Overview of grant request
In order to support community review, in no more than one paragraph, please provide a brief description of your entity's forthcoming annual plan, with focus areas and key objectives. Please also include the total amount requested in US$.
- In 2014 Wikimedia Sverige seek to expand and deepen the activities that have proven to be successful. These are in the areas content liberation, community support, reach and readers, free knowledge in education and free knowledge awareness. We have during the years gained contacts and partnerships making our continued effort in these areas more efficient. Besides continuing on what has worked well we will explore some new projects e.g. the Wikibus as well as trying to import projects that have been successful for other chapters e.g. WikiAir from Wikimedia Israel. Our objectives over the year is to establish free knowledge, through the Wikimedia projects, within all these areas as something that is natural and that is something to embrace. Requested amount from FDC is 413,589 US$.
|Legal name of organization
|organization's fiscal year (mm/dd–mm/dd)
|12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)
|Contact information (primary)
|Primary contact name
|Primary contact position in organization
|Chief Executive Officer
|Primary contact username
|Jan Ainali (WMSE) (talk)
|Primary contact email
|Contact information (secondary)
|Secondary contact name
|Secondary contact position in organization
|Secondary contact username
|Secondary contact email
*Timeframe should ideally be for a 12 month period that begins after the FDC decision.
Currency requested: 2,800,000 SEK
- 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): 6,77 09/25/13
- Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
|Total annual expenses of organization
|Amount proposed to the FDC for the coming year's annual plan
|Amount to be raised from non-FDC sources
|If applicable, amount of FDC funds allocated to organization last year
- 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:
- Growth of requested amount 19% (growth in total 11%). There are still many opportunities where the chapter can fill an important role. The demand for more information and requests from organisations, institutions and schools on how they can contribute and use the Wikimedia projects are greater than the chapter can deliver at the current size. Today we have to put some external parties on hold since we are too few to handle them all.
Note the FDC Framework funding guidelines on the rate of growth of year-over-year FDC allocations. These guidelines relate not to an entity's overall budget, but rather to movement resources (that is, what the entity received through FDC allocations or grants or what the entity retained via payment processing in the prior funding cycle).
Background, history, and mission
This section provides the FDC an overview of your entity's background and history. Please respond to each question below with 1-2 sentences to a maximum of a paragraph.
- When was your entity established?
- November 20, 2007
- 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.
- From the first paragraph in our bylaws: "The association shall work towards making knowledge freely accessible to all humans, especially by supporting the projects of the Wikimedia Foundation. The association shall also work to spread knowledge about these projects, promote their use, and support technology essential for them."
- 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.
- A board is appointed by the annual meeting which governs the chapter. The board has employed a CEO which manages the chapter on an operational level and executes the program plan. The staff develops programs and budget after directions from the board, and the board then propose that to the annual meeting.
- If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
- As of 2013-08-28 WMSE has 173 members. From the second paragraph in our bylaws: "Membership in the association is open to every natural person or legal entity. Wikimedia Sverige welcomes residents of Sweden as well as persons living abroad. Anyone who declares that he or she wants to contribute in accordance with the purpose of the association, and who pays the association's membership fee, can become a member."
- 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?
- Volunteers have several different roles in the chapter.
- Members are voting on the strategies, annual plan and budget through the annual meeting. Preceding that they participate in discussions both in physical meetings and on-wiki.
- Volunteers help us on events, such as edit-a-thons, workshops, fairs. Other volunteers attend these events to learn more.
- Volunteers borrow equipment from our technology pool, and we help them get accreditation to press events if needed.
- The number depend on how you count and what you mean by serve.
- The chapter has 178 members.
- The board has 8 members, all volunteers.
- There is an election committee with three members.
- Besides KPMG there is an internal auditor and two reserves.
- Up until september 15 more than 25 volunteers has helped the chapter through various activities.
- The Swedish projects community which are our primary focus had in June 2013 719 active users and 125 very active users.
- 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?
- Most board members and employees are active in the projects and the village pumps which perhaps is the best source of feedback.
- Through events we meet a lot of editors, getting direct feedback. This sort of feedback is of high quality since you can get in depth on what is wanted and needed easier than in text conversations.
- We invite members to participate in the strategic planning and offer to cover costs of travel if needed.
Reflection on past activities and innovations
This section provides the FDC with information about your entity's past programs, activities and strategies. Please answer the questions below with your reflections on the past fiscal year. Responses to each question should be one or two paragraphs.
- How does your entity define and measure "success"?
- Wiktionary has a nice definition of success: "The achievement of one's aim or goal." Since our goal is to promote and provide free knowledge, we consider us successful when we can have that positive impact on society. We measure it by subdividing it up into smaller pieces, to our projects. They have been carefully selected and prioritized through long and hard work and involving both members and the community and when these are successful we know that we are on the right track.
- 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.
- Wiki Loves Public Art, involved many new contributors and gave a lot of valuable content to the projects. Similarly to Wiki Loves Monuments, the concept is easy to explain and grasp, resulting in people getting really interested.
- Community support in different forms (minigrants, technology pool etc) has been working well. Volunteers that have started using our support often come back for more, even for other types of support. The contributions from these volunteers are generally of very high quality, partly due to excellent equipment but probably also from a high motivation from the volunteers who get the support.
- The Wikipedia in Education program has been very well received. While the program is still active and further evaluation is needed, one of the early results is that the knowledge about the chapter has increased rapidly among teachers. There is a lot of interest in Wikipedia there and they are very grateful to finally find someone to get coaching from.
- The Wikiskills project has had great impact on the teachers involved and they continue to use the Wikimedia projects in various ways in the daily life. See for example these blog posts for more information. 
- Our GLAM program has been successful specifically in terms that the awareness of the possibility to make material available on the Wikimedia projects has spread far beyond only those we have worked with. This has resulted in a higher demand for batch uploads than we can handle ourselves today.
- The Europeana Awareness project has been successful in terms of reach. Sixteen events has been arranged and over 800 people has been involved, leading to increased cooperation between chapters and other institutions.
- 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?
- The evaluation from the cooperation with the Council of the Swedish Central Museums showed that even though they enjoyed it and they tried to do good stuff™ most often the projects were not anchored enough internally in the organisations, resulting in that the people contributing to the Wikimedia projects only got more to do and were not relieved of other work tasks. This made them not last as long as they expressed that they wished for. Similar comments were made in the evaluation of the Wikipedian in Academy at SLU. With that in mind, when we are talking to new organisations we make it clear to them that there is a "cost" for them too, that they need to be ready to invest in the time needed to make the good stuff come true.
- When working with other organisations it has sometimes been unclear where certain responsibilities are and what is expected from either party. We learned that one email too many is actually one too few regarding this. We are also looking into having more formal agreements, when the projects grow in size we find this more and more important.
- What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
- We have learned that we do not need to be afraid to ask for favours or set demands. People want to work with us and we need to have the guts to tell it like it is, and how things should be done to give the best results. They do listen, probably because the behind-the-scenes is a bit of a mystery and they have no choice but also because of the brand is getting stronger and stronger everyday.
- There are a lot of oppurtunities to get external funding. Take a look if there are foundations (or other organisations) that give grants in any kind. Also, when applying for these, make sure to have at least one other partner organisation, our success in applications has been much higher when such partnerships has been present.
- Accreditations are getting easier to get. This year we have helped volunteers get access to a Royal Wedding, the Eurovision Song Contest and president Obama's visit to name but a few.
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 share our work in a number of ways:
- We take pride in always submitting our monthly chapters reports.
- We share our stories on the WMF blog, as of September 15 we have had 15 blog posts there in 2013.
- We use our own blog to post when the target group is mostly Swedes.
- We are active on both Facebook (746 fans) and Twitter (865 followers) where we announce blog posts and stories and also interact.
- In Wikimania 2013 we gave five presentations, moderated one workshop and participated in a panel discussion.
- With the new translation extension on Meta and Commons we have started making our printed material available through those (eg. Free Public Information Brochure).
- We post news on the Swedish Wikipedia noticeboard.
- We have a monthly newsletter, being sent out to over 250 people (members plus people just signing up for the newsletter).
- Link to most recently completed fiscal year annual plan
- Link to most recently completed fiscal year annual report and financial report
- Swedish (audited, signed and accepted by the Annual meeting)
- Extended program report in English
- Public bookkeeping
- Link to most recently completed fiscal year grant report (if your entity has received funds from the FDC)
- Link to your entity's strategic plan if you have one
- Link to your organogram or organizational chart if one exists
- Link to your entity's current fiscal year plan and budget
Key programs / initiatives and objectives of the upcoming year's annual plan
These tables are intended to provide an overview of your entity's upcoming year annual plan and its alignment with the movement's strategic priorities; please provide short phrases or 1-3 bullet points for each program below. You can also link to any other documents that you think might be helpful as context.
Please ensure that your proposed programs are SMART; that is, specific, measurable, attainable, relevant, and timely.
If you feel you have a program that fulfills a strategic goal that is not immediately identified with a movement strategic priority ('readership' rather than 'editorship', for instance), please add that in the table and offer us your rationale.
Finally, please also note which programs are the entity's priorities.
Reach and readers
Reach and readers
Free knowledge in education
Free knowledge in education
Free knowledge awareness
Free knowledge awareness
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)?
- Well motivated and competent staff that are gaining a lot of experience.
- Engaged board with important community connections.
- Diversity of skills and knowledge within the board.
- Proactive work by the staff concerning transparency towards the community and the public in general.
- Clearly defined responsibilities both within the board and among the employees.
- Ready and stable infrastructure (office, contacts etc.)
- Staff and board has a broad network.
- Key staff come from the community knows the movement by heart.
- Good experience in applying for grants.
- What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
- Strong interest from GLAM institutions.
- Strong interest from the education sector.
- Possibility to get co-funded for GLAM and education work.
- There is a lot of funds that we are eligible to apply for.
- Sweden has a high internet / computer maturity, potential for a very large user base.
- Culture of joining non-profits, potential for many members in the chapter.
- The acceptance of Wikipedia is high, a lot of people use it as readers.
- 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)?
- The plan requires Wikimedia Sverige to raise additional funds over two million SEK to achieve all the set goals.
- Not getting funds we are granted paid in time or getting grants approved too late in the year.
- Even though being members of non-profits is usual, doing volunteer work is not that common.
- Large country leads to a lot of travel time.
- How will you minimize these risks and threats?
- Make the fundraising more efficient and diversify revenue sources, for details, see the section about Financial_sustainability.
- Split volunteer work into small work chunks and clearly show where a volunteers work is appreciated. This will go hand in hand with keep travel at a low rate.
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:
- 01-13 to 06-13
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) 4,700,000 694,239 1,840,219 271,820 3,865,857 571,028 Spending 4,700,000 694,239 1,810,099 267,371 3,865,857 571,028
Table 3 details, if necessary:
- Our external fundraising has been slower than expected, but fortunately we have managed to cut spending in due time to stay in balance over the year.
- 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.
Financials: upcoming year's annual plan
Please note that the FDC staff is currently exploring alternatives to wikitables for financial information. This issue will be addressed by the time the proposal creation tool is launched on September 1, 2013. Provide your financial overview for the upcoming year in the format below.
Please link to your detailed budget in a publicly available spreadsheet file (translation into English highly recommended) in addition to completing the tables below. Detailed budget link:
- What other donors support your work through grants beyond those in the Wikimedia movement? If your entity does receive funding from other donors, please list a contact person. Note that the donor's contact details can be sent directly to FDCsupport@wikimedia.org if you prefer not to publish it here.
Note that the FDC staff may contact these donors.
- The Swedish National Board for Youth Affairs, contact person Helena Lundgren. The chapter has recieved funding for the project Women on Wikipedia which continues into 2014.
- In 2013 major funding outside FDC were; Europeana (Europeana Awareness), The Ynternet Foundation (Wikiskills), Vinnova (Open database of public art), .SE (Swedish for immigrants) and the Chelha foundation (Access to reference litterature). None of these are, as of September 17, funding us in 2014.
- Smaller revenue sources are membership fees, donations, reimbursements for travel costs when we are doing seminars.
- What are your entity's plans for achieving long-term financial sustainability?
- We will continue applying for project grants, as of September 17 we have applications who are being reviewed with a value in total over 2 million SEK. We are getting better at applying and also start to get a library of useful material, meaning that applications take shorter time to create.
- We have recently been doing an investigation on the matters of how we can receive money for work we do without risking our for-the-coomon-good tax exemption status. It has been very good and we expect to be able to easier have partnerships where we do not bear all the costs. We find this a major success and based on requests ths year it might be enough to fund one FTE.
- We will start to better advertise that we accept donations. Today we are quite anonymous and we expect to increase private donation with a factor 5 that way.
- We are investigating in what ways we might be eligble funding as a popular education movement. If successful that can lead to really long-term financial sustainability.
- We will try to grow our membership, this will lead to an increase in membership fees, but more importantly give us more contacts and find where funds are available.
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)
Membership fees 50,000 7,386 Donations 105,600 15,598 FDC grant 2,800,000 413,589 Interest and misc 20,000 2,954 Other grants 2,085,000 307,976 The Swedish National Board for Youth Affairs 140,900 20,812
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* Chief Executive Officer 1 100 Program Managers 2+1 2x100% + 1x60% Project Managers 1 15% Project Assistants 1+1 100% + 10% Financial Administrator 1 50%
*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 [no new hiring] Consolidating to full-time [no new hiring, education manager currently vacant and to be filled in the next months] Consolidating project-assistant to full-time to keep up with demand. [no new hiring] Adjusting down from 50%. [no new hiring] Communication and outreach is an important part in many of our projects, and we currently lack of experience in this field. Will be hired as soon as enough external funding is secured. Project assistant(s) for externally funded projects. How many, how intense and how long these are depend on when the funds are granted and what terms they have, but we budget it to be 1 FTE in total during 2014.
*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:
- We have somewhat redefined our need of staff and the setup. This means this table shows the plan for the chapter in total, and not additions from last year. It is still quite easy to compare it with Table 5 to see increases and decreases.
- New positions:
- GLAM-technician 100%
- Communications officer 100%
- Changed positions:
- Program Manager 60%, becomes 100%
- Financial Administrator 50%, becomes 20%
- Eliminated positions:
- Project Managers 15%
- Project Assistants 10%
Summary of staff and long-term contractor expenses
In currency requested In $US Percent increase Current staff expenses 3,040,000 449,040 Proposed increase for current staff expenses Proposed increase for new staff expenses Total staff expenses 3,804,000 561,891 25%
Please estimate the percentage of overall staff time spent on programmatic work, as opposed to administration:
- As indicated below, administrative costs in total are about 120,000 SEK, which would make a percentage of 97% to programmatic work.
Table 7 notes, if necessary:
- Current staff will be entitled to an increase of about 2-3% per the collective agreement with the union around spring 2014.
- Staff costs for the CEO and probably the education manager will increase as they will work throughout the full year, costs for the financial administrator are likely to decrease somewhat.
- This table does not really fit with the changes that we are making to give meaningful information. Se notes in Table 6 above and compare it with Table 5.
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 Community support 435,500 64,328 Content liberation 118,000 17,430 Reach and readers 189,000 28,656 Free knowledge in education 47,000 6,942 Free knowledge awareness 18,000 2,656 Operating costs 585,000 86,411 Total program expenses (should equal the sum of the rows) 1,397,500 206,425
Table 8 notes, if necessary:
- Operating costs include about 120,000 SEK administrative costs for accounting, audit, legal etc.
Summary of total revenues and expenses
In currency requested In $US Total cash balance as of proposal submission 831,593 122,835 Total revenues 5,201,500 768,316 Total spending 5,201,500 768,316 Net (revenues less expenses) 0 0 Operating reserves,* if applicable
Table 9 notes, if necessary:
- Cash balance as of September 30. The cash balance includes tied-up funds for projects 2013 and 2014. For comparison, the equity as of June 30 was 513,104 SEK, including 150,941 SEK reserves transferred from the 2012 grant.
Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
Enter "yes" or "no" for the verification below.
- The term “political or legislative activities” includes any activities relating to political campaigns or candidates (including the contribution of funds and the publication of position statements relating to political campaigns or candidates); voter registration activities; meetings with or submissions and petitions to government executives, ministers, officers or agencies on political or policy issues; and any other activities seeking government intervention or policy implementation (like “lobbying”), whether directed toward the government or the community or public at large. Grants for such activities (when permitted under U.S. law and IRS regulations) should be sought from the Wikimedia Grants Program.
I verify that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities Yes
Once complete, please sign below with the usual four tildes. No changes can be made to the documents after the deadlines for completion passes, and documents will automatically be considered 'submitted' after the deadline closes.
- Diversification here defined as:
- contributors whose native language are different than the largest Wikipedias.
- contributors 60 years or older
- Active: >5 edits/month
- The first completed activity, if the contributors partakes in further activities the counter is not reset.
- At least four/year.
- Providing they have more material to release.
- MediaWiki (most used) and Extensions used by Wikimedia
- for common deployement
- Applies to primary school (class 7-9), secondary school and Swedish for immigrants.