Grants:APG/Proposals/2014-2015 round2/The Centre for Internet and Society/Staff proposal assessment

The staff proposal assessment is one of the inputs into the Funds Dissemination Committee (FDC) proposal review process, and is reviewed by the FDC in preparation for and during the in-person deliberations each round. The purpose of the staff proposal assessment is to offer the FDC an overview of the expert opinions of the FDC staff team about this annual plan grant proposal. Members of the FDC review each proposal in its entirety, including relevant background documents, inputs from WMF grants officers, the learning and evaluation team, and finance staff. They also analyze the detailed discussions surrounding each proposal that include questions and comments from community members. FDC staff do not participate in the actual decision-making process of the FDC; their primary role is to identify key strengths and concerns for the FDC to consider while making funding recommendations.

This staff proposal assessment, which was refined after the first two years of the FDC process, consists of three parts: (1) Overview, including a financial summary and a summary of strengths and concerns; (2) Staff proposal assessment narrative, including a nuanced analysis of the programs, context, and the feasibility of each plan; (3) Staff proposal assessment rubric, assessing each proposal across three dimensions by identifying areas of strength and concern. Read more about the methodology behind the Staff proposal assessment rubric on this page.

Staff proposal assessments do not represent the views on any one staff person, since all FDC staff (unless one of them recuses for some reason) work together to complete each staff proposal assessment, and may consult with other key WMF staff and other experts as needed. While assessments will not be changed after they are published except to correct significant factual errors, organizations are welcome to share responses on the discussion page of each staff proposal assessment if they would like to provide the FDC with additional information or perspectives on the assessments.

Overview for all assessments

As in Round 1 of 2014-2015, proposals in 2014-2015 Round 2 are being assessed in the context of some preliminary impact data for grants and programs over the last two years, and our current and future approach is being guided by this analysis. In particular, we have been rigorous with our assessments of the Wikimedia organizations with the largest budgets and requests, as we expect them to be delivering outcomes to scale.

For example, we were able to access data from the first round of impact reports for grantees entering the APG process in 2012-2013 Round 2 (i.e. Wikimedia Norge and Wikimédia France), as well as progress reports received from the current grants (i.e. Q1 and Q2 reports) and project grant reports for all organizations but Wikimedia Italia, which is new to the APG program and did not receive significant project funding in the past. This allowed for a more detailed assessment of proposed goals against progress in the current year, as well as the current year’s progress against the current year’s goals. In some cases, we were also able to compare the current year’s goals and performance with past achievements. A move toward the inclusion of more easily comparable metrics in reports also assisted with this analysis.

There are a few overarching themes we noticed in this year’s proposals that we want to highlight. Please note that any examples used are meant to be illustrative, not exhaustive.

Train the Trainer approaches

In this round, we noticed a focus on Train the Trainer (TTT) approaches, which builds on the interest from Round 1. With a TTT approach, organizations target and train a group of participants on specific topic areas so they may in turn train others. If designed and implemented well, this program approach may have potential to expand reach in the movement and improve relevant skills beyond an organization’s direct sphere of influence.

This approach, which takes significant resources and organizational focus, requires more clearly articulated strategies, documented/centralized resources, and measurement and evaluation of the results. Most organizations are not yet evaluating skills developed, results of trainings after the original trainings, or attitudinal shifts, and so it is difficult to understand the impact of these programs. Furthermore, we are concerned not to see plans for sustaining engagement with these trainees after trainings.

We encourage organizations to document results and resources invested in these programs. We also encourage organizations to develop engagement plans before new training programs are implemented. Finally, we also encourage organizations start small before making the decision to invest in programs more significantly.

Metrics and evaluation

As in Round 1, we realize that all Wikimedia organizations in this round are improving their measures of success and attempting to demonstrate impact. This work is not easy; we recognize the effort. For example, we are pleased to see some (including Wikimedia Armenia, Wikimedia Norge, and CIS) offer baselines and projected outputs and outcomes. This is a significant improvement from 2013-2014 Round 2 proposals.

However, not all programs include metrics, particularly around outcomes. We are very concerned, particularly in the case of the larger organizations, about the lack of a baseline and project outcomes beyond outputs. Quantitative and qualitative evaluation methods are both important. The Wikimedia Foundation will provide continued support to organizations who request it to develop capacity in evaluation. On the quantitative side, we encourage organizations to establish systems to track the global metrics, as they will need to report on in order to understand their work in a broader context, and also to continue to carefully consider what metrics will be most relevant in their contexts.

Diversification of funds and resources

Especially for organizations with larger budgets, we are monitoring reliance on APG funding. Organizational reliance on APG funds (expressed as a total percentage of revenue) may be increasing for some, and in other cases may not be decreasing at a sufficient pace. In some cases, large organizations are not meeting fundraising targets or cultivating sustainable longer term institutional partnerships. We are particularly impressed with organizations in the global south who have been able to cultivate donors.

All organizations in this round are proposing significant total budget growth. Each organization’s growth must be examined in context, but in some cases this rapid growth does raise capacity concerns.

As we noted in Round 1, the diversification of resources is not only needed in order to maintain the sustainability of each individual organization and the global movement, it is also a way to build awareness of the Wikimedia mission.

Lobbying and political advocacy

In Round 1, we saw organizations express significant interest in policy, advocacy, and awareness.

In Round 2, Wikimedia Italia has proposed to engage a lobbyist to address legal threats to its program. Any lobbying work requires some oversight from the Wikimedia Foundation. We will monitor this work over time.

Increase in program activities and organizational capacity

In many cases, organizations are planning a large number of programs, with a many activities. This raises concerns around organizational capacity. Beyond the activity and staff expenses for each program, programs represent a significant investment of organizational focus. We encourage organizations to group programs or prioritize them appropriately in order to present a clear picture of what they are trying to achieve and why, and in order to reduce strain on volunteer boards, staff, online contributors, and offline volunteers active in program areas that can result from too many dispersed activities. We encourage organizations to focus on their strengths rather than to experiment in every area. In this way, organizations can experiment with thoughtful adaptations of existing approaches based on local context and the organization’s expertise, and with small scale pilots with potential to scale up.

As we noted in Round 1 around proactive and responsive community engagement strategies, we realize it is not easy to achieve a good balance of responding to community needs and leading strategic work for the movement. Refining focus will be an ongoing process.

Diversity and work on projects other than Wikipedia and Commons

As in Round 1, an interesting development is the increasing focus on Wikimedia projects other than Wikipedia. For example, we have seen CIS and Wikimedia Armenia integrate work on Wikisource and Wiktionary into key programs.

As in Round 1, we are also assessing proposals across the dimension of diversity, and we have seen Round 2 organizations focusing on this in their contexts through both a regional and a gender-focused lens. Some organizations have diversity at the core of their missions (e.g. CIS, Wikimedia Armenia), some are approaching this work through a cross-cutting approach (e.g. Wikimedia Italia) and others have designed specific programs to address diversity (e.g. Wikimedia Norge).

Overview

Overall assessment and eligibility

Organization	Centre for Internet and Society
Eligibility	Confirmed

Summary

	Current (projected)	Upcoming (proposed)	Proposed change (as a +/- percentage)
FDC or PEG funding	$193,893	$208,603	8%
Budget	$762,184	$860,112	13%
Staff	22	26	18.18%

Overview of strengths and concerns

This section summarizes the key strengths and concerns identified by staff, which are explained in the detailed narrative section of this assessment.

Strengths

• CIS has valuable expertise and capacity to lend the Wikimedia movement, including leadership that has been stable and effective even under challenging circumstances
• CIS is a learning organization that excels at measuring results and documenting learning, and applies learning to its program design
• CIS’s focus on global south content and communities is naturally in line with a strong focus on diversity

Concerns

• CIS can grow as a movement leader by participating in more movement learning activities and submitting reports to the movement on time
• Some of CIS’s experimental programs may not lead to significant impact, although these programs (e.g. projects in incubator) have insignificant costs
• Some community members continue to express concerns around CIS’s current and past programs

Staff proposal assessment narrative

This section takes an in-depth look at the strategy behind this proposal, this organization's broader context, and the feasibility and risks of this plan.

Context and potential for impact

This section takes a close look at this organization's context, since there will be unique factors specific to this organization or to its environment that enable this plan to have impact or that make this plan less likely to have impact. Here are some questions we will consider:

Environment

How does this organization's environment (including its local context and its community) enable this plan to succeed and have impact? Are there risks and opportunities presented by this organization's environment? Are there extraordinary events or other factors that need to be considered as part of this organization's context?

• In India, CIS is well-poised to impact significant global content gaps and to increase participation through its programs focusing on smaller language Wikipedias.
• CIS has had success in implementing programs in partnerships with other institutional donors, and has significant non-APG funding that enables its institutional infrastructure in support of its A2K program.
• CIS has improved in its engagement with local communities, and has included information about how it engages with communities in its programs. CIS is actively collaborating with communities and the Wikimedia chapter in India. CIS is assessing needs for each program.

Past performance

Will this organization's past performance with program implementation enable this plan to succeed? Does it raise any concerns?

• CIS’s past performance indicates that it has the potential to succeed with the current plan, although it seems likely that greater success will happen in areas that receive greater attention.
• For example, through its four language area plans in the current year, CIS has made significant progress in many areas (e.g. content donations, partnerships, policy work, reviving inactive editors and engaging editors in events, new articles created). However, the areas of content generation, quality improvement, and strengthening existing communities received less attention and minimal progress was made.
• CIS is delivering on its ambitious content targets for the current year, including 500+ Tulu Wikipedia articles, and about 10,000 new and improved articles and 600 new editors by the end of Q2 in the current year. These are significant achievements.

Organizational effectiveness

Will this organization's overall effectiveness enable this plan to succeed? Does it raise any concerns?

• CIS’s leadership has been stable and effective, even under challenging circumstances.
• CIS excels at documenting results and applying learning. CIS has robust systems in place for measuring the impact of its programs.
• CIS has been responsive to critiques and suggestions from the community, the Wikimedia Foundation, and the FDC (e.g. normalizing staff expenses at the FDC’s behest).
• CIS is considering the roles of volunteers across its programs, and is experimenting with work to recognize online contributors.
• CIS has shown exceptional capacity in the area of financial management and reporting, and has proven its ability to manage complex financial situations within the Indian regulatory system and in a context in which it is monitoring many different funding sources. The organization can show improvement by submitting reports on time.

Strategy, program design, and program implementation

This section takes a close look at this organization's plans for its programs, including its past performance with program implementation. In this section, we may also identify specific programs that seem to have particularly high or low potential for impact. Here are some questions we will consider:

Strategy

Does this organization have a high-quality strategic plan in place, and are programs well-aligned with this strategic plan? Is this organization proposing significant changes to its strategy, or are the strategic plan and annual plan consistent with past strategies? Is this organization's strategy and are this organization's programs aligned with the Strategic Priorities of Increasing participation, Improving quality, or Increasing reach?

• CIS has presented detailed documentation around its A2K program strategies on Meta.
• Current language-focused programs are consistent with past work, and the direction of the program has been consistent over time.
• The A2K program is especially well-aligned in the areas of improving content and increasing participation, in a global south context.

Program design

Do proposed programs have specific, measurable, time-bound objectives with clear targets, and are program activities and results logically linked?

• CIS has presented SMART and relevant targets for its programs that draw a logical link with online impact. Given CIS’s strong capacity in this area, we would encourage CIS to develop ways of measuring attitudinal shifts and learning objectives around training that may be extremely relevant to programs like Train the Trainers (TTT).
• CIS can improve in helping to aggregate data across programs to give a clearer picture of high level impact, and also to provide disaggregated numbers in some cases where that would be meaningful (e.g. differentiating between articles added to Wikipedia and pages added to Wikisource).
• CIS has proposed 17 programs in its current proposal. This great number of programs is overwhelming without clear groupings.
• CIS has clearly articulated the needs for each of its programs, which include consulting with relevant communities as well as formal needs assessments. It would be helpful to have access to the needs assessments and the methodology behind this work, but we greatly appreciate this context for each program.

Specific programs

Based on proposed plans and past work, which programs may have the highest potential for impact corresponding to the amount of funding requested, and which programs may not have impact corresponding to the funds requested?

• CIS has expertise in working with smaller language projects and emerging communities, cultivating institutional partnerships including media literacy work, and in larger issues related to free knowledge.
• CIS is looking at cross-cutting approaches around volunteer engagement, leadership development, and healthy communities, which may provide valuable learning for the Wikimedia movement. We encourage CIS to experiment in these areas, and share what it learns with the broader movement.
• We are interested to see CIS expand its work with media practitioners and journalists, as we think CIS has good opportunities to apply its expertise here.
• CIS is building on its past work with specific language communities, like Telugu, Kannada, Odia, and Konkani in Wikipedia and Wiksource. This year it is expanding into Marathi Wikipedia as well.
• Programs on Incubator projects that do not yet have viable communities may have less potential for impact, although they may be interesting experiments. We would encourage CIS not to invest too much funding or focus in these programs until results with similar programs are proven.
• The TTT program is a new approach that is beginning to be adopted across the Wikimedia movement. However, it was not clear from this proposal how CIS provides sustained support to trainers after the trainings. Past trainees have been from 14 different Indic language communities. While this is impressive, we’re curious to know how so many language communities are supported through these trainings with language and context-appropriate materials. A four or five day residential training workshop also seems like a significant investment for volunteers. We are curious to see how this approach works in CIS’s context. Finally, it is not clear how this program relates to CIS’s other programs. While CIS has shared significant documentation about this program, we encourage CIS to share its TTT curriculum and learning about the experience as well.

Budget

Is this plan and budget focused on the programs with the highest potential for online impact?

• CIS has a detailed budget that allows for informative analysis of its expenses by program area, by staff focus, and by functional area. CIS has provided financial expertise to the movement as a fiscal sponsor for many organizations in India, functions within a complex regulatory environment, and has clear capacity in this area.
• CIS is planning a significant budget increase in the proposed year, with growth concentrated in the A2K program. CIS is planning to raise significant non-APG revenue to support the growth of the A2K program in the coming year, in addition to an increase in APG funding. By leveraging its institutional capacity (which is primarily funded by other donors), CIS can concentrate A2K expenses in programs and staff dedicated to programs.
• CIS has a robust funding stream that consists of significant grants from institutions and has established a reputation with its funders for delivering on its ambitious plans. While it is growing its A2K activities, it is also reducing its overall reliance on APG funding to less than 20% of its total revenue.
• Since 2013-14 CIS has reduced its staffing costs in accordance with concerns expressed by the FDC and the community, by 10% within the A2K program, and has steadily decreased the proportion of staffing costs to overall expenses since 2012-13.

Feasibility and risks

How likely is it that this organization can implement this plan successfully if funded? Is this plan likely to achieve impact corresponding to the funds requested?

• While CIS has an ambitious plan with many programs that will be a challenge to execute, based on past performance and performance against targets in the current year it seems likely that CIS will be able to do this ambitious plan (or be able to divert resources toward more impactful areas where necessary).
• CIS is proposing a significant increase in program activity without a correspondingly significant increase in staff resources (since it is requesting to hire three contractors that are already working on these programs). Therefore, this plan may be a challenge to execute with current resources. At the same time, we appreciate that CIS has been frugal with respect to requests for increased staff resources.
• Effective leadership, institutional support, robust systems for evaluation, and deepening dialogue with the community including needs assessments, do and will continue to enable the success of CIS’s programs. CIS will need to continue to engage actively with the communities in India and their needs in order to sustain this success.

Staff proposal assessment framework

This framework assesses annual plan grant proposals across the three dimensions of (1) Program design and strategic alignment, (2) Organizational capacity and effectiveness, and (3) Budgeting by identifying strengths and concerns in each of these areas.

In each assessment, an organization’s context is taken into account and so criteria may be applied differently in different contexts. For example, a smaller organization with less experience will not be expected to have a formal learning and evaluation program that a larger more experienced organization might have, and so what may constitute a major strength for a smaller organization in the same category may not constitute a major strength for a larger organization. With this approach, the criteria listed here are not weighted equally, and so an “overall assessment” cannot be determined simply by adding up the numbers of strengths and concerns identified for each dimension. Also note that the scale here is not linear and so we do not assign any numerical values to the assessments given for each criterion. More information about each criterion is shared in the assessment. We believe a framework like this is helpful, as it ensures that each proposal is assessed consistently, even as they are applied with contextual nuance.

The dimension “Program design and strategic alignment” addresses many high-level elements, focusing on how likely programs are to achieve progress toward some of the Wikimedia movement's strategic priorities. Programs need to show clear links between strategic priorities and program objectives, program objectives and targets, and targets and program activities. In addition, programs should focus on areas that will impact participation, reach, and quality on the Wikimedia projects, with an emphasis on approaches and programs that increase diversity.

Meanwhile, the dimension “Organizational capacity and effectiveness” looks at the ability of an organization to achieve its plan based on both past experience (as an indicator of future success) and current practice. An effective organization both learns from past experience and contributes to movement learning in the process. This dimension also includes effective and stable leadership that models good practices, and a rational approach to growth that is supported by the organization’s strategy and context.

Finally, we analyze the organization’s past experience with and current plan for budgeting. Here, we look at how the organization has performed against its plans and budgets in the past.

To complete the assessment, we assess each of the criteria in each category according to the following scale, which is not necessarily linear:

• Major strength
• Strength
• Neither a strength nor a concern
• Concern
• Major concern

Criterion	Assessment	Description
Program design and strategic alignment
P1. Strategy and alignment	Strength	Programs objectives are strongly aligned with the Wikimedia strategic priorities of improving quality and increasing participation. Programs are well-justified with respect to longer term strategies.
P2. Targets and logic models	Strength	Programs have specific, measurable, time-bound objectives with clear targets, and programs present clear links between planned activities and desired results.
P3. Needs assessments	Major strength	Program objectives are based on needs assessed in consultation with stakeholders, and needs are clearly articulated for each program. Formal needs assessments are conducted, but the methodology behind formal needs assessments is not publicly available.
P4. Potential for impact at scale	Major strength	Programs could lead to significant impact on the Wikimedia strategic priorities of improving quality and increasing participation, at scale and corresponding to the amount of funds requested. CIS is documenting the results of its approach in working with small language communities with high potential and other experiments that can benefit the broader movement.
P5. Evaluation methods	Major strength	Programs include a plan for measuring results and ensuring learning, and employ effective evaluation tools and systems. The plan is clearly articulated for each program in this proposal, and is feasible. Furthermore, CIS has proven capacity in this area.
P6. New ideas and approaches, or thoughtful adaptations	Strength	This plan includes well-documented experiences that test new ideas and approaches, and carefully considers each program activity in context.
P7. Diversity	Strength	With a strong focus on global south content and small language projects with the potential for growth, the proposed plan will expand the participation in and reach of the Wikimedia movement, especially in parts of the world or among groups that are not currently well-served. To date, CIS has not developed a clear lens for gender-focused work.
Organizational capacity and effectiveness
O1. Past results	Strength	CIS has had success with similar programs or approaches in the past, and has effectively measured and documented the results of its past work. CIS expects to meet and surpass its targets for content and participation in the current year, which is appropriate, given the increase in grant request.
O2. Stability and leadership	Strength	Stable, effective leadership and good governance even in a challenging working environment will enable this plan to succeed. CIS is hiring a new program leader for A2K work, and is handling the transition well.
O3. Learning	Major strength	CIS is addressing risks and challenges effectively, excels at documenting past experiences and learning from them, and is revising programs and approaches to improve its current and planned programs, as documented in its plans for each program in this proposal.
O4. Improving movement practices	Neither	While CIS shares learning about its work with the broader movement and beyond, we encourage CIS to participate more actively in movement learning as it grows its role in the Wikimedia movement. Furthermore, while CIS has produced quality reports with good analysis, it has had consistent difficulty meeting reporting deadlines.
O5. Community engagement	Strength	CIS has grown in its ability to effectively engage key communities and volunteers in the planning and implementation of its work. This is particularly impressive, given the history of the WMF catalyst program, and the resulting tension between the community and CIS-A2K.
O6. Capacity	Strength	While CIS has significant experience and expertise to offer the Wikimedia movement, this plan proposes a significant leap in program activity. It may be difficult to execute on this plan without commensurate growth in staff capacity; at the same time, CIS has proven an ability to deliver on ambitious plans in the past.
Budget
1. Past budgeting and spending	Strength	CIS has a proven history of budgeting realistically and managing funds effectively in the past.
B2. Proposed budget is realistic	Strength	Although revenue targets outside of APG may be ambitious, this proposal includes a model budget that is comprehensive and clear, including allocations of staff time, and that corresponds to the activities proposed.
B3. Budget is focused on programmatic impact	Major strength	Funds are focused on programs and activities with corresponding potential for impact. CIS is able to leverage its institutional resources to benefit the Wikimedia movement. CIS reduced staff costs in line with the FDC's recommendations last round.

This staff proposal assessment is the work of FDC staff and is submitted by: KLove (WMF) (talk) 22:07, 8 May 2015 (UTC)

Staff proposal assessment rubric description

This rubric assesses annual plan grant proposals across the three dimensions of (1) Program design and strategic alignment, (2) Organizational capacity and effectiveness, and (3) Budgeting by identifying strengths and concerns in each of these areas.

In each assessment, an organization’s context is taken into account and so criteria may be applied differently in different contexts. For example, a smaller organization with less experience will not be expected to have a formal learning and evaluation program that a larger more experienced organization might have, and so what may constitute a major strength for a smaller organization in the same category may not constitute a major strength for a larger organization. With this approach, the criteria listed here are not weighted equally, and so an “overall assessment” cannot be determined simply by adding up the numbers of strengths and concerns identified for each dimension. Also note that the scale here is not linear and so we will not assign any numerical values to the assessments given for each criterion. More information about each criterion is shared in the assessment. We still believe a rubric like this is helpful, as it ensures that staff analysis of each proposal is based on the same criteria, even as they are applied in a nuanced way.

The dimension “Program design and strategic alignment” addresses many high-level elements, focusing on how likely programs are to achieve progress toward some of the Wikimedia movement's strategic priorities. Programs need to show clear links between strategic priorities and program objectives, program objectives and targets, and targets and program activities. In addition, programs should focus on areas that will impact participation, reach, and quality on the Wikimedia projects, with an emphasis on approaches and programs that increase diversity.

Meanwhile, the dimension “Organizational capacity and effectiveness” looks at the ability of an organization to achieve its plan based on both past experience (as an indicator of future success) and current practice. An effective organization both learns from past experience and contributes to movement learning in the process. This dimension also includes effective and stable leadership that models good practices, and a rational approach to growth that is supported by the organization’s strategy and context.

Finally, we analyze the organization’s past experience with and current plan for budgeting. Here, we look at how the organization has performed against its plans and budgets in the past.

To complete the assessment, we assess each of the criterion in each category according to the following scale, which is not necessarily linear:

• Major strength
• Strength
• Neither a strength nor a concern
• Concern
• Major concern

Criterion	Description
Program design and strategic alignment
P1. Strategy and alignment	Programs objectives are strongly aligned with the Wikimedia strategic priorities of increasing reach, improving quality, or increasing participation. The organization has a strategic plan in place.
P2. Targets and logic models	Programs have specific, measurable, time-bound objectives with clear targets, and programs present clear links between planned activities and desired results.
P3. Needs assessments	Program objectives are based on needs assessed in consultation with stakeholders, including the communities and volunteers that are working together with this organization to achieve its program objectives.
P4. Potential for impact at scale	Programs could lead to significant impact on the Wikimedia strategic priorities of increasing reach, improving quality, or increasing participation, at scale and corresponding to the amount of funds requested.
P5. Evaluation methods	Programs include a plan for measuring results and ensuring learning, and employ effective evaluation tools and systems.
P6. New ideas and approaches, or thoughtful adaptations	Programs will test new ideas and approaches or will thoughtfully adapt ideas and approaches that may work in this organization’s context.
P7. Diversity	Programs will expand the participation in and reach of the Wikimedia movement, especially in parts of the world or among groups that are not currently well-served.
Organizational capacity and effectiveness
O1. Past results	This organization has had success with similar programs or approaches in the past, and has effectively measured and documented the results of its past work.
O2. Stability and leadership	Stable, effective leadership and good governance will enable this plan to succeed. Any leadership transitions are managed effectively.
O3. Learning from the past	This organization is addressing risks and challenges effectively, is learning from and documenting past experiences, and is applying learning to improve its current and planned programs.
O4. Improving movement practices	This organization effectively shares learning about its work with the broader movement and beyond.
O5. Community engagement	This organization effectively engages key communities and volunteers in the planning and implementation of its work.
O6. Capacity	This organization has the resources and ability (for example, expertise, staff, experience managing funds) to do the plan proposed.
Budget
B1. Past budgeting and spending	This organization has a history of budgeting realistically and managing funds effectively in the past.
B2. Proposed budget is realistic	This proposal includes a budget that is comprehensive and clear, and that corresponds to the activities proposed.
B3. Budget is focused on programmatic impact	Based on past performance and current plans, funds are allocated to programs and activities with corresponding potential for programmatic impact.