Grants:APG/Proposals/2012-2013 round2/Wikimédia France/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 Revenues
- 7.2 Current entity staff and long-term contractors
- 7.3 Proposed new staff and and long-term contractors for upcoming year's annual plan
- 7.4 Summary of staff and long-term contractor expenses
- 7.5 Expenses by program / initiative
- 7.6 Summary of total revenues and expenses
- 7.7 Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
All eligible entities will need to complete this form to request funds from the Funds Dissemination Committee (FDC). The completed document must be published in English on Meta by the deadline for each round (23:59 UTC 1 October for Round 1, and 23:59 UTC 1 March for Round 2).
The purpose of this document is to provide the FDC with an overview of your annual plan, the alignment of the plan to the Wikimedia movement’s strategic goals, and the potential impact and effectiveness of the plan. This proposal should complement any annual planning documents you may have: please complete all fields as mandatory and add links to supporting documents where relevant.
Each section of the proposal provides guidance on the amount of detail expected in response to each question or field. If you have additional questions about the form, please contact the FDC support team.
A few terms used in the form:
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.
- For the period between july 2013 to june 2014, we will continue to focus on our priorities : recruit new contributors for Wikimedia projects, expand free content, support community and sensibilize more people. We plan to stabilize and enforce the previous successful programs (Education, GLAM, Afripédia etc.) and ensure support to community with a large local action. See our detailed programs.
|Organization information||Legal name of organization||Wikimédia France|
|organization's fiscal year (mm/dd–mm/dd)||07/01 - 06/30|
|12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)||07/01/13 - 06/30/14|
|Contact information (primary)||Primary contact name||Christophe Henner|
|Primary contact position in organization||Vice-chair|
|Primary contact username||schiste|
|Primary contact firstname.lastname@example.org|
|Contact information (secondary)||Secondary contact name||Adrienne Charmet-Alix|
|Secondary contact position in organization||Director of programs|
|Secondary contact username||SereinWMfr|
|Secondary contact email@example.com|
*Timeframe should ideally be for a 12 month period that begins after the FDC decision.
Currency requested: Euro (€)
- 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 $US): 1,308 (based on exchange rate on 02/27/2012)
- Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
|Total annual expenses of organization||1,861,440€||2,434,763$|
|Amount proposed to the FDC for the coming year's annual plan||571,299€||747,259$|
|Amount to be raised from non-FDC sources||361,440€||472,763$|
|If applicable, amount of FDC funds allocated to organization last year||73,800€||96,530$|
- important note : Please note that we deduct 10% of the fundraising amount as fundraising costs. 150,000€ (= 196,200$) are also to be deducted from our annual expenses.
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?
- October 23rd, 2004 (first general assembly)
- What is the mission of your entity, and how does it support the strategic priorities of the Wikimedia movement?
- Wikimedia France is a non-profit organisation which supports and promotes dissemination of free knowledge, especially through the Wikimedia projects. Wikimedia France is a member-based organization. Historically, the chapter was primarily composed of Wikimedia editors, but since a few years we have a fair share of non-Wikimedian members, even though editors still form the core of active members.
- We locally support the Wikimedia movement in :
- Evangelizing French Internet users about contributing to the Wikimedia projects;
- Supporting the Wikimedia community, especially in France, and supporting dissemination of French culture through Wikimedia projects
- Coordinating local actions and having a local presence close to contributors and future contributors;
- Increasing the accessibility and the quality of content of Wikimedia projects in French;
- Encourage cultural institutions to share more content under free licenses;
- Setting up workshops, lectures and training sessions with educational and cultural public;
- Supporting access and contribution to Wikimedia projects in other French-speaking countries (especially parts of Africa, of the Caribbean and of Polynesia);
- Managing press inquiries and cultivating a network of like-minded journalists and bloggers;
- Leading the fundraising effort and developing new means of fundraising in France.
- What is its current leadership structure (e.g., executive staff structure, board / governance structure)?
- General Assembly of members (Assemblée générale): meets at least once a year (mandatory AGM), elects the board, approves the financial reports, votes the budget and any major item on the agenda.
- Members elected Board: made up of a President, a Vice-President, a Treasurer, a Deputy-Treasurer, a Secretary and up to six regular members; two-year term limit, half of the board is renewed each year; defines Wikimedia France strategy
- Executive Director: After our ED left in December 2012, we are in the process of hiring a new executive director, with the support of a recruitment firm. Prior to the recruitment process, the same firm is conducting a HR audit to help define the ED's missions and necessary skills and make recommendations regarding the organization professional structure. His / her hiring is planned for, at the latest, July 2013.
- Programs Director: leads the programmatic part of Wikimedia France’s activities and manage program related employees.
- 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 have?
Since its inception, Wikimedia France relied heavily on its members to run the organization. With the arrival of full-time staff (2011), members stepped slightly back from operational activities. However members are still involved in many important parts of the association life:
- 52% of our members voted during our AGM in early December, and 16% were present physically;
- All decisions (except the ones where confidentiality applies) are prepared and made on the members wiki. Members often comment decisions before they are made. This allows the board to make wiser and more discussed decisions;
- Wikimedia France members approve the organization budget and can step in while it is worked on;
- Members also organize and run specific projects, such as conferences, digitization initiatives, etc;
- Members can join thematic working groups (technical, communication, GLAM, education and research, fundraising, etc...) and get involved on thematic discussions and projects;
- Members can also join geographical informal groups (NCO, Cabale Toulousaine, Cabale IDF) which end up organizing events (taking a city during a week-end, organizing photo “party” with photo equipment lent by WMFr, setting up panels next to monuments with the Wikipedia article on it, etc);
- Staff endeavors to get members involved as much as possible in the program they run. As an example, members were involved in the panelists selection and on-site organization for the education colloquium that happened last December.
- A fair share of programs run by Wikimédia France is impulsed by volunteers.
- If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
- As of January, we have 470 members who paid their dues. A member is defined, in our bylaws, as someone who paid its yearly dues.
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.
- For more details, please read our annual report.
- How does your entity define and measure "success"?
As an organization, Wikimedia France define two forms of success, organizational success and programmatic success:
- Organizational success is mainly measured by the ratio of spendings between operating spendings and programmatic spendings. Per French overseeing organizations (cour des comptes), we aim to always remain under 30% of operating costs. Last year, we've had 5 to 10% of operating spendings (depending on whether you include fundraising costs or not).
- Though we do not define success through it, we keep an eye on French Wikipedia health (http://stats.wikimedia.org/EN/ChartsWikipediaFR.htm). It is virtually impossible to know if the reasons why the French Wikipedia project is not following the same trend as the English Wikipedia project is Wikimedia France activities. However we do believe our numerous activities play their part in it.
- Programmatic success is defined on a project basis as each project serves a different goal. We measure success, in particular based on the following criteria:
- the numbers of participants in our public activities (trainings, workshops, events, conferences, etc.)
- direct impact on Wikimedia projects (diversification of contributors profiles, adding quality contents by these new contributors on a large field of thematic, increasing their participation in the long term, increasing participation on the other sister projects, etc.)
- an increasingly "fun" involvement for volunteers
- the numbers of press articles relaying our activities. Press articles clear and favorable to Wikimedia projects. In particular clear and pedagogical press articles to Wikimedia projects.
At the end of each fiscal year, we publish the results of our activities in the annual report). When we plan new projects, we ensure to set goals and clear deliverables matching with our missions and strategic plan of development.
- Please give at least three examples of successful programs or activities that your entity has completed. If available, provide links to information.
- Training sessions with PhD students and researchers : The training program with PhD students and researchers started in September 2011 with 5 universities. The students and researchers learned how to contribute to Wikimedia projects. The objective of the project is to increase awareness of science in Wikipedia. During one year, 82 PhD students, 50 students, and several teachers were trained. As a result, over 50 articles were created and more than 3 millions octets of text written.
- The project is a success because some trained PhD students became contributors to the Wikimedia projects and it improved Wikipedia understanding for all the trained young researchers, making it more natural to them to use Wikipedia and edit Wikipedia.
- To measure success we use the Wikiscan tool. Here are the results for the "Physique 2.0" project, a project with several students from university Pierre-et-Marie Curie and Ecole Polytechnique)
- Micro financement : the Micro-funds committee is a committee managed by volunteers and dedicated to allow funds for volunteers and contributors projects. Each year, the chapter allows a sum for distribution. People who wants to finance a project can ask the committee, explain why he wants the funds, and the micro-funds committee decides to allow it or not.
- The micro-funds committee exists since 2011. The committee granted around 5,500€ both in 2011 and 2012. The most part was to pay photo material for regional groups. Here are some of the contribution made thanks to material paid by the Micro-funds committee:
- Afripedia : Afripédia is a project to provide offline access to Wikipédia in the universities of West and Central Africa, and to train people to contribute to Wikimedia projects. This project is a success because several hundred of people enjoy now a free access to Wikipedia in the university, and we are seeing many new contributors. For more details please read:
- Today, the project allowed us to get 65 new contributors, more than 600 editions and around 90 new articles. The project benefits from a wide coverage by French and African media.
- We track the project deployment through that map and measure success by following the contributions made through the project with Wikiscan
- Lastly, the project do bring an effective answer to the internet access issue universities are facing in Africa. As a result, more and more universities ask to be part of the project. We are adapting the initial planning to better answer these demands.
- Semanticpedia : Semanticpedia is a joint project with the French ministry of Culture and the research institute INRIA. It aims to have semantic extractions of Wikimedia projects in their French version.
- The project started with DBpedia.fr, a semantic extraction of FR Wikipedia (with 30% more content than dbpedia.org). It's also a collaboration platform, which promotes reuse of content by any third-party organization, to disseminate Wikimedia content and encourage institutions to improve directly the Wikimedia projects content.
- After one year one of work, the beta release is functional, and 3 to 5 institutions are working to build their new websites using Semanticpedia and including Wikipedia content directly in their website.
- The project was officially launched by the Ministry of Culture, who in her speech formally encouraged GLAM institutions to contribute directly on Wikipedia, to improve quality and quantity of content and to be reusable by everyone.
- This project is, so far, a great success to us. First everything tend to indicates that it would serve its purpose as institutions are already interested in reusing Wikipedia content, second, since November 2012 most of the GLAM contacting us says that both the project and the minister announcement were critical for them to engage in freeing their content.
- The dbpedia.fr server records about 1,000 different IP aedress accessing the site a day, and about 40,000 requests a day. The database holds around 136 millions RDF triples.
- Wiki Loves Monuments : Wiki Loves Monuments is a volunteer-driven project that benefits from staff support. The 2012 edition, like the 2011 one, was a big success. Over 27,000 pictures were uploaded by 942 different people.
- In the end, 5,200 different monuments were photographed, bringing the French historical monuments illustration from 43% to 50%
- The volunteer organizing team made the contest as alive as possible in selecting, every day, the best uploaded picture. They also checked by hand that all the uploaded pictures where of an actual historical monument.
- Wiki Loves Monument is a great opportunity to advocate people about their capacity to participate to the projects but also to get new contacts with GLAM and cultural institutions.
- What are the plans/strategies that did not work for your entity in the past? What did your entity learn from that experience / those experiences?
- Education : training sessions toward secondary school students/teachers
- In 2012 we organized trainings to teachers and presentations to high school students. The bet was that teachers invest in a long-term project with their students: add contents on Wikimedia projects. These trainings were very time consuming for both volunteers and Wikimedia France employees.
- Even if we were able to train more than 100 teachers and librarians and more than 400 students, very few have launched an educational project on Wikimedia projects (3 projects).
- We chose, since 2013, to limit our training activities with students (one or two per year to stay in touch with the reality of their needs and their representations) and reorienting our trainings toward teachers on « Using Wikipedia in the classroom : understanding and participating ».
- In order to be as efficient as possible, in 2013, we will focus our actions on the publication of a comprehensive educational kit that we will publish widely. (see program below).
- For the higher education we struggled in 2012 to reach the target of researchers in charge of courses (500 expected, only 200 trained). The general trainings on Wikipedia were not motivating enough, on paper, to achieve our goals.
- At the end of 2012, we choose to refocus our training content in an educational objective (Using Wikipedia with students: management and enhancement of learnings). The trainings planned for 2013 are already full and we have had to schedule new extra training sessions.
- GLAM uploads
- We have GLAM ready to share their content under a free license or in the public domain. However last year we did not have any significant upload project. The main reason is that GLAM need a lot of support and project management on our end. This kind of heavy work is seldom done by volunteers, at least in the long run, and we did not have an employee with sufficient time to manage all those projects.
- If volunteers did engage with some GLAM in their actions to free their content, the lack of coordination and centralization by Wikimedia France working-group and the director of programs lead to many projects being started but none achieved.
- For the coming year, Wikimedia France decided to answer those issues in 3 ways :
- Priorization: we will select a few interesting project and commit to them instead of trying to please all GLAM institutions contacting us;
- Staffing: we will hire a GLAM project manager in charge of following all the selected project;
- Time allocation: our technical project manager will have 300 of his working hours dedicated to support GLAM projects, especially upload of content on Wikimedia Commons.
- After a nice enthusiasm to create a French-speaking group into the Wikimedia movement, and a great meeting at Wikimania in Washington, we did not follow up on that trend. At the end of 2012 year, the only successful project was the participation at the World Francophonie Summit in Québec (July 2012). This was a joint action by Wikimedia France and Wikimedia Canada.
- As for many things, it is virtually impossible for Wikimedia France to manage francophonie's projects alone. We would like to be a catalyst to the French speaking Wikimedia community and have them create and handle their own projects but with Wikimedia France providing staff support, much alike we do with Wikimedia France volunteers during Wiki Loves Monument. In order to do so we plan to hire a Francophonie and Language manager at the end of summer.
- Wiki Loves Monuments
- As explained above Wiki Loves Monument 2012 was a successful contest, but we encountered organization and coordination issues internally. It is a “volunteer project” since the beginning, and staff people were not meant to manage the project.
- But as the definition of the different roles and how the tasks were shared between volunteers and staff were not clear, the organization ended to be much more complicated than needed. Ending in both volunteers and staff having to spend a lot of energy in order to have the contest running, which it had thanks to some really dedicated persons.
- From this experience, at the beginning of a project we now write down on our internal wiki who is to act as a project manager and what tasks are to be done and by whom.
- What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
- We can not do everything. As the time goes, more and more GLAMs or institutions would like to go down the free knowledge path. Even though that is awesome, and in some way a great tribute to our work, we cannot agree to support all of those projects.
- We learned to choose which project are worth to be done, paying attention about
- the sustainability of the project
- the interest of volunteers
- balance between the time dedicated for the project and the foreseen outcome (in content or visibility)
- the strategic interest of the project
- If a project is not sustainable or interesting for volunteers or worth the time spent on it or of strategic interest we either try to explain the cultural institution the situation or let it die by itself.
- We have also learned that the time between the first contact with a GLAM and the effective realization of the project, may be very long. Institutions have often a certain delay before they actual act their decisions to launch a project. This leads to a great number of "pending" projects that can starts virtually at any time and can great a punctual overload of work. It has happened that some projects did start 6 to 12 months after the first mention of it. As stated before, we now will be more picky in the project we'll support and have initiated a more structured follow up system.
- One other important lesson learned is the long term importance and impact of pedagogical actions. The best example is that today we still experience benefits from the 2010 Wikimedia Conference about GLAM. To the day, GLAMs still contact us and mention that their first contact with free knowledge was during that very conference but that it took a long time for them, internally, to sell such a project. We're expecting the same long term outcome from the 2012 Wikimedia Conference on Education.
- In November 2012, the French Ministry of Culture invited the GLAM institutions to contribute to Wikipedia, and months later, a lot of new contacts stated that it was a key element in their decision to contact us.
- We believe that such pedagogical actions, where we explain what free knowledge is and what are the benefits to go that way, have short term actions, sometimes even during a conference or a training workshop, but also long term outcomes that must not be ignored while assessing the success of an action.
Where available, please link to the following to provide supplemental information to the FDC:
- Link to previous completed fiscal year annual plan
- Link to previous completed fiscal year annual report
- Fiscal Year report for january 2012-june 2012
- Activities report for 2012 (fr)
- Activities report for 2012 (en) in progress
- Link to previous completed fiscal year grant report (if your entity has received funds from the FDC)
- Mid-term report (november 2012-february 2013)
- Link to your entity's strategic plan if you have one
- Link to your organigram or organizational chart if one exists
- 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.
*In the last round, the FDC used the term 'initiative', but this round, we are using the term 'program.'
Research and Development
Expand Free content
Reach new contributors
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)?
- Involved staff, members and board members are one of the key strengths of Wikimedia France. This involvement allows Wikimedia France to easily deal with any unplanned situation and to project ourself in the future. We also know that, if the need arises, many members can become super active for a specific project/task to help cope with the needs. We have involved Wikimedians that are doing their own projects, organize meet-ups and help the association to move forward. We are really lucky that, though we grew bigger and professionalized organization, the roots of Wikimedia France remain. Even though this is already a strength, as you will see in our annual plan, we want to invest in initiatives to increase volunteer empowerment.
- Strong and steady organization board governance is a second key strength. For now 4 years, Wikimedia board members are elected for 2 years term and are renewed by half. This system prevents from any sudden shift in the board and provides stability for the members and the staff. It also allows older board members to help new ones to step in. For 6 years, Wikimedia France has official face-to-face meeting at least 4 times a year with a high attendance rate.
There is also stability as we have seen that, on average, the board includes from 20% to 30% of members that are, at least, on a second term. This stability allows the board to better use past experience.
- Experience and expertise in many fields of projects developed over the years. GLAM, education, relationships with scientific world, etc. Thanks to those expertises, we have reached a point where we have strong and fruitful relationships with major cultural organizations, cultural government officials, universities, PM's and like minded organization.
- Those relationships allow us to organize events and projects with strong support, visibility and high impact for the free knowledge movement.
- What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
- We think WMFR has a great fundraising potential. With the arrival of a fundraising and sponsorship manager in our staff, we are now able to shape how fundraising will look like in France.
Though we will continue to consider the annual fundraising as an ethical and fruitful way to raise funds, we want to safeguard our budget through the diversification of our funding sources, a better customization of the donor relationship, the creation and management of a major donors group and the improvement of donation frequencies. We also want to continue and secure co-founding with partnerships for specific projects (like Afripedia).
- Co-creation of project with local partners. As Afripedia project, which is run by Wikimedia France, AUF and Institut Français, or a WikiContest with CRDP of Toulouse (Official center for educational resources). This sort of opportunities are more and more possible for us, because our past projects ensure our sustainability and capacity to build good projects to new partners.
- 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)?
- We identify the staff governance as a key risk. Our organization governance is steady but needs more and better staff governance, after internal issue in late 2012. Solving this risk is our first priority for the coming weeks.
- Collaboration between volunteers and staff is our 2d key risk. We have sometimes noted that some projects can be affected by coordination issues and − most importantly − empowerment and involvement of volunteers if we do not care about mutual coordination. Keeping involvement and developing the number of active volunteers is crucial for us.
- The economic situation is not very good in France now and probably for the following years. In 2012 this has not impacted our fundraising, but we can fear a stagnation or a decrease for the next years.
- How will you minimize these risks and threats?
- The staff governance risk is being taken care of since January. We have hired a Human Resources consultancy firm to help us on that. They are currently running an audit about the staff governance as long as a HR audit with the existing staff.
- The audit goals are to provide the board with human resources recommendations about the actual staff, recommendations about the staff governance and a job/profile description for a top manager that we would need to hire.
- We also hired the same Human Resources consultancy firm to lead the recruitment of the next C-level employee as part of their initial mission is to define the needed profile.
- We are also considering keeping the Human Resources consultancy firm as part of our contractors to keep the benefits of their external and neutral point of view regarding our organization. This will decided after their initial mission.
- To minimize the gap between staff and volunteers, we endeavor to involve working-groups more. The dedicated staff member is a coordinator who ensures regularity and sustainable support for projects. A large part of his work is to encourage volunteers to be involved in the different projects. The staff includes specific projects manager for each type of program, to be an expert and a support for the volunteers.
- The territorial development project is an other good way to minimize or solve this risk: the objective is to have a strong and active presence in local Wikimedian communities through the territory. Local correspondents will be like "geographical" coordinators, in strong collaboration with local community and other project managers.
- We are aware of the risks regarding the online fundraising, and working in diversifying our incomes. We are more and more working into entering partnerships with other organization for specific projects. As you saw regarding Afripedia, we received major support (both financial and in-kind) from French and international organizations. This is the kind of partnerships we aim to develop more and more.
- We are also going to apply to a specific status: RUP -- (French) Reconnaissance d'Utilité Publique --. This status will provide us with new fiscal advantages for donors, legal right to receive large in-kind donations, and an official recognition that is really well regarded in France.
- The other RUP advantage is the deduction of 75% of their donations on donors ISF (Impôt sur la fortune − tax on fortune).
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: *
Because of the 1st result of our proposal (in november), which provide us less than we have asked, we decided in november 2012 to remake a new revised budget for the period between 16th november 2012 - 30th june 2013. The budget was approved by the general assembly of members on 1st of december 2012. The year-to-date is the period between 16th of november 2012 to 26th of february 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 $US Revenues (from all sources) 532,300€ (including cash available on november 2012 = 422,000€) 696,248$ 558,545€ 730,576$ 559,117€ 731,325$ Spending 486,100€ 635,818$ 195,042€ 255,114$ 391,215€ 511,709$
Table 3 details, if necessary:
- 1€ = 1,308$ (exchange rate on February 27th)
- Revenues and expenses are excluding Fundraising revenues and costs
- Revenues are including cash available on november 2012 (422,000€) : see the budget plan
- 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.
- The projected final spending amount is 20% less than the planned spending, because of one important reason: in november we planned to have an executive director during all the period, but the ED left the entity in December. We also planned one paid position that we decided later to not have. For the different programs we have a projected amount between 80% and 100% of the planned budget. For the staff costs we have a projected amount which is 63% of the planned amount.
Financials: upcoming year's annual plan
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: Detailed budget for 2013-2014
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 $US)
Annual fundraising 1,500,000€ 1,962,000$ Donors by direct debit 250,000€ 327,000$ Major donors and sponsors 50,000€ 65,400$ Public support for civic service 19,800€ 258,984$
Members fees 15,000€ 19,620$ Financial interest 15,000€ 19,620$ Co-funds 9,500€ 12,426$ Grants 1,000€ 1,308$ Benefits 1,000€ 1,308$ Shop 140€ 183$ TOTAL 1,861,440€ 2,434,763$
Table 4 notes, if necessary:
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* Director of programs 1 100% Education and Research manager 1 100% Fundraising manager 1 100% Technical manager 1 100% Administrative assistant 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 Structuring and managing staff Current education and research project manager will become territorial development project manager. Need to be replaced To manage and coordinate dedicated projects To manage and coordinate dedicated projects To manage and coordinate internal and external communication. We have an internship for communication who will start on the 4th of march 2013. We plan to integrate him as a permanent staff after the end of fellow, in october 2013. Local contacts in civic service to develop territorial projects, co-funded with public support for Civic Service
*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:
Summary of staff and long-term contractor expenses
In currency requested In $US Percent increase Current staff expenses 245,500€ 321,114$ Proposed increase for current staff expenses 25,000€ (various HR, including recruitment costs) 32,700$ 10,18% Proposed increase for new staff expenses 261,060€ 341,166$ 106,34% Total staff expenses 531,560€ 694,980$ 216,42%
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 $US Wikimedia Movement (including endowment to FDC = 778,700€) 801,700€ 1,048,623$ Territorial development 22,750€ 29,757$ Education 27,300€ 35,708$ Research 19,150€ 25,048$ Francophonie, Afripédia and languages of France 92,500€ 120,990$ Technical projects 20,000€ 26,160$ Community projects 33,000€ 43,164$ Semantic 16,000€ 20928$ Outreach 5,650€ 7,390$ GLAM 7,800€ 10,202$ Documentation and communication 12,700€ 16,611$ Europeana support 30,900€ 40,417$ Associative partners 2,000€ 2,616$ Functionning (office and equipment, administration, association obligations) 167,400€ 218,959$ Fundraising and sponsorship 71,030€ 92,907$ Total program expenses (should equal the sum of the rows) 1,329,880€ 1,739,483$
Table 8 notes, if necessary:
- Expenses related to fundraising are deducted from the amount to be repaid to Wikimedia Funds Dissemination Committee by Wikimedia France, and therefore have no direct effect on the budget of the association. They are listed here for informational purposes.
- The endowment to FDC (778,700€) is include in our "Wikimedia movement" program.
- See Detailed budget for the programs and detailed description of the programs.
- Total programs and functionning excluding FDC endowment and fundraising costs is 457,150€ (597,952$)
Summary of total revenues and expenses
In currency requested In $US Total cash balance as of proposal submission 299,224€ 391,385$ Total revenues 1,861,440€ 2,434,763$ Total spending 1,861,440€ 2,434,763$ Net (revenues less expenses) 0€ 0$ 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