/Proposal form
- 1 Basic information
- 2 Background, history, and mission
- 3 Reflection on past activities and innovations
- 4 Key programs / initiatives and objectives of the upcoming year's annual plan
- 5 Additional context for the upcoming year's annual plan / SWOT
- 6 Financials: year-to-date progress
- 7 Financials: upcoming year's annual plan
- 7.1 Financial sustainability
- 7.2 Revenues
- 7.3 Current entity staff and long-term contractors
- 7.4 Proposed new staff and and long-term contractors for upcoming year's annual plan
- 7.5 Summary of staff and long-term contractor expenses
- 7.6 Expenses by program / initiative
- 7.7 Summary of total revenues and expenses
- 7.8 Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
Overview of grant request
In order to support community review, in no more than one paragraph, please provide a brief description of your entity's forthcoming annual plan, with focus areas and key objectives. Please also include the total amount requested in US$.
- Amical Wikimedia has developed its Strategic Plan 2014-2018, which addresses five priorities (Cohesion, Discourse, Content, Territory and Readers). This Strategic Plan was drafted with the help of the community (see this post in WMF blog). From the Strategic Plan we drafted the Activities Plan 2014, which focuses mainly on improving the projects' content but also in maintaining the community cohesion and reaching out to more readers (see the 5 programs below).
- Total amount requested in US$: 134.567,36 USD
|Organization information||Legal name of organization||Amical Viquipèdia|
|organization's fiscal year (mm/dd–mm/dd)||01/01-12/31|
|12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)||01/01/2014-12/31/2014|
|Contact information (primary)||Primary contact name||Arnau Duran Ferrero|
|Primary contact position in organization||President|
|Primary contact username||Arnaugir|
|Primary contact email@example.com or firstname.lastname@example.org|
|Contact information (secondary)||Secondary contact name||Àlex Hinojo|
|Secondary contact position in organization||Member and employee|
|Secondary contact username||Kippelboy|
|Secondary contact email@example.com|
*Timeframe should ideally be for a 12 month period that begins after the FDC decision.
Currency requested: EUR
- Currency requested is defined as the currency in which you wish to receive funds (e.g., EUR, GBP, INR). Note that the FDC makes grants in local currency when possible.
Exchange rate used (currency requested to $US): Official exchange 25/09/2013 BCE: 1,3504
- Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
|Total annual expenses of organization||111.650 €||150.772,16 USD|
|Amount proposed to the FDC for the coming year's annual plan||99.650 €||134.567,36 USD|
|Amount to be raised from non-FDC sources||12.000 €||16.204,80 USD|
|If applicable, amount of FDC funds allocated to organization last year||N/A||N/A|
- Based on the funding amount you are requesting, what is your entity's proposed rate of growth in budget since last year? Please explain your entity's rationale if your proposed budget will increase this year:
- Last year's budget was 72.500 € (97.904 $) (see /Budget 2013). The growth is explained by several factors, like the new office rental and the new projects we intend to do in 2014. We think that Amical's rate of growth 2013-14 is very reasonable given the amount of work we have been doing during the past years. We still wish that if the work can be done by volunteers it should be done by them - not by newly hired staff; that's why we do not intend to hire new employees.
Note the FDC Framework funding guidelines on the rate of growth of year-over-year FDC allocations. These guidelines relate not to an entity's overall budget, but rather to movement resources (that is, what the entity received through FDC allocations or grants or what the entity retained via payment processing in the prior funding cycle).
Background, history, and mission
This section provides the FDC an overview of your entity's background and history. Please respond to each question below with 1-2 sentences to a maximum of a paragraph.
- When was your entity established?
- The Associació Amical Viquipèdia was founded in 2008. Amical Wikimedia was recognized as a Thematic Organization by the WMF in June 7th, 2013.
- What is the mission of your entity, and how does it support the strategic priorities of the Wikimedia movement (infrastructure, participation, quality, reach, and innovation)? We note that Wikimedia movement priorities will be interpreted and addressed differently in each context.
- Amical Wikimedia's primary mission and goal is that the sum of all human knowledge will be also available in Catalan and that all knowledge about Catalan culture will be also available in every language. (Amical's bylaws).
- The Strategic Plan 2014-2018 adresses five priorities (Cohesion, Discourse, Content, Territory and Readers). These priorities are in line with those of the Wikimedia movement (Increase reach, Increase participation, Improve quality, Stabilize infrastructure/volunteer base, Encourage innovation).
- What is your current leadership structure (e.g., executive staff structure, board / governance structure)? Please explain how budgets are managed and programs are executed between board and staff.
- The current Board is composed by four people (see Amical Wikimedia#Board) elected by the General Assembly. The current Board was elected in April 2013, and the period will last for two years, after which its members can be re-elected. None of the members of the Board is employed, and Amical doesn't have any Executive Director, CEO or similar position – the day-to-day work is done by volunteer members. The budget is drafted by the board and then discussed with the members.
- If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
- Amical has 79 members (as of September 2013). Members do pay a small annual fee (see bylaws, articles 4-8).
- What is the role of volunteers in your entity (e.g., help develop entity plans, participate in programs, edit Wikipedia)? Approximately how many volunteers does your entity serve?
- All Amical members serve as volunteers for the organization (except one employee), and most of them are also active editors on Wikimedia projects. The organization plans (Strategic and Activities) has been developed in base to the ideas contributed by the Wikimedia community members and also Amical members. The members (volunteers) also participate in projects (ie. workshops) and have voice in the day-to-day decision-making process. Catalan Wikipedia has around 1.100 active monthly contributors (as of August 2013) and 568 page views per minute.
- How do you know what the members of the community / communities you serve (including chapter members and broader online volunteers) need and want? How does this influence your strategic planning and decision-making?
- Since Amical and the Catalan Wikimedia projects community are really close, and it's not a big community, it's not difficult to recongize its needs and wishes. However, we do some activities in order to keep our relationship alive and close: for example, we hold a public monthly chat session via IRC open to all community members (which is announced in the Project chat, internal mail lists, etc.) where everyone can express their wishes, ideas and concerns about Amical's work. Apart from that, we intend to conduct a survey (like we did in 2011) to learn about the concerns and wishes of the Catalan Wikimedia projects' editors.
Reflection on past activities and innovations
This section provides the FDC with information about your entity's past programs, activities and strategies. Please answer the questions below with your reflections on the past fiscal year. Responses to each question should be one or two paragraphs.
- How does your entity define and measure "success"?
- Number of new editors to Catalan Wikimedia projects gained thanks to our programs, and also retaining them in the long term.
- Agreements and partnerships with other institutions or organizations, and content donations from them (texts and media).
- Number of GLAMWIKI projects done with cultural institutions. Number of new volunteers gained thanks to those collaborations.
- Public opinion's change of mind towards Wikipedia and Wikimedia projects in general. Articles published on media about Amical's projects and work.
- Number of successful educational projects with universities and educational centers.
- Please give at least three examples of successful programs or activities that your entity has completed, and explain why they were successful. If available, provide links to information.
- GLAM program: during 2011 and 2012 we put our big effort in collaboration with museums which was really successful: now we have a true network of GLAMs doing wikiprojects by themselves or asking us for help on their wiki projects. (Complete report)
- Organizing longest edit-a-thon ever at the Joan Miró Foundation (35 hours in a row) (WMF blogpost)
- Partnering with other similar organizations (for example being founding members of the Catalunya Dades group, the OpenData group in Catalonia)
- Viquimodernisme: University of Barcelona students writing high quality articles on Wikipedia (WMF blogpost)
- What are the plans/strategies that did not work for your entity in the past? What did your entity learn from those experiences? What changes were made after learning from these experiences?
- Some projects had to be dropped before ending, in particular two of them:
- Elder people: we realized after two or three sessions that this project was not useful for us since the attendats barely knew how to use the computers, so after discussing it, we took the decision to abort the Elder people program in order not to waste money from the grant and time from the volunteers.
- Wikischools: this project with Primary schools of the Catalan-speaking areas had to be dropped because of a Government's decision.
- What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
- Developing a sustainable collaboration with the whole Public Libraries Network of Catalonia (365 libraries) (WMF blogpost). We are doing it from a top down agreement with the director of the network, but projects are raising bottom up from the engaged members of the network. We are using this existing physical network to extend our reach into less-populated areas and for having a free network of "wiki entry points".
- How does your entity share its work with your community and with the wider Wikimedia movement? For instance, publishing case studies on Meta, blog posts, newsletters, speeches at conferences, etc.
- Regular blog posts in the WMF blog (for example , , , ...)
- Own blog and newsletter is being developed and shall be finished soon according to our Activities plan (new website under development at http://blog.wikimedia.cat , already available)
- We hold a public monthly chat with the community where Wikimedia volunteers can join in and share with us any ideas or concerns they might have.
- We are very active in social media channels and keep a close relation with nearby chapters.
- Link to most recently completed fiscal year annual plan
- Strategic plan 2011-2013 (Catalan)
- Link to most recently completed fiscal year annual report and financial report
- 2012 Financial statement, 2012 Annual report (Catalan) (see here for monthly reports (Catalan)(English))
- Link to most recently completed fiscal year grant report (if your entity has received funds from the FDC)
- Link to your entity's strategic plan if you have one
- Link to your organogram or organizational chart if one exists
- None: Board has 4 members (Chair, Secretary, Treasurer and Board member) and 1 employee
- Link to your entity's current fiscal year plan and budget
Key programs / initiatives and objectives of the upcoming year's annual plan
These tables are intended to provide an overview of your entity's upcoming year annual plan and its alignment with the movement's strategic priorities; please provide short phrases or 1-3 bullet points for each program below. You can also link to any other documents that you think might be helpful as context.
Please ensure that your proposed programs are SMART; that is, specific, measurable, attainable, relevant, and timely.
If you feel you have a program that fulfills a strategic goal that is not immediately identified with a movement strategic priority ('readership' rather than 'editorship', for instance), please add that in the table and offer us your rationale.
Finally, please also note which programs are the entity's priorities.
- The priority is improving the content, as should be for any Wikimedia organization similar to ours (program 3). The other programs are complementary to this (reaching out, gaining readers, establishing an office, etc.). The relationship between Amical and the Catalan Wikimedia projects, as well as the internal cohesion, is also a priority, especially given the current socio-political situation in the Catalan Countries. The programs below correspond to the Activities Plan 2014 (Catalan).
Sharing good practices
Improvement of the projects' content
Office & administration
External reach & readers
Additional context for the upcoming year's annual plan / SWOT
Please provide 1-2 paragraphs for each response below. SWOT stands for your organizational strengths, weaknesses, opportunities, and threats.
- What organizational strengths enable your entity's plan (e.g., leadership, education program expertise, experience with outreach, governance structure, community participation, fundraising)?
- Amical Wikimedia’s strongest point is its close relationship with the Catalan Wikimedia editors community. Since the beggining both Amical and the community have been working closely to develop the project’s content and, in fact, many of the most active users are Amical members. Because of the particular situation in the Catalan-speaking territories –Catalan language being a minoritary/minorized language– the editor community is really unite towards promoting its language.
- Most of the projects we intend to run during next year are not new, but have been already running for months or even years, so we already have the necessary expertise to try to make less mistakes and gain more from them. Also, Amical volunteers are very commited to its goals, with a mixture of "old users" with "new blood" - everyone can contribute with their own skills.
- What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
- The current socio-political context (especially in Catalonia) might be, in fact, both an opportunity and a threat to our projects. The recurrent threats from the Spanish government act as a trigger for the Catalan language projects contributors.
- The (hopefully approved) FDC grant will enable us to continue with our work but also to open new doors like new projects with universities, which will lead to more expert users contributing to Catalan Wikimedia projects.
- We have solid and strong relationship with many entities/organizations in the Catalan countries, like the Generalitat de Catalunya (Catalan government), and also many museums, the network of public libraries, etc. which can lead to new projects and initiatives. Also, Amical will move to the new headquarters in January which will share with other similar organizations which work towards the same goal -promotion of Catalan language-; this will lead to positive synergies.
- What are key risks or threats that would prevent you from achieving your plan (e.g., leadership turnover, governance challenges, lawsuits, fundraising, community participation, socio-political context)?
- Burnout of our most active volunteers because of the work done during last months and what is to come (mainly FDC proposal, reports, etc.).
- Reporting: we are aware that the FDC process places great importance to the reporting - we still have lots to learn on documenting and evaluating projects.
- The socio-political context in Catalonia is very unstable at the moment – this might be a threat to Amical's internal cohesion, as well as to Wikimedia projects'.
- Spanish media is very strong and even willing to publish false information about Amical if needed (this has already happened) in order to discredit it.
- The economical crysis might lead to less hours devoted to volunteer to Wikimedia projects and a bad atmosphere inside them.
- How will you minimize these risks and threats?
- If necessary, if we feel that we cannot afford to dedicate our volunteer's time to administration task, we could look into hiring a part-time assistant; anyway, we are reluctant to it and we prefer to keep it the way we have been doing until now, but we understand that one day will arrive when this will be inevitable.
- We will center our efforts on documenting and evaluating the projects the best we can by means of our internal website and with the help of Amical's members.
- We will keep celebrating the monthly chat amongst our community members, and we intend to hold several meetups and the Viquitrobada (see Program 1). In fact, "cohesion" is the first of five priorities of our Strategic Plan 2014-18.
- In case of attacks from external media, we will publish an official answer explaining about the false facts they shall present.
Financials: year-to-date progress
This section provides the FDC information about how your entity is progressing against the current fiscal year's planned budget (revenues and costs).
Please provide the relevant information below. "Year-to-date" refers to the period between the start of your entity's current fiscal year and the date of submission of the proposal. Actual year-to-date financials should be provided as close to the proposal submission date as possible.
Identify the year-to-date for which you are reporting, month/year to month/year: Jan/2013 to September/2013
Current fiscal year planned budget Year-to-date actuals Projected final amount In currency requested In $US In currency requested In $US In currency requested In $US Revenues (from all sources) 72.500,00 € 97.904,00 USD 50.708,19 € 68.476,34 USD 70.000,00 € 94.528,00 USD Spending 72.500,00 € 97.904,00 USD 43.880,25 € 59.255,89 USD 60.000,00 € 81.024,00 €
Table 3 details, if necessary:
- Based on the variance percentages above, please describe how your entity is progressing against revenue and spending targets. If your projected final amount shows your entity to be significantly under or over target on either revenue or spending, please provide a detailed explanation.
- We are on budget. Giving that we are on the end of September, we have spent 60% of the budget, so we are in a good line towards completing the foreseen plan. The expected revenues have been secured.
Financials: upcoming year's annual plan
Please note that the FDC staff is currently exploring alternatives to wikitables for financial information. This issue will be addressed by the time the proposal creation tool is launched on September 1, 2013. Provide your financial overview for the upcoming year in the format below.
Please link to your detailed budget in a publicly available spreadsheet file (translation into English highly recommended) in addition to completing the tables below. Detailed budget link:
- See Detailed budget subpage.
- What other donors support your work through grants beyond those in the Wikimedia movement? If your entity does receive funding from other donors, please list a contact person. Note that the donor's contact details can be sent directly to FDCsupport@wikimedia.org if you prefer not to publish it here.
Note that the FDC staff may contact these donors.
- During the past years we have received funds from several entities like Fundació PuntCAT, DHUB, ICUB, Sociedad de Ingeniería de Fabricación, Government from Illes Balears, Museu Arts Escèniques, etc. (all those can be found in our Economic history). We also have received some awards (Premi LletrA 2011, Premi Fundació Prudenci Bertrana 2012) which also contributed with money. During 2014 we anticipate to receive funds from DHUB (Disseny Hub Barcelona  firstname.lastname@example.org), Libraries of Generalitat de Catalunya ( email@example.com) and Catalan Archives ( firstname.lastname@example.org).
- What are your entity's plans for achieving long-term financial sustainability?
- We want to try to increase non-FDC funds to a lower rate - however this is difficult given the current socio-economical situation in the country. Anyway, during our five years of existence we have been able to raise enough money every year to develop many projects and we will keep seeking for external funds. Also, we will continue with our philosophy - if it can be done with volunteer work, we do not need to hire new staff.
Please list anticipated revenues, by source (e.g., FDC, Wikimedia grants programs, grants from institutional donors, public funding, membership fees, local donations, event fees)
Revenue source Anticipated (in currency requested) Anticipated (In $US) Member fees 2.000,00 € 2.700,08 USD DHUB (Disseny Hub Barcelona) 4.500,00 € 6.076,80 USD Biblioteques Generalitat Catalunya 5.000,00 € 6.752,00 USD Catalan Archives 500,00 € 675,20 USD FDC 99.650,00 € 134.567,36 USD
Table 4 notes, if necessary:
- The new office will have a very low fee and will be shared with other organizations with similar goals like ours. We could consider this as a "revenue" since the rental will be really cheap.
Current entity staff and long-term contractors
Role/functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.
Role / Function Number of staff Percentage of staff time* GLAM Project Manager 1 100%
*Please include estimates of the percentage allocation of staff members. For example, for full-time staff, you would put 100% in this column. For half time staff, you would put 50% in this column.
Table 5 notes, if necessary:
Proposed new staff and and long-term contractors for upcoming year's annual plan
Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.
Department (e.g. Programs, Communications) Number of current staff Percentage of current staff time* Number of upcoming staff Percentage of upcoming staff time* Rationale for hiring new staff N/A
*Please include estimates of the percentage allocation of staff members and long-term contractors. For example, for full-time staff, you would put 100% in this column. For half-time staff, you would put 50% in this column.
Table 6 notes, if necessary:
- No new staff proposed. However, in Program 3 we intend to hire a Universities project director for a limited amount of time (less than 6 months - it doesn't count as staff). See Program 3.
Summary of staff and long-term contractor expenses
In currency requested In $US Percent increase Current staff expenses 38.000 € 51.315,02 USD Proposed increase for current staff expenses 7.000 € 9.452,80 USD 18,4 % Proposed increase for new staff expenses N/A N/A N/A Total staff expenses 45.000 € 60.678,00 USD 18,4 %
Please estimate the percentage of overall staff time spent on programmatic work, as opposed to administration:
- 100 %
Table 7 notes, if necessary:
Expenses by program / initiative
Expenses are costs associated with any programs, initiatives, or projects your entity manages (e.g., event costs, materials, transportation). Please exclude any staff costs that are included above. “Programs / initiatives” might include education programs, outreach programs, microgranting initiatives, etc. Please include any administration costs (e.g., office space rental, utilities) affiliated with each program along with any overall administration costs that are not affiliated with any particular program (e.g., Administration should be considered a "Program" under the first column.)
Program / initiative In currency requested In $US Amical-community relationship 4.500 € 6.076,80 USD Sharing good practices 4.000 € 5.401,60 USD Improvement of the projects' content 39.500 € 53.340,80 USD Office & administration 6.700 € 9.047,68 USD External reach & readers 11.950 € 16.137,28 USD Total program expenses (should equal the sum of the rows) 66.650 € 90.004,16 USD
Table 8 notes, if necessary:
Summary of total revenues and expenses
In currency requested In $US Total cash balance as of proposal submission 6.990,33 € 9.439,74 USD Total revenues 111.650,00 € 150.772,16 USD Total spending 111.650,00 € 150.772,16 USD Net (revenues less expenses) 0 € 0 USD Operating reserves,* if applicable
Table 9 notes, if necessary:
Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
Enter "yes" or "no" for the verification below.
- The term “political or legislative activities” includes any activities relating to political campaigns or candidates (including the contribution of funds and the publication of position statements relating to political campaigns or candidates); voter registration activities; meetings with or submissions and petitions to government executives, ministers, officers or agencies on political or policy issues; and any other activities seeking government intervention or policy implementation (like “lobbying”), whether directed toward the government or the community or public at large. Grants for such activities (when permitted under U.S. law and IRS regulations) should be sought from the Wikimedia Grants Program.
I verify that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities Yes
Once complete, please sign below with the usual four tildes. No changes can be made to the documents after the deadlines for completion passes, and documents will automatically be considered 'submitted' after the deadline closes.