Grants:APG/Proposals/2013-2014 round1/Example/Proposal form

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Example received a funds allocation in the amount of Template:FDC funds allocation/2013-2014 round1/Example in 2013-2014 Round 1. This funds allocation was recommended by the Funds Dissemination Committee on 15 November 2013 and approved by the WMF Board of Trustees on 31 December 2013.

Basic information[edit]

Overview of grant request[edit]

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$.

  • Our mission is to empower and engage people in the country of XYZ in order to develop high quality free content in the public domain, and to disseminate it effectively to people throughout XYZ and around the world. The coming year includes developing Wikimedia XYZ Editors Forum to increase editor participation (number of new editors attracted through courses and workshops) and to increase editor retention (number of editors who continue editing six months after the event).

Contact information[edit]

Table 1

Organization information Legal name of organization Entity XYZ
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) 01/01/13-12/31/13
Contact information (primary) Primary contact name John Smith
Primary contact position in organization Financial officer
Primary contact username User:JohnSmith_XYZ
Primary contact email johnsmith(_AT_)
Contact information (secondary) Secondary contact name Divya M
Secondary contact position in organization Finance associate
Secondary contact username User:DivyaM_XYZ
Secondary contact email divyam(_AT_)

*Timeframe should ideally be for a 12 month period that begins after the FDC decision.

Amount requested[edit]

Table 2

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): 1.23 as of 08/01/12

Please use on March 1 2014 to determine the exchange rate. Please use five decimal points.
Currency requested US$
Total annual expenses of organization 300,000 369,000
Amount proposed to the FDC for the coming year's annual plan 200,000 246,000
Amount to be raised from non-FDC sources 100,000 123,000
If applicable, amount of FDC funds allocated to organization last year not applicable (NA) not applicable (NA)
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:

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[edit]

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?
  • 01/01/08
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.
  • Our mission is to empower and engage people in the country of XYZ in order to develop high quality free content in the public domain, and to disseminate it effectively to people throughout XYZ and around the world.
  • This mission supports the Wikimedia goals of free and accurate knowledge that every human being has access to.
  • See more information about XYZ’s mission and vision here (link)
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.
  • One Executive Director
  • Board: Member elected Board with one Board chair, four additional members (Vice-president, Secretary, Treasurer, Development chair) and two alternate members; two -year term limits
If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
  • 300
  • all members pay dues
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?
  • help develop entity plans, participate in programs, edit Wikipedia
  • 50
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?

Reflection on past activities and innovations[edit]

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"?
  • Entity XYZ defines success by the level of participation from editors and potential editors in the XYZ community and by the strength and credibility of our organization within the community. We seek to increase readership within the broader XYZ community. We also define success by our ability to use innovative approaches and technological advances to meet Wikimedia movement goals. We regularly track and measure success indicators and publish the results in our annual report. Some examples of these metrics include:
    • Growth in readership
    • Number of new editors
    • Number of editors retained six months after events
    • Number of new content pages from partners
    • Partnerships formed with GLAM/cultural institutions
    • Number of project done with women's institutions
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.
  • WikiXYZ editors forum: During this conference, we explored ways to recruit and retain editors to the Wikipedia XYZ. We offered many opportunities for editors to build camaraderie with one another and to share best practices on how to stay actively involved in Wikimedia XYZ. We had significant participation in this conference and noted that our number of edits increased by 15% in the 3 months after this conference compared to the previous 3 months.
  • Wiki Loves Women: Due to low female editorship rates in Wikimedia XYZ, we held a women-centered contest to encourage women to contribute high-quality articles and other contributions to the Wikipedia XYZ site. Not only did we receive an overwhelming response from women in the community who wanted to participate in the contest, but we also converted a significant portion of these participants into new members and regular editors, resulting in 20 new regular female editors.
  • GLAM XYZ National Museum: Over the last 2 years, we have had rotating internships positions at XYZ National Museum. These interns spent time converting historic museum archival documents into important articles on the history of XYZ’s founding and development. Interns developed over 1000 articles over the course of these two years. These articles have been extremely popular with not only our regular readership, but also the news and education outlets in country XYZ, resulting in increased visibility for Wikimedia XYZ and increased local funder interest.
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?
  • Wikimedia XYZ has tried to develop a relationship with the XYZ Municipal Parks Service, in order to develop content that would both enhance Wikimedia XYZ content and draw visitors to the City Parks in the Capital City of XYZ. However, we have not gained much traction with this relationship; they have been relatively unable to provide much content to us, and as a result, we have not been able to draw many additional readers in. In the future, we would think carefully about developing a partnership with a municipal entity, as they have very few resources to invest in a relationship.
What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
  • This year, Wikimedia XYZ launched a mentorship program that paired new editors with experienced Wikimedia editors, with a goal to increase editor participation and retention. This program was in response to an issue we know many Wikimedians face – retaining editors. This program was extremely low cost but very effective – we found that new editors with mentors contributed more edits / articles than those without, and even mentors reported in our annual editors’ survey that they were more satisfied members of the Wikimedia XYZ community. We shared the details of this program at this year’s Chapter Conference, and we are currently writing a blog post about it which we hope to share broadly within the Wikimedia community.

Please link to the following to provide supplemental information to the FDC:

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.
  • We have a few ways to achieve this. First, we hold bimonthly IRCs for all. We host quarterly community gatherings to share progress updates with our volunteers and members. We have an internal newsletter that has a distribution list of 500 and an average of 250 of them open each newsletter for approximately 4 minutes each. We are committed to sharing our work more broadly with the movement, but to date, we have found this challenging. We present each year at Wikimania, but seek more formal outlets to participate in learning conversations with other entities doing similar work.
Link to previous completed fiscal year annual plan
Link to previous completed fiscal year annual report
Link to previous 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
Link to your entity's current fiscal year plan and budget

Key programs / initiatives and objectives of the upcoming year's annual plan[edit]

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.

Program 1[edit]

Program title

What are the objectives of this program? Please use SMART criteria to explain these goals.
  • To increase editor participation (number of new editors attracted through courses and workshops)
  • To increase editor retention (number of editors who continue editing six months after the event)
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
  • Increase participation within the movement, improve quality
What key activities and/or milestones are associated with this program?
  • Editor’s Forum Event
  • New-editor mentorship program
  • New editor training program
How will your entity document, track, and measure successes and challenges of this program?
  • Track attendance at conference
  • Measure number of edits and unique editors before and after conference
  • Track editor satisfaction before and after event

Any additional details:

Additional context for the upcoming year's annual plan / SWOT[edit]

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)?
  • Strong leadership with experience in the Wikimedia community
  • Strong and engaged board with important community and government connections
  • Active membership and volunteer community with diverse skill sets and interest areas
What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
  • New government grant program for social media / knowledge projects
  • Recent government regulations make free content licensing easier
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 are struggling to engage diverse populations such as senior citizens. Despite three past attempts, we have not yet found an approach that works in engaging with senior citizens, so this will remain experimental for us
  • Poor economy is resulting in hardship for community, including editors, making it difficult for editors to make time for / travel to editor events
  • Plan requires Wikimedia XYZ to fundraise 50,000 from Foundation sources to cover some expenses; if we cannot raise these funds, we may have to cut back on some activities throughout the year.
How will you minimize these risks and threats?
  • Offer select scholarships to editors in the community to attend the conference
  • Engage our board members in fundraising and developing contacts with foundations

Financials: year-to-date progress[edit]

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:

Table 3

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) 270,000 332,100 202,500 249,075 NA NA
Spending 270,000 332,100 180,000 221,400 NA NA

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.
  • Our organization is well on track to meet annual revenue targets and are already 75% of the way there with three months to go. We anticipate a major revenue push towards the end of the year. We are also on track with regards to spending – as we have a large event at the end of the year that will utilize a large portion of the variance.

Financials: upcoming year's annual plan[edit]

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:

Financial sustainability[edit]

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 if you prefer not to publish it here.

Note that the FDC staff may contact these donors.

  • The Freedom in Technology Foundation. Contact point: Yolanda Smith. +1-415-555-9283,
What are your entity's plans for achieving long-term financial sustainability?
  • We are currently considering how to make our organization sustainable in the long-term by having quarterly conversations with our board and staff. We have decided to diversify our funding base and have started by creating a matrix of potential donors. This matrix contains information on the donor, potential alignments, possible requests, contact points, and status updates. We have approached 3 donors this year already, and have 2 proposals in the application process. We expect that one of them will be successful, raising a total of up to $102,400 USD.


Please list anticipated revenues, by source (e.g., FDC, Wikimedia grants programs, grants from institutional donors, public funding, membership fees, local donations, event fees)

Table 4

Revenue source Anticipated (in currency requested) Anticipated (In $US)

Funds Dissemination Committee 200,000 246,000
ABC Foundation grant 50,000 61,500

Table 4 notes, if necessary:

Current entity staff and long-term contractors[edit]

Role/functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.

Table 5

Role / Function Number of staff Percentage of staff time*
Executive leadership 1 100%
Finance part-time 1 50%
Programs full-time 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[edit]

Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.

Table 6

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
We plan to hire a part-time administrative assistant for two days a week. This individual will assist all departments in administrative functions, providing particular assistance to the Programs team in event logistics.

*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[edit]

Table 7

In currency requested In $US Percent increase
Current staff expenses 130,000 159,900
Proposed increase for current staff expenses 20,000 24,600 15%
Proposed increase for new staff expenses 0 0 0
Total staff expenses 150,000 184,500 same

Please estimate the percentage of overall staff time spent on programmatic work, as opposed to administration:

  • Our Executive spends approximately 50% of time on programs, 50% on administration (including management, fundraising, etc). Our half time finance team member spends his full time on finance. Our programs manager spends 100% of her time on programs. The new 40% time admin assistant will spend 20% on programs and 80% on admin.

Table 7 notes, if necessary:

Expenses by program / initiative[edit]

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.)

Table 8a

Program / initiative In currency requested In $US
WikiXYZ editors forum 35,000 45,050
Wiki Loves Women 15,000 18,450
Total program expenses (should equal the sum of the rows) 50,000 63,500

Table 8 notes, if necessary:

Summary of total revenues and expenses[edit]

Table 9

In currency requested In $US
Total cash balance as of proposal submission 0 0
Total revenues 300,000 369,000
Total spending 300,000 369,000
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[edit]

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.