Grants:APG/Proposals/2013-2014 round2/The Centre for Internet and Society/Impact report form
Purpose of the report
FDC funds are allocated to improve the alignment between the Wikimedia movement's strategy and spending; support greater impact and progress towards achieving shared goals; and enable all parts of the movement to learn how to achieve shared goals better and faster.
Funding should lead to increased access to and quality of content on Wikimedia project sites – the two ultimate goals of the Wikimedia movement strategic priorities, individually and as a whole. Funded activities must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
Each entity that receives FDC funding will need to complete this report, which seeks to determine how the funding received by the entity is leading towards these goals. The information you provide will help us to:
- Identify lessons learned, in terms of both what the entity learned that could benefit the broader movement, and how the entity used movement-wide best practices to accomplish its stated objectives.
- Assess the performance of the entity over the course of the funded period against the stated objectives in the entity's annual plan.
- Ensure accountability over how the money was spent. The FDC distributes "general funds", for both ongoing and programmatic expenses; these funds can be spent as the entity best sees fit to accomplish its stated goals. Therefore, although line-item expenses are not expected to be exactly as outlined in the entity's proposal, the FDC wants to ensure that money was spent in a way that led to movement goals.
For more information, please review FDC portal/Reporting requirements or reference your entity's grant agreement.
Basic entity information
Note you can copy this from your recent progress report if the information is the same.
|Entity information||Legal name of entity||The Centre for Internet and Society|
|Entity's fiscal year (mm/dd–mm/dd)||April/01 - March/31|
|12 month timeframe of funds awarded (mm/dd/yy-mm/dd/yy)||July/01/2014 - June/30/2015|
|Contact information (primary)||Primary contact name||Tanveer Hasan|
|Primary contact position in entity||Program Officer|
|Primary contact username||Lahariyaniyathi|
|Primary contact email||tanveercis-india.org|
|Contact information (secondary)||Secondary contact name||Sunil Abraham|
|Secondary contact position in entity||Executive director|
|Secondary contact username||--|
|Secondary contact email||sunilcis-india.org|
Overview of the past year
The purpose of this section is to provide a brief overview of this report. Please use no more than 2–3 paragraphs to address the questions outlined below. You will have an opportunity to address these questions in detail elsewhere in this report. Also, we encourage you to share photographs, videos, and sound files in this report to make it more interactive, and include links to reports, blog posts, plans, etc as these will add context for the readers.
- HIGHLIGHTS: What were 2–3 important highlights of the past year? (These may include successes, challenges, lessons learned. Please note which you are describing)
- Successes: The Centre for Internet and Society's Access to Knowledge program (CIS-A2K) has been able to bring majority of Indian language Wikimedians onto idea exchange and skill building platforms by organizing Train the Trainer (TTT) and MediaWiki Train the Trainer (MWTTT) events. TTT aimed at training participant Wikimedians as efficient ambassadors for outreach activities where as MWTTT trained Wikimedians in technical domain so that Indian languages can benefit from the latest innovations and resources provided by WMF.
- CIS-A2K has been working as a movement partner with WMF and has been able to create movement resources that have come in handy for Wikimedians across Focus Language Areas (FLA). Our Institutional partnerships have not only brought in new contributors to the movement but has paved an opportunity for existing Wikimedians to arrange more meet-ups and edit-a-thons. CIS-A2K has successfully played the role of an incubator towards community driven projects.
- Lessons Learned:
- CIS-A2K's primary learning has been to avoid duplication of efforts and resources.
- Consistent and rigorous follow-up strategies were needed to achieve better Return-on-Investment (ROI).
- Infrastructural requirements: Many of our outreach activities are plagued by lack of basic infrastructural requirements such as electricity, connectivity, equipment and accessibility.
- Mediating between on-line and off-line resources: Not all the community members are active on wiki. This poses a problem when arriving at a consensus regarding a policy decision or a community headed activity.
- Staff Transition: Three CIS-A2K employees left the team, and the work-plan had to modified accordingly;
- SWOT: Reflecting on the context outlined for your entity in the FDC proposal, what were some of the contextual elements that either enabled or inhibited the plan? Feel free to include factors unanticipated in the proposal.
- Strengths: Organizational strengths that enabled the plan
- Governance structure and experience: The directors of CIS and the board members along with many other members of like minded organizations contribute to the planning and implementation of A2K program. The cross-vertical experience and dovetailing of various programs at CIS has been beneficial for the A2K team. Best practices from these projects contribute towards A2K team's capacity building and strengthening of its institutional partnerships.
- Community connect: Indic Wikimedia communities are part of CIS-A2K's work-plans both at the level of inception and execution. A rigorous consultation and feedback related discussion helped CIS-A2K during the decision-making process. Requests brought to CIS-A2K has been fulfilled keeping the communities' needs in mind after active discussion and value addition to the plans proposed.
- Content acquisition: Content donations from several institutions have helped for growing Wikimedia projects qualitatively and quantitatively. For instance, fourteen volumes of Kannada encyclopedia "Kannada Vishwakosha" donated by Mysore University helped the Kannada Wikimedia community to enrich its Wikisource and Wikipedia content.
Weaknesses: Organizational weaknesses that inhibited the plan are listed below:
- Access: CIS-A2K is a Bangalore based organization, whereas the Indic Wikimedia communities are spread across the nation, which made constant real life interaction with all Indic the communities difficult.
- Gender gap: Gender gap is a critical issue on Wikimedia projects. Globally between 84 to 91 percent of editors are male. Like many other countries, there is a large gender gap in the Indian Wikimedian community. CIS-A2K has not been able to contribute significantly to bridge the gender gap and its strategies need to be rethought.
Opportunities: External opportunities that enabled the plan:
- Institutional partnership to leverage content donation: Our institutional partnerships have resulted in bringing new users, content donation and re-licensing of copyrighted content under CC-by-SA licenses.
- Train-the-Trainer programs: CIS-A2K has conducted a Train-the-Trainer program to build outreach capacity of existing Indic Wikipedians on various aspects like presentation skills, audience engagement, public speaking etc. These training sessions have been useful for them to coach their own community in conducting effective outreach activities.
Threats: Risks or threats that inhibited the plan
- Non-chapter or Wikimedia volunteer-driven entity: CIS-A2K is a movement partner of Wikimedia Foundation and not a subsidiary chapter. Some community members are still seeing CIS-A2K team members as paid volunteers.
- Volume of work v. Size of team: The size of the team is small in comparison to the volume of CIS-A2K's work.
- Staff transition: Staff transition is a major threat to a tightly-run program like A2K. Even though we are a small program team, we saw a significant staff turnover. Three persons left the team including one Project Director.
- WIKI-FOCUS: What Wikimedia projects was your entity focused on (e.g., Wiki Commons, French Wiktionary) this year?
- GROWTH: How did your entity grow over the past year (e.g., Number of active editors reached/involved/added, number of articles created, number of events held, number of participants reached through workshops)? And what were the long term affects of this growth (e.g. relationships with new editors, more returned editors, higher quality articles, etc)?
Click on the graphs below to see the larger versions as in this page the details are not visible.
- Long term impact: CIS-A2K has always given priority towards sustainable changes and long term impact. In order to achieve these objectives, we have planned and conducted two mega training events (it was a pioneering initiative where Wikimedians from more than 13 Indian languages were brought together) during the planned year. These training activities concentrated on optimizing opportunities that might appear during outreach activities conducted by volunteers. Wikimedians were also trained to identify and execute GLAM projects around their communities. In the MWTTT Wikimedians were trained to perform the duty of being a liaison between the community and technical support both at CIS-A2K and WMF level.
- Creating Education resources: Keeping in mind the movement mission of creating educational and pedagogic resources that can be used in classrooms, CIS-A2K has used Wikipedia as a resource generating platform e.g. Nirmala Educational Institution, Panaji, Goa and has collaborated with the Sau Dhuni Teen project.
The FDC requires information about how your entity received and spent money over the past year. The FDC distributes general funds, so your entity is not required to use funds exactly as outlined in the proposal. While line-item expenses will not be examined, the FDC and movement wants to understand why the entity spent money in the way it did. If variance in budgeted vs. actual is greater than 20%, please provide explanation in more detail. This helps the FDC understand the rationale behind any significant changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
If you'd prefer to share a budget created in Google or another tool and import it to wiki, you can do so in the tables below instead of using wiki tables. You can link to an external document, but we ask that you do include a table in this form. We are testing this approach in this form.
Provide exchange rate used:
- 1 USD = 61.8016 INR
Table 2 Please report all spending in the currency of your grant unless US$ is requested.
- Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.
Revenue source Currency Anticipated Q1 Q2 Q3 Q4 Cumulative Anticipated ($US)* Cumulative ($US)* Explanation of variances from plan Kusuma Trust-UK INR 16,000,000 8,000,000 0 8,000,002 0 16,000,002 258,893 258,893 Funded as per the expected lines Privacy International-UK INR 1,881,650 1,881,650 0 0 0 1,881,650 30446.62 30446.62 Wikimedia Foundation INR 18,406,454 7,000,000 0 498,315 0 11,098,315 297831.35 179,579.74 Reduced Grant sanction from FDC/WMF Privacy Internation-GSMA INR 916,760 712,000 0 0 204,760 916,760 14,833.92 14,833.92
* Provide estimates in US Dollars
Table 3 Please report all spending in the currency of your grant unless US$ is requested.
- (The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan Staff Salaries INR 4,701,200 982,800 982,800 1,132,800 1,024,800 4,123,200 76069.23 668642.88 87.7% Underspent: as the vacant positions were not hired. Staff Travel & Stay INR 1,180,000 343,440 260,885 664,292 110,483 1,379,100** 19093.36 22,314.96** 116.87% Unanticipated travel for Chapters' conference Volunteer Support INR 1,795,000 32,445 387,220 381,967 406,597 1,208,229 29044.56 19550.12 67.31% Underspent: Because of decrease in the number of outreach activities organised by community members compared to last year. Events/Workshops/Meetups INR 1,145,000 0 31,252 866,373 812,772 1,710, 397 18527.03 27675.61 149.37% Spent towards unforeseen events organised by communities. Digitization INR 125,000 72,168 0 4,800 13,400 90,368 2022.60 1462.23 72.29% Underspent: Digitization is under progress Consultant(Resource Person/Program assistant/Intern) INR 550,000 70,999 40,000 126,000 1,80,000 4,16,999 8899.45 6747.38 75.82% Underspent: Programme Assistant's selection process was delayed. Consumables/Printing/Stationery/Swag INR 610,000 0 1,947 101,280 0 103,227 9870.30 1670.30 16.92% Underspent: Printing of 'Resources for Community' has been stopped for now due to absence of consensus from the community. Miscellaneous INR 221,600 32,579 6,559 33,332 91,418 163,888 3585.67 2651.84 73.95% Underspent Design/Documentation & Research INR 1,00,000 3,903 0 7,031 0 10,934 1618.08 176.92 10.93% Underspent: Most of the design work was produced within team, hiring external person for design work was avoided. Other Expenses : Program Advisory INR 5,28,000 132,000 132,000 132,000 0 3,96,000 8543.47 6407.60 75% Underspent Institutional development (10%) INR 1,095,580 273,895 273,895 273,895 273,895 1,095,580 17727.37 17727.37 100% Institutional development of 10% of total budget
* Provide estimates in US Dollars
- These figures are provisional in nature. Our accounts team are busy updating final accounts and could not commit to accuracy of these expenses. We will ascertain the accuracy of these figures once the tabulation is over.
Progress against past year's goals/objectives
The FDC needs to understand the impact of the initiatives your entity has implemented over the past year. Because the FDC distributes general funds, entities are not required to implement the exact initiatives proposed in the FDC proposal; the FDC expects each entity to spend money in the way it best sees fit to achieve its goals and those of the movement. However, please point out any significant changes from the original proposal, and the reasons for the changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."
Telugu Focus Language Area Plan
Building movement resources
Community strengthening initiatives
Lessons from the past
A key objective of the funding is to enable the movement as a whole to understand how to achieve shared goals better and faster. An important way of doing this is to identify lessons learned and insights from entities who receive funds, and to share these lessons across the movement. Please answer the following questions in 1–2 paragraphs each.
- 1. What were your in the past year, and how did you help to achieve movement goals?
- CIS-A2K performed the role of a catalyst and that of an 'idea platform' by organizing Train-the-Trainer and MediaWiki Train-the-Trainer programs. These events have led to some GLAM activities, outreach activities, bug triaging and system message translation related activities. These activities are taken up by the community members and are keenly supported by CIS-A2K by partnering, collaborating with these activities.
- 2. What were your in the past year (e.g., programs that were not successful)?
- CIS-A2K was unable to zero-in on a Programme Officer for Marathi which is one of our proposed Focus Language Areas (FLAs). As a consequence we lost on opportunities to work closely with the Marathi community.
- CIS-A2K is yet to arrive at a clear consensus with the community and other like minded organizations regarding the official communication channels and our proposed a work plans. A section of the FLA communities imagines CIS-A2K's role to be that of an 'extended arm of the community' able to perform tasks that the community cannot achieve on its own. CIS-A2K has constantly endeavored to work in the proposed fashion but has been unable to arrive at a consensus with the community.
- The organization of CIS-A2K team for the proposed period had been Programme Officer per Focus Language Area. This scheme of things ensured clarity and focus but also contained the community from interacting with the rest of the A2K team leading to absence of multiple touch points.
- 3. What (organizational, environmental) enabled your success?
- CIS has supported A2K with a strong institutional focus and has also allowed us to leverage some of their contacts to further movement goals (Free Software Movement in Karnataka).
- A2K has utilized the meet-up and annual celebrations of Wikimedia projects to attract content donation of encyclopedic content. During Odia Wikipedia's 13th anniversary the community gathered and a big gathering and the discussions helped forming many Wikipedia policies and guidelines related to Odia Wikipedia. It also helped in a needs assessment survey.
- A2K has been able to utilize social media to gather attention towards Wikimedia projects and nurture the community thus formed. A good example of this is Odia Wikisource. Encouraging social media users has helped more activity in then Odia Wikisource Incubator eventually helping the project to come come live out of incubation.
- 4. What did you encounter and how did this affect what you were able to accomplish?
- Internal team movement affected a few of our programmatic decisions. Due to the non-availability of a program officer for Konkani the frequency of our activities during the plan year came down. However, because of the robust institutional partnership set up with Nirmala Institute of Education (NIE) there was sustained interest in the Goan Konkani Wikipedia and active involvement of Wikipedians.
- CIS-A2K had invested in a few institutional partnerships that would have been an additional boost to our activities. These partnerships did not materialize and our plans of creating thematic groups for content generation and acquisition were stalled.
- Our Wikipedia Education Program at Christ University was re-imagined due to the excessive workload it brought on A2K team members. The re-imagining and re-structuring of the program has led to simplification of the registration process and evaluation. It has also optimized A2K team members time utilization (physical meet-up sessions on campus have come down by 70%) from this initiative. This has been a positive development for us.
- 5. What are the that other entities can learn from your experience? Consider learning from both the programmatic and institutional (what you have learned about professionalizing your entity, if you have done so) points of view.
- CIS-A2K has worked towards building skills not only for the Indian Language Wikimedians but for the core A2K team as well. A2K team members have attended master classes that were conducted by CIS and have received training over a wide range of topics such as Research Methods in Social Science, Understanding Bloom's Taxonomy for Wikipedia Education Program.
- CIS-A2K has a unique partnership with WMF as a 'Movement Partner'. This privilege allows CIS-A2K to have healthy relationship with the community members and with Wikimedia India. They have offered invaluable suggestions concerning our planning, approach and implementation strategies. Also, CIS-A2K team has the benefit of discussing ideas with multiple stakeholders and like minded institutions because of its institutional reach.
- Due to CIS's involvement in the Openness and Accessibility movements, and Open Data and Big Data projects CIS-A2K team is fortunate to have a strong mentoring and peer learning opportunities at CIS. A2K team has assimilated the best practices from these projects to reflect and strategize on its work plan.
Lessons for the future
The Wikimedia movement grows as each entity in the movement reflects and adapts its approaches to changing needs and contexts. The questions below encourage you to apply your thinking in the sections above of "how well have we done" and "what have we learned" to the development and execution of future organisational and program strategies. The questions below can be informed both by your own entities' learnings, as well as the learnings of other movement entities (e.g., adding a new program that appears to have caused significant impact in several other countries or communities).
- 1. What organisational or program strategies would you continue?
- Convergence with the outreach activities hosted by CIS-A2K so that capacity building and Wikipedia awareness could be aligned realistically.
- Community driven institutional partnership which caters to the growth of Indian language Wikipedia and Wikimedia projects, Indian language Wikimedia communities and create sustainability.
- 2. What might you change in organisational and program strategies in order to improve the effectiveness of your entity?
- Creating program associate positions for each of the FLAs. The associates will be working locally and closer to the community supporting the community activities in tandem with the CIS-A2K annual work plan.
- Specialized Role Development by multiple points of communication and expertise which will decentralize responsibilities and impact.
- Exit plans for FLAs: Community consultation about their decision of CIS-A2K exiting from the implementation of work plan, supporting the community to write a proposal for any grant required. Add other languages as core languages if CIS-A2K exit from FLAs. This might yield more output as each of the Programme Officer’s work is going to be distributed in various communities.
- 3. Please create at least one learning pattern from your entity's experiences this year and link to it here.
- Reimagining traditional classroom assignments
- A hybrid learning curve from a Wikipedia Education Program
- Harvesting new Wikimedians from social media
Stories of success and challenge
Of all the accomplishments highlighted through this report, please share two detailed stories: one story of a success and one story of a challenge that your entity experienced over the past year in a few paragraphs each. Provide any details that might be helpful to others in the movement on the context, strategy, and impact of this initiative. We suggest you write this as you would tell a story to a friend or colleague. Please refrain from using bullet points or making a list, and rather focus on telling us about your organization's experience.
Case study: success
- After over two years in the Incubator, Odia Wikisource went live in October 2014. In its preparatory phase of bringing new contributors and helping them to be mentored by existing Wikimedians, bringing more books by relicensing copyrighted books and a three-month long "Odia Wikisource@campus" program for helping students and faculty digitize on Wikisource, CIS-A2K has had the privilege to work closely with various stakeholders associated; the Wikimedia community, the larger Odia-language community, and various institutions. Over 141 books were relicensed under CC-by-SA 3.0 and 4.0 licenses by the effort of the community and CIS-A2K. Of these 141 books, 81 are attributed to CIS-A2K's intervention in bringing more resources for Odia Wikisource where its programmatic intervention also resulted coming of over 10 new Wikisourcers from various online engagements and over 150 more during the "Odia Wikisource@campus" program.
Case study: challenge
- Even though about 94% of four-volume Konkani-language encyclopedia "Konkani Vishwakosh" has been digitized on Goan Konkani Wikisource Incubator, the larger work of creating articles based on the encyclopedic content on Wikipedia has not happened. However, both the project and the community still have long way to go about maintaining quality standards and adhering to Wikipedia policy and guidelines while creating/editing articles.
- CIS-A2K has not been able to optimally utilize the institutional partnerships.
- Grooming leadership within community, integrating the Goan Konkani community to the Indian and global Wikimedia community, educating about Wikipedia policies and guidelines, and community building.
- 1. What are some of the activities that are happening in your community that are not chapter-led? What are the most successful among these, and why?
- CIS-A2K has been instrumental in working with the community and collaboratively building strategies for content donation, content acquisition across its FLAs. One of the examples could be the "Odia Wikisource@Campus" program in CIS-A2K's partner institution "Kalinga Institute of Social Sciences (KISS), Bhubaneswar, Odisha where existing community's mentoring to new contributors helped in bring the project live from Incubator. Similar activities and WEPs in other FLAs; Telugu and Konkani has given a significant boost to the community. At another partner institution, Christ University, Bangalore, working for Kannada Wikisource have brought Kannada and Hindi Wikisource many new contributors and digitized books.
- CIS-A2K regularly supports Indic-language Wikimedia communities to conduct workshops, edit-a-thons and events to improve their projects. All these requests are placed at CIS-A2K request page and fulfilled after extensive community discussion and needs assessment. Between 1 July 2014 to 30 June 2015, CIS-A2K has attended 23 requests from 7 communities — 6 from Telugu community; 4 from Malayalam community; 4 from Odia community; 4 from Sanskrit community; 2 from Marathi community; 1 from Bengali community; 1 from Hindi community; 1 from other. Various activities that were supported by CIS-A2K in this period included: content support and funding for workshops, edit-a-thons, organizing Wiki-anniversary celebrations, training editors, reporting and solving technical requests etc.
- 2. Provide any links to any media coverage, blog posts, more detailed reports, more detailed financial information that you haven't already, as well as at least one photograph or video that captures the impact your entity had this past year.
- CIS-A2K quarterly reports:
- CIS-A2K newsletters:
. . . read all newsletters here
- Blog posts
- from Wikimedia blog
- Odia Wikisource digitizes classic books to create large Unicode text library by Subhashish Panigrahi, 14 January 2015
- More Than 40 Million People Await the Launch of Odia Wikisource by Subhashish Panigrahi, 21 October 2014
- Odia Wikisource digitizes classic books to create large Unicode text library by Subhashish Panigrahi, 14 January 2015
- How the Odia Wikimedia community is enriching Wikipedia with character encoding technology by Subhashish Panigrahi, 3 June 2015
- Train the Trainer: Running effective outreach activities in India by Tanveer Hasan, 24 June 2015
- from CIS-India blog
- Andhra Loyola College and the Centre for Internet & Society sign MoU for Better Net Access by Rahmanuddin Shaik 19 August 2014
- Bharat Majhi Writings Now Available Under a Creative Commons License by Subhashish Panigrahi, 14 October 2014
- Odia Wikisource Goes Live! by Subhashish Panigrahi, 26 October 2014
- Teaching in the Age of Wikipedia by T. Vishnu Vardhan, 22 November 2014
- Odia Wikisource workshop at New Delhi by Subhashish Panigrahi, 30 December 2014
- More online free content in Telugu Wikipedia soon by Prasad Krishna, 19 February 2015
...Read all Wikimedia-related blogs here.
Is your organization compliant with the terms defined in the grant agreement?
- 1. As required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.
- 2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".
- 3. Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".
- 1. Report any Grant funds that are unexpended fifteen (15) months after the Effective Date of the Grant Agreement. These funds must be returned to WMF or otherwise transferred or deployed as directed by WMF.
- 2. Any interest earned on the Grant funds by Grantee will be used by Grantee to support the Mission and Purposes as set out in this Grant Agreement. Please report any interest earned during the reporting period and cumulatively over the duration of the Grant and Grant Agreement.
Once complete, please sign below with the usual four tildes.