Grants:APG/Proposals/2013-2014 round2/Wikimédia France/Proposal form

From Meta, a Wikimedia project coordination wiki
Jump to navigation Jump to search


Wikimédia France received a funds allocation in the amount of €600,000 (~US$826,062) in 2013-2014 Round 2. This funds allocation was recommended by the Funds Dissemination Committee on 24 May 2014 and approved by the WMF Board of Trustees on 28 June 2014.

Contents

Basic information[edit]

Overview of grant request[edit]

1. To support community review please provide a brief summary description of your organization's upcoming annual plan, including focus areas and goals.

Our 2014–2015 action plan revolves around six axis, designed to address our newly devised strategic plan:

Increase the number of contributors and enrich content
We want to increase the number of contributors and enrich content, while raising awareness in and training seven target audiences
  • Secondary and higher education
  • Glam institutions
  • Cultural groups and associations
  • Research community
  • Sports groups and associations
  • Local authorities
  • Social and solidarity economy
Provide close guidance to facilitate member involvement and creativity
We will focus on four actions:
  • Develop a regional organization
  • Finance local projects
  • Encourage liaisons between regions
  • Promote regional languages
Encourage international liaisons
We will focus on three thematics:
  • International
  • French-speaking
  • African
Improve tools in the wiki environment

  • Facilitate member productivity
  • Offer a support service for content production
  • Contribute to the development of tools that will fulfill our needs
Increase the scope of the organization

  • Generate awareness regarding Wikimedia projects and the culture of open-source knowledge
  • Raise awareness on issues relating to the public domain
Create a more favorable environment for Wikimedia projects

  • Develop tools for strategic management
  • Diversify sources of funding
  • Achieve consistency among various communication tools
2. What is your organization's proposed rate of growth in budget since last year? Please explain your organization's rationale if your proposed budget will increase this year.
  • The total budget for 2013–2014 was 769,933€. We are proposing a budget of 960,903€ for 2014–2015, with a growth of 24.8%.

Contact information[edit]

Table 1

Entity information Legal name of entity Wikimédia France
Entity's fiscal year (mm/dd–mm/dd) 07/01–06/30
12 month timeframe of funds awarded (mm/dd/yy-mm/dd/yy) 07/01/14–06/30/15
Contact information (primary) Primary contact name Nathalie Martin
Primary contact position in entity Executive Director
Primary contact username Nathalie Martin (WMFR)
Primary contact email nathalie.martin@wikimedia.fr
Contact information (secondary) Secondary contact name Christophe Henner
Secondary contact position in entity Vice Chair
Secondary contact username schiste
Secondary contact email christophe.henner@wikimedia.fr


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): 1.37677

Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
Currency requested US$
Total annual expenses of organization 960,903€ $1,322,942
Amount proposed to the FDC for the coming year's annual plan 600,000€ $826,062
Amount to be raised from non-FDC sources 360,903€ $496,880
If applicable, amount of FDC funds allocated to organization last year 401,316€* $525,000*


* Exchange rate used last year was 1.308. With 2014 exchange rate, 525,000$ = 381,827€ and 401,316€ = $552,520.

Community engagement[edit]

This section provides the FDC an overview of your organization's work with your members and volunteers, with the communities you serve, and with Wikimedia's online projects.

1. How many members does your organization have, and what is the role of members (e.g., attendance at events, paying dues)?

As of March 11, 2014, Wikimedia France had 207 members. The success of projects proposed by the Wikimedia Foundation is based on volunteer involvement. This is why priority funding is given to supporting the community. Wiki signifies the sharing of knowledge through collaborative practice. Since we are dealing with volunteers, this group embodies both members of Wikimedia France and non-members who contribute to projects. The skill-sets made available to us by our volunteers are quite diverse:

  • Photography
  • Training on how to use Wikipedia
  • Editing different documents (orthographic and typographic corrections)
  • Translation
  • Project management
  • Communication regarding our activities, in the framework of events or performances (representations)
  • Partnership practice
  • Tool development
  • Coordination with the international movement

We wish our volunteers to be at the heart of our actions. For this reason, one of the most important aspects of our quality approach is to assess volunteer involvement in our association.

2. How many volunteers are engaged with your organization’s work? And how are volunteers engaged with your organization’s work?

As of March 11, 2014, Wikimedia France had around 50 active volunteers. Currently, we have several channels of dissemination for involving volunteers in our actions:

  • Mailing lists
  • Project matrices
  • Event planning
  • Outreach workshops
  • Local meetings for editors

We have other several outlets to communicate with volunteers and validate their work:

  • The Wikilettre (monthly member newsletter) – sent to members, shared and translated on Meta
  • The WikiRevue (quarterly magazine) – sent to donors, published on our blog, and printed
  • The blog – where we publish announcements and feedback from our members and employees
  • Social networks, especially Twitter, and to a lesser extent Facebook – which we use to share our own content and news of our members’ activities

Several other initiatives we are working to develop:

  • We occasionally communicate with projects at local village pumps: there is significant room for improvement here (using community communication channels like RAW, the weekly newsletter on the French-language Wikipedia)
  • We are encouraging meetings among neighboring chapters to discuss and share our current affairs
  • Since July 2011 we have participated in This Month in GLAM, the movement’s monthly newsletter about GLAM projects, published on Outreach and distributed by email
  • On certain Wikimedia projects, we have a presentation detailing the ways in which the chapter can support the community. We are especially proud of the Wikimedia Commons one, which has been replicated by two other chapters
  • We are maintaining to maintain a presence at global conferences, including numerous presentations at Wikimania given by volunteers and staff
  • We are sharing media we create on Wikimedia Commons: brochures, posters, presentation materials, and photos of our events
3. How do you know what the members of the community / communities your organization serves (including chapter members and broader online volunteers) need and want? How does this influence your strategic planning and decision-making?
Why do people choose to give their time to Wikimedia France?
  • To supplement their activity as editors
  • To foster social connections, especially in local groups
  • To promote open-source knowledge
How often?

Volunteers are completely free to invest as much of their time and energy as they wish into projects. Most of them do it on a weekly basis, only the most involved members are giving time on a daily basis.

What is our policy concerning volunteers?
  • Covering certain fees
  • Assisting in strategic brainstorming
  • Inviting volunteers to the organization’s events
  • Managing certain projects, especially ones that they initiated, which the organization supports
  • Buying materials (especially photos) destined for use among the members
What we would like to develop
  • Clarify the engagement possibilities via the website
  • Reactivate certain lists and certain work groups
  • Develop volunteer engagement via territorial development
  • Offer more training to volunteers
  • Add value to the volunteer experience


4. Does your organization's program work support a particular Wikimedia project or projects, and if so, which particular project or projects does your work support?
Wikipedia

  • Wikicontests with schools
  • Projects with PhD students
  • Workshops with GLAM institutions
  • Wikicristallo Project
  • Editathons (Women in Science etc.)
  • Wikipermanence in regions
  • WikiCamp for regional languages (Wikipedias in regional languages)
  • Afripedia
  • French-speaking community projects
  • Regional "Opération libre"
Wikimedia Commons

  • Mass-upload projects with GLAM institutions
  • Taking photos in GLAM institutions
  • Sport photos with accreditations
  • Wikicristallo Project
  • GLAM toolbox
  • Regional "Opération libre"
Wikibooks

  • Wikicristallo Project
Wiktionary

  • Wikicamp for regional languages
  • Afripedia
Wikisource

  • Book scanner
  • OCR development
Wikinews

  • Sports accreditation partnership (ASO)
Wikidata

  • Training sessions
  • Mass-upload project with GLAM institutions
  • Semanticpedia

Reflection on past programs and activities[edit]

1. Please give at least three examples of successful programs or activities that your organization has completed, and explain why they were successful. You may also provide links to information about these programs and activities, when available.
Aerial Photos of Versailles
Aerial picture of Versailles
Thanks to a partnership launched in 2011 with the Château de Versailles, in addition to a new partnership with an association called Toucan Wings, Wikimedia France has created the first aerial images of this monument under a free license.
The project allowed French contributors on Wikimedia Commons to experiment with using civilian drones to take the photos, as a successful trial for taking photos of many other monuments.
Public Domain Day
Public domain day event
Wikimedia France has organized a Public Domain Day every year in January since 2012. To vary our target audience and allow motivated volunteers to participate in planning this project, we decided to hold it in Toulouse in 2014. This event was especially rewarding for the volunteers who were able to present their Wikimedia contributions to the public. Mobilizing our local networks (GLAM partners, associations supporting the open movement) permitted us to advertise the event and increase our turnout.
Rather than concluding the day by having a cocktail, we decided to offer movie tickets for an evening release of a public domain film. The participants were especially appreciative of this “innovative” action. We are therefore planning to do this again, especially since it was such a low-cost affair.
"Women in science" editathon
During the "women in science" editathon
We organized thematic editathons during the year with partners. One was particularly successful: the "Women in Science" editathon with the “L'Oréal for Women in Science” foundation and the library of the Cité des Sciences et de l'Industrie on February 1st, 2014. The goal of the editathon was to improve the content on scientific women on the French-language Wikipedia. We invited some female recipients of the L'Oréal for Women in Science scholarship.
The library and Wikimedia staff had already identified a list of scientist women for which there was no Wikipedia article, and prepared significant amounts of source material. The editathon was opened with a press conference led by Claudie Haigneré – the first French women astronaut, former ministry and president of the Cité des Sciences. After that we started the editathon with some 20 scientists and several Wikimedians. During the day we created or contributed to 13 articles on important female scientists, past and present.
The new editors were very enthusiastic and there were requests for more editathons. We plan to organize these in the coming months. We know that the editathon was successful thanks to several factors: the targeted participants (scientists interested about the gender gap in science and selected by the L'Oreal Foundation for their potential); the preparation of documentation by the librarians was very rich and useful (each participant contributed specific documents and sources focused on their subject); and the involvement of Wikimedians and the festive atmosphere generated enthusiasm, which was infectious among the new editors. The scientists themselves asked when they can come back for a new editathon.
2. What programs or activities have not worked for your organization? What have you learned from those experiences? What changes were made after learning from these experiences?
Flyer for the Public Domain Remix
  • We have found it difficult to evaluate our different programs, especially due to the fact that projects use various measurement criteria, some of which may be difficult or non-existent. We have therefore decided to implement a quality approach (link) with a common framework for all the programs, which we use to evaluate them against the organization’s strategic priorities. The framework also creates a common standard for the collection of information.
  • The project with the Centre Pompidou was a successful project in terms of new editors' involvement and content production, but hard to coordinate with volunteers. Although we defined the schedule of workshops at the beginning of the project (in September), we found that weekly workshops were too frequent for volunteers. During the project, we often had problems finding volunteers available to participate with the staff. We think that the frequency and timing were inappropriate for the volunteers. If we want to pursue the project, we must pay more attention to the availability of volunteers.
  • The Public Domain Remix contest was not successful this year for several reasons: we didn't communicate enough around the project and we now realize the importance of being in contact with artistic circles to attract targeted participation. The contest was very well received by the "free and open" audience, but they are (often) not the right people to remix public-domain artistic materials.

Please provide links to your organization’s planning documents and reports[edit]

Link table

Completed fiscal year Current year Upcoming year
Link to current mission statement of the organization Not required. Current year mission Not required.
Link to annual plan, including a budget. Previous budget 2012-2013 Annual plan 2013-2014 Annual Plan Action plan2014-2015 Budget
Links to community discussions around each annual plan. - - 2014-2015 (private wiki)
Link to annual report, including a financial report. 2013 Annual and financial Report Not required. Not required.
Links to relevant strategic planning documents. - - Strategic plan


Link table details, if necessary:

Upcoming year's annual plan: strengths, opportunities and threats[edit]

1. What organizational strengths enable your organization's plan (e.g., leadership, program planning and goal-setting, program expertise, experience with programs, governance structure)?
Organisation chart

Our strengths:

  • Governance
  • Development of expertise (groups, paid employees)
  • Clear organization
  • Microfunding task force operations
  • Implementation of territorial development
  • New offices that can host members
  • New resources that allow the implementation of real communication
  • Event planning
  • Information regarding internal control in the meta
  • Implementation of a quality approach
  • Knowledge of training plans for all key players
  • Reactivation of physical meetings for work groups

More in-depth explanations of key organizational improvements we have adopted are at:


2. What external opportunities enable your organization's plan (e.g., socio-political contexts, community engagement, ability to raise external funds)?

Our opportunities

  • Diversification of member profiles
  • Increasing the strength of open-source licenses, including open data/content
  • Public figures who positively match our goals
  • The marketing strength of the Wikipedia name, which is now part of everyday language
  • Wikimedia recognition by partners
3. What are the risks or threats that could prevent your organization from achieving your proposed annual plan (e.g., socio-political contexts, staff or board transitions or turnover, lack of community engagement, extraordinary circumstances, lawsuits, lack of ability to raise funds)? How will you minimize these risks and threats?

Our risks

  • A disconnect between the organization and its members and community
Our solution: diagnosis of the territorial organization and involvement of the community in the strategic process
  • Professionalization could trouble some members
Our solution: the strategic project outlines each member’s role
  • Uncertain environment, not favorable for raising funds
Our solution: diversify fundraising

Our weaknesses

  • Lack of knowledge of our members’ needs (diagnosis to be done in the future)
  • Not enough key actions to inspire members
  • Lack of efficient public communications
  • Few participants regarding the potential pool of volunteers and the attractiveness of our mission
  • Complexity of use of our internal wiki for non-wikimedian volunteers
  • Restraining ourselves to be innovative and creative
  • Lack of internal sharing of our contacts

Key programs in the upcoming year's annual plan[edit]

Axis 1 Increasing the number of contributors and enriching the contents using the sensitization and training of different publics.

In short

You will find in this part the strategy we want to adopt for the following sectors:

Along with the resources we need for these and the associated metrics.

Trophee fines lames 2013 t195516.jpg

Final of a national U11 tournament held during the 2013 Masters à l'épée competition.

Goals and expected results

1. Please share the a/ goal as well as b/ the measurable result(s) your organization hopes to achieve, including c/ when you expect the result(s) to be achieved.
General description

We have developed a prioritization, which takes into account the need to put efficacy in recruiting contributors first. To this end, we hope to get close to their centers of interest. Furthermore, for the coming two years, our efforts will be concentrated on the following targets: Recruiting new contributors for Wikimedia projects by seeking out segments of the public known to be able to provide the relevant content, whether it be because they specialize about a theme, or because they allow us to diversify the social make-up of the projects’ contributors.

Facilitate the creation and the addition of relevant content to Wikimedia projects by building partnerships with organizations throughout the entire territory. We want to facilitate the creation of projects by creating a framework document presenting our partnership policy, in order to put in place the necessary conditions for developing a greater number of volunteer-led actions. This document will be developed following an analysis of our previous, present and potential partnerships, giving particular attention to evaluation. A communications document called “How to become a partner” will be designed and distributed. This year, we are going to look into reactivating working groups. For each group, a “physical” meeting is expected to be held every 3 months to develop the group’s consultative role in relation to the Board of Trustees’ decision-making process.

General objectives
  • Objective 1: Increase the number of Wikimedia project editors
  • Objective 2: Enrich the content of Wikimedia projects
  • Objective 3: Raise awareness within our target audience
  • Objective 4: Implement a process to facilitate partnerships

(Measurable results can be found in the quality reference table.)

Calendar
Calendar
Sub-program Q1 Q2 Q3 Q4
Secondary and higher education

Creation and launch of a teaching kit for educators.

Education lecture in Toulouse, launch of the Wikiconcours for high school students, training CLEMI regional coordinators, start of the doctoral seminar in Lille (session 1)

End of doctoral seminar in Lille (session 1), start of the doctoral seminar in Lille (session 2) and end of the high school Wikiconcours

End of doctoral seminar in Lille (session 2), start of the doctoral seminar in Lille (session 3), end of doctoral seminar in Lille (session 3)


GLAM
  • Planning for GLAM workshops with cultural institutions,
  • 2 GLAM content imports, organization of the first GLAM workshops (once a month with an institution or a town. If the project continues, 1 every 10 days)
  • An import of GLAM content,
  • Organizing workshops and taking photos continues
  • 2 imports of GLAM content,
  • followed by organization of workshops and taking photos


Research
  • End of the Wikicristallo project,
  • Preparation for Open Access Week
  • Open Access Week,
  • Women in Science editing workshops,
  • Launch of the Wikimedia France Research Prize

Wikimedia France Research Prize to be awarded


Local bodies and training by partners
  • Getting in touch with local bodies
  • Meetings with deputy mayors and secretaries
  • Explaining the project
  • Preparing meetings throughout the area

Public meetings with stakeholders to define the project objectives.

Implementing the first actions within territories with the support of local groups

Evaluating the actions undertaken


Third sector (social economy)
  • Collecting ideas about content for a Up-lecture,
  • Identification and getting in touch with key players to develop the theme,
  • Getting in touch with Up-lecture organizers

Up-lecture in collaboration with Wikimedia France

Satisfaction survey and project evaluations

  • Collecting ideas for the next edition,
  • Interviewing contacts,
  • Implementing actions,
  • Preparing for the next edition


Representations / events

Strategic priorities

2. How does this program address Wikimedia movement strategic priorities ?

This program addresses the four following strategic priorities:

Increasing participation
support the recruitment and acculturation of newer contributors.
Improving quality
put together community members, experts contributors and new contributors to improve quality.
Expanding our reach
obtain a huge and diverse set of contributors by multiple partnerships.
Encouraging innovation
create tools, framework documents and process to gather contributors and different publics.

Key activities

3. What key activities are associated with this program?
Secondary and higher education
Description

Projects managed in the areas of secondary and higher education have a double objective:

  • to better explain the way Wikipedia works to teachers
  • to provide them with support and training on the pedagogical use of Wikimedia projects in the classroom.

To reach these two objectives, we are carrying out activities to raise awareness, training key partners in education: research teachers, contacts in the Centre de liaison de l'enseignement et des médias d'information (CLEMI − Liaison Centre for Education and Media Information, part of the Ministry of Education) and the personnel of the French center for pedagogical documentation (Centre national de documentation pédagogique − CNDP). This training is being carried out on both a local and national level by employees and volunteers from the organization. For the year 2014-2015, we would like to implement this training to include the whole of France. This training will be consolidated by lectures and presentations, especially in Toulouse, where members of the organization are interested in raising general awareness among the educational community by means of teachers’ experiences.

We also support the organization of contribution projects on Wikipedia and especially the Wikiconcours for secondary school students (a competition among secondary school students studying both academic and vocational courses to contribute to Wikipedia). Organized in conjunction with CLEMI, in 2013 it included five schools in one education authority and increased to five education authorities in 2014. For 2015 we would like other education authorities to participate in the project. An information pack will be sent to the different education authorities including some impressive data originating from past experience. This pack will include a summary that indicates the key success factors for an ideal competition (number of people included in the project, equipment provided, etc.) in order to create documentation for best practice. It is also important to create links between local groups in order to bring in their motivation to work closely on the School Wikiconcours.

As part of our aim to raise awareness, we would like to develop an education pack during the year 2014-2015. Teachers could download this so that they have the necessary items to hand in order to make good use of and ensure their students make good use of Wikipedia and Wikimedia projects and that they are as independent as possible when working on their contribution projects. This education pack will be created in liaison with teachers who have experience of using Wikimedia projects in class. We would like to create and broadly distribute this educational equipment within secondary education, enabling self-learning by students and increasing awareness of the use of Wikimedia projects. We would like to complement this pack with teacher training in the different regions, in order to locally implement the contribution skills and consultation of Wikimedia projects. Local groups may be called on to make support presentations for this pack on a local level.

In higher education, we are focusing our activities on training PhD students. For several years, we have been working with PhD students by training them to contribute, with a view to making science more accessible. We believe they make up a sector of the public who are particularly concerned by sharing knowledge. We have created partnerships with several higher education establishments in which PhD courses are run that have produced good results and for the year 2014-2015 we would like to continue and develop these contribution-training modules. Therefore, we are going to suggest to the universities that they integrate Wikipedia contribution into their training modules. These would be integrated in students' marks and would provide them with credits by contributing to Wikipedia. This is a powerful motivation and participation factor that would provide personal student contribution and university support.

Who benefits?

The main beneficiaries of projects carried out in liaison with educational bodies are the teachers, students and pupils, who are directly or indirectly trained in using and contributing to Wikimedia projects. Wikimedia projects also benefit from these projects because they are developed by virtue of PhD student and secondary school student contributions (and more generally all the new contributors trained). Finally, the organization itself will become more dynamic due to these projects that can be carried out over a wide geographical area, enabling local volunteer participation.

How is it innovative?

The Education projects are innovative because they are integrated in the processes of the schools and universities with which we work (media education in secondary school, PhDs in higher education). It is a development that makes it possible to implement these projects long-term, to increase Wikimedia France's credibility and also to help the personnel in our partner schools become more independent and subsequently carry out these activities themselves.


GLAM
The Musée des Augustins in Toulouse successfully contributed their entire media collection to Wikimedia Commons. We want to develop these collaborations where our support enables the institution to do it themselves.
Description
Projects for importing content that has already been digitalized by the organizations

We have and we would like to continue several projects for importing digitalized content by cultural, heritage or educational organizations. This content is imported to Wikimedia projects (especially Wikimedia Commons or Wikisource) in order to make them available under book licenses or in the public domain. For us this is a specific way of enhancing content, while raising the awareness of organizations of the necessity of book sharing. One of the challenges of this type of project is to make the content importing process by the organizations themselves easier and to have reliable and complete metadata on importation. These projects are to be joined up with the development of the GLAM-wiki toolset developed with Europeana, as well as the GLAM toolbox project that we would like to develop this year. For the year 2014-2015, we are going to direct these partnerships towards a larger geographical and subject area of organizations, as well as working on the independence of these organizations, like the Musée des Augustins in Toulouse, which has made all its collections available online. Assessment of the partnerships created will make it possible to launch best practice guidelines to advise organizations. We will be specifically targeting local groups in order to approach new partners or reactivate inactive contacts, in liaison with the person in charge or organization for that area.

Development of partnerships with institutions − training contributors belonging to or associated with the organization

We manage contribution projects with cultural and heritage organizations in which training museum personnel and associates of these organizations (subscribers, friends' associations, etc.) holds an important place. We believe that these public are important and relevant potential contributors who can improve the content of Wikimedia projects. Our experience of very regular workshops with an identified group of contributors and the support of the organization for documentation, in particular with the Centre Georges Pompidou in Paris, is substantial. We would like to carry out this type of project regularly in other cultural organizations. Regular workshops are preferable to one-off workshops and subject-orientated contribution projects are preferable to projects with no specific subject orientation in order to better target and create more loyalty for the contributors to train.

Project Phœbus with the Muséum of Toulouse has been going on since 2010, and remains an example in France. We want to continue these projects where our volunteers put their photographic skills to use.
Photography / video projects in cultural organizations

When cultural and heritage organizations do not have available or are unable to show their digital collections, we can suggest taking photograph or making video of relevant content ourselves. We have several ongoing projects. These projects have a great documentary value and are recognized as being an excellent means of promoting freedom of knowledge: the Phoebus Project with the Museum of Toulouse has been identified as an excellent example of its kind in France, in July the partnership with Sèvres received the International Design and Communication Awards granted during the lecture Communicating the Museum. We would like to continue with these projects to which volunteers can contribute their photography skills. The organizations with which we are able to work will be identified according to the criteria of funding, availability for volunteers and organization commitment.

Cultural groups and associations

We would like to develop our work with cultural groups and associations that would be willing either to share their assets or to involve their members in this shared approach. We believe that it is a good idea to add their expertise to ours in order to make better progress on the content of the Wikimedia projects and initiate new contributors. We have projects that are in preparation or on-going with the:

The recent Wiki Loves Parliament inspires us. We want to develop a similar operation in the long term, and to first build our capacity and experience on smaller-scale projects.
  • The Société Française de Photographie that wants to find a way of sharing its archives and photographic assets in the Wikimedia projects.
  • The Flickr Photo Normandie group that captions publicly available photographs of the Second World War and that also wants to share them on Wikimedia Commons.
  • The Cité Internationale Universitaire de Paris that is launching a photographic competition documenting their intellectual and international history, under a free license agreement.
  • Specific public photography projects designed to document the Wikimedia projects with quality content. − Projects are under consideration, following on from Wiki Loves Parliament, to document members of the French Parliament or the members of the Académie Française, for example.
Who benefits?

The beneficiaries of the GLAM projects are, on the one hand, Wikimedia projects that will receive quality content and attract new contributors, and on the other hand, the institutions themselves that will thus be able to see their collections and the skills of their agents enhanced in the Wikimedia projects. Overall the Wikimedia project will benefit from this work and will become a major interlocutor in the sharing of cultural knowledge and content.

How is it innovative?

We have been working on projects with cultural institutions for several years. During the year 2014-2015, we want to focus our efforts in two main directions: The empowerment of the institutions (via tools to facilitate the import of content and in-house training) and a strategy of partnerships covering as much as possible of the French territory.


Research
Description
The first Wikimédia France research award had some challenges due to lack of communication. We will increase the communication in order to have a successful second edition.

We would like to develop projects aimed at the world of research in order to make researchers aware of Wikipedia contributions and to encourage research work on Wikimedia projects. We believe that greater knowledge of Wikimedia projects on the part of researchers will encourage them to become involved in the projects where they can bring their knowledge to bear and discover the advantages and processes of the free sharing of knowledge.

This approach is centered on four main types of action:

  • The organisation of a second Prix Wikimedia France de la Recherche (Wikimedia France research prize). The first Prix Wikimedia France de la Recherche was organised in 2012-2013 and was awarded to the best paper covering Wikimedia projects. We would like to repeat the experience to continue to encourage research on Wikimedia projects. The prize is worth 3,000€ and the jury, which is made up of research specialists, assesses the papers submitted in conjunction with contributors to Wikimedia projects, who also assess the papers. This competition will be run from the autumn of 2014 to the spring of 2015. In order to increase its impact, we will increase communication about the competition to encourage more contributors to Wikimedia to give their opinion.
  • The organisation of thematic contribution projects with scientific research institutes. We would like to bring scientific research institutes together around a thematic contribution project. The main advantage of these projects is to create awareness in centers of scientific knowledge and with researchers, on the importance of contributing to Wikipedia and to encourage them to put together their own contribution projects. The short-term objective is to get more content and increase the number of contributors to Wikimedia projects. The mid to long-term objective is the inclusion of Wikimedia projects in the sharing of scientific information. After the success of the ‘Femmes de sciences’ (women in science) day, organised in partnership with the L’Oréal Foundation for women in science and the history of science library at the Cité des Sciences et de l’Industrie, we want to enhance the contributions about female scientists, and if possible, written by female scientists. We will organise other events to get contributions on particular subjects, to create awareness in new contributors and work on subject areas that need more contributions and contributors.
  • To raise awareness on the question of access to scientific data. We believe that greater access to scientific data benefits Wikimedia projects, in that it would give researchers greater access to quality sources when writing their papers. This is why our ‘Research’ work will also include awareness-raising exercises with the scientific community on the question of open publication of their results and data. We will be working in close collaboration with groups and associations engaged in the field of open data and open publication, such as the Open Knowledge Foundation. During Open Access Week in October 2014, we will be jointly organising, with these associations, educational and awareness raising events around the question of open publication in the sciences.
Who benefits?

The first beneficiaries of these ‘Research’ projects will be researchers and scientific institutions who will receive training in contributing to Wikipedia and will then be able to share their knowledge on it. The Wikimedia projects will also benefit from this work because they will obtain content from quality contributors who, as part of their research work, have a duty to share their content and make it more accessible. Lastly, the entire cause of freely available knowledge can only benefit from the educational and awareness raising work that we are carrying out in this scientific environment, with a particular emphasis on the diversification of contributors and the subjects of contribution.

How is it innovative?

Our work with the research world is innovative because it is designed to diversify and enrich the content of Wikimedia projects by a deliberate campaign of education, awareness raising and training with specific communities and institutions in the research world.

Sports
Description
Mulle Wasihun - Paris Half Marathon 2014.
Thanks to the ASO partnership, volunteers have accreditations to major sport events.

We have recently set up a partnership with the Amaury Sports Organisation (ASO) to be able to accredit photographers at their events. We would like to go further in this approach by establishing other partnerships of this type. This project will be of great benefit to the work associated with the micro-funding committee and various means of investing in equipment, as well as support for the ‘Facilitation of the work of volunteers’ from part 4: training workshops, lending the association’s equipment.

Who benefits?

Contributors to Wikimedia Commons will provide access to events that would otherwise be reserved for professional photographers.

How is it innovative?

The partnership with ASO is also an innovative approach: Although some photographers do already request accreditation individually, the partnership will enable Wikipedia Commons contributors who are not aware of this option, to benefit from it and allow event organisers to have a single contact person who can interact with the community in the wider sense.


Local authorities
Thanks to the 2010 partnership with the city of Toulouse, we work with local GLAM and have a very active local group. We want to develop more partnerships with local authorities.
Definition

Local authorities, who are essential regional points of contact, work closely with associations and other partners who may contribute to the Wikimedia projects. City, departmental and regional councils are privileged partners in our policy of territorial development. Their knowledge of the territory will enable us to identify local needs and offer projects that match local wishes and situations. By creating these links, we can organise meetings with those involved and train new educators and contributors who will, in their turn, pass on their knowledge. At the same time as we are constructing and developing these local groups, it seems necessary to train regional bodies in contributing to Wikimedia. Having built relationships with local authorities, we will, with their help, organise meetings with organisers of local social, cultural and territorial groups, managers of associations, etc. This is an excellent way of developing contributions from a wide range of different people in a rapid manner.

Who benefits?

Local authorities and those involved on the ground. The Wikimedia projects will benefit from increased content. The people that the regional bodies are working with and also organisers and trainers involved with groups. We will facilitate new areas of work linked to digital projects and fun ways of contributing photos, videos and audio to Commons, for example.

How is it innovative?

Going out to meet people on the ground is a new approach for the Wikimedia association. Wikimedia is going out to win a new audience via local development based on the exchange of information, actually listening to what people want, explaining our projects and inviting people on board.


Third sector
Rural community centres (example) and community education
Description

Rural community centers, as major actors in French community education, organize an event called “Vibrant Village Recipes”. The project aims to get members and the wider village sharing their knowledge and culture in relation to products, flavours and local culinary practices both old and new. The goal is to document the project with Wikibooks. Although this is only an example, this action shows the Wikimedia Foundation’s openness to new organizations. From today onwards, we are considering enlarging our projects with community education actors: increasing and documenting their practical knowledge and considering future collaborative projects.

Who benefits?

The inhabitants who want to improve their diet as well as those who will benefit from the recipes documented by Wikibooks. Thereafter, community education actors will benefit from the training provided which will allow them to better manage the digital shift.

How is it innovative?

Documenting recipes collaboratively on a wiki. Being easily to use and reproduce, these recipes mean that local knowledge will be preserved for future generations.

Partnership with UP Lectures on subjects of common interest
Description

The SOS group, a major actor in France’s community sector, organizes events which aim to “bring together all the innovative actors, anticipate and debate major future social trends by drawing up answers and inspiring daily practices,” in order to collectively reinvent these models. We can join forces with this important actor to reach a new pool of potential contributors.

Who benefits?

The movement as a whole, which could be involved in a variety of forms; Wikimedia France which could as a result reach an aware and interested sector of the public, which could also benefit from the media exposure of UP Lectures, and thus connect with similar actors in France; members of Wikimedia France who could take part in the lecture.

How is it innovative?

It’s about capitalizing on an existing structured, organized network using a “turn-key” event format which is in itself innovative because it unites change-makers on a national level.


Resources
In terms of paid staff
  • Head of partnership & institutional relations: (0.3 full-time employees)
    • Research all useful partnerships to increase the organization’s activity
    • Work on opening up accreditation. Broader responsibilities
    • Provide support with regard to content provision proposals
  • Head of Outreach and Assessment: (0.4 eft)
    • Train volunteer trainers. Broader responsibilities
    • Coordinate the running of awareness-raising events, training events and lectures
    • Organize contests aiming to raise awareness in target sections of the public.
  • Head of Regional Organization: (0.2 eft)
    • Broad responsibilities
    • Conduct a working partnership with regional authorities
  • System and Network Administrator: (0.1 eft)
    • Develop tools lowering the tech barrier for volunteers to get involved in our projects
    • Provide technical support for the usage of different tools
  • Accountant: (0.1 eft)
    • Develop and maintain procedures to facilitate member involvement
Involvement of volunteers and groups

Concerning the development of links with local bodies and community education movements (rural community centres for example...) , local groups are of critical importance in implementing local actions. Their knowledge and networks assist hugely in getting in touch with people, on-site organizing and training projects. In Research, Education and GLAM related projects, volunteers and working groups are at the centre of the action: building up contacts with partners in the area, running actions and defining the projects parameters. Content creation actions are completely run by volunteers.

Financial − 43,000€
Secondary and higher education: 10,000€ (23.3%)Local authorities: 10,000€ (23.3%)GLAM: 5,000€ (11.6%)Cultural groups and associations: 5,000€ (11.6%)Sports: 5,000€ (11.6%)Social and solidarity economy: 5,000€ (11.6%)Research: 3,000€ (7.0%)Circle frame.svg
  •   Secondary and higher education: 10,000€ (23.3%)
  •   Local authorities: 10,000€ (23.3%)
  •   GLAM: 5,000€ (11.6%)
  •   Cultural groups and associations: 5,000€ (11.6%)
  •   Sports: 5,000€ (11.6%)
  •   Social and solidarity economy: 5,000€ (11.6%)
  •   Research: 3,000€ (7.0%)
Equipment
  • Educational documentation
  • Reading material
Partnerships
Communication

We will prepare a guide to distribute to our potential partners, explaining how they can partner with Wikimedia France. This guide will review our current partnerships, and will act as a case study to encourage interested institutions to realize the reality of a partnership with Wikimedia France. We will also include the basic terms of our activities (open source listing, collaborative edition, etc.) as well as our method of operations. This guide will also allow us to target important representatives within each of our potential partner’s associations.

Measurement and reporting

4. How will your organization measure and report the results of this program?
Impact on the Wikimedia projects
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Increase in project volume 50,000 New actions developed. Partnership building. Continuation of existing projects. Number of contributions in the name space
  • Template on user pages/listing on project page + Wikiscan
  • Listing of pages created during the event


Increase in project volume 750 Partnerships, public meetings, implementation of new projects Number of New editors(1,1) Template on user pages/Listing of participants on project page


Growth in quality 5 good articles or featured articles Support for partner organizations. Thorough groundwork in this area Quality of content Growth according to (potential) quality criteria of the Wikimedia project


Growth in quality 2,250 Online survey Increasing the skills/knowledge of the contributor/target audience Survey at the end of the program Punctual: at the end of the training session.


Diversity 15 Editathon and workshop with diverse public Number of actions with diverse publics


Diversity 200 Workshops, training, listening and strength of propositions Number of portals linked to the articles edited Measurement via thematic categories on projects


Potential for innovation 10 actions Exchange of practices First action of this kind for the local or thematic group /the association/the Wikimedia movement Census in the reporting file


Potential for innovation Guide towards best practices Local inter-group seminars every 6 months Capitalizing on innovation Development of turnkey tools to redo (documentation, tools, points to be monitored), as identified in the reporting file


Impact on our association
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Involvement of salaried employees 1,650 hours Allocation of working hours by the DE Number of paid hours Monthly census in the reporting file Monthly


Involvement of salaried employees 5 Number of employees involved Monthly census in the reporting file Monthly


Volunteer involvement 4,950 Statement of volunteer hours by members + estimate by paid employees that were involved in the projects Number of volunteer hours given Census of action in the reporting file, inference of hours based on a schedule


Volunteer involvement 41 Motivation via local centers + discussion lists and calls for Wikimedia projects Number of volunteers Census in the reporting file


Information sharing between all players 2,150 Number of emails exchanged Analysis of lists.wikimedia.fr


Information sharing between all players 4 Documents pushed in the projects in the reporting file and the linked pages Number of players having information necessary for the pursuit of the program (Bus factor) Evaluated by project managers based on the reporting file


Skill development 51 Number of people doing an action for the first time. Questionnaire to key players


Skill development 40 Number of training action and number of players trained via associated training program Census in the reporting file; via the training folder


Social impact
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Project value creation 15 Communication plan Number of mentions of WMFR in the written/oral press Monthly press coverage review Monthly


Project value creation 20 Internal communication plan Number of mentions outside of the press (bibliography, Wikimedia movement) Non-press coverage review


Partnership development 15 Development of partnership strategy Number of resulting partnerships Census in the reporting file


Partnership development 80% Partner satisfaction (average) Survey


Sustainable development - Qty of energy/CO2 emitted. Transportation: measurement scale. Invoices.


Sustainable development 10 Actions taking into account ethical and responsible actions. Census in the reporting file


Sustainable development 80% Use of free tools/ freedom of tools Census in the reporting file


Political impact Number of contact with political influencers (large scale) CRM to fill out


Political impact Number, breadth, & level of change Regular observation on a spreadsheet


Learning methodology

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

This quality framework helps us to measure the results of our actions, and will therefore be crucial as we evaluate our various projects. According to the results obtained, we can decide whether to continue, amplify, or otherwise radically rethink certain actions or stop them altogether. We will use these results to aid in the process of decision making and prioritizing. These results will be used to communicate both within and beyond the realm of the Wikimedia movement in order to show the concrete outcomes of our projects.

Any additional details:


Axis 2 Bringing local support that facilitates the involvement and the creativity of the volunteers

In short

You will find in this part the strategy we want to adopt for the following sectors:

Along with the resources we need for these and the associated metrics.

WikiPermanence, Rennes, 2013-12-20-6.jpg

ED Nathalie Martin visits local members in Rennes.

Goals and expected results

1. Please share the a/ goal as well as b/ the measurable result(s) your organization hopes to achieve, including c/ when you expect the result(s) to be achieved.


General description

For this objective, we have two priorities: increase the number and scope of local actions but also to forge bonds with our members and create a local network of editors in each territory.

To this end, we must concentrate on the organization of each region and ensure that such a dynamic establishes itself. The promotion of regional languages is an excellent means of strengthening a community dynamic and defending diversity. Local groups already exist. Whether it be in Toulouse, Rennes, Nantes, Brest, Bordeaux, Strasbourg, Grenoble, Lyon, Lille or Paris that volunteers and members of the Wikimedia association put projects forward.

Each region has its own specificities, its needs and its desires as a result of the personalities who make it up but also local realities, regional history and a framework of partnerships.

The project is growing this year with the recruitment of a new staff member whose mission is to support the volunteers’ actions, to help them if necessary but also to spearhead proposals relating to future actions. In order to help members to develop their projects, WMFR will provide them with financial solutions, looking to make them as independent as possible in the long term via three procedures: microfunding, crowd-funding and direct grants.

General objectives
  • Objective 1: Ensure better coordination of local actions
  • Objective 2: Encourage emulation across all territories
  • Objective 3: Provide close support to facilitate members’ involvement
  • Objective 4: Develop innovative actions within the region
  • Objective 5: Offer members financial solutions for their projects as well as support for their development

(Measurable results can be found in the quality standards table)

Calendar
Calendar
Sub-program Q1 Q2 Q3 Q4
Develop a regional action plan
  • Organizing public meetings in regions without groups (once a week)
  • Assessment and analysis of current situation (writing reports) and stakeholders. The reports are to be handed over to the region.

Implementation of action plans with the first actions undertaken.

Democratization of the action plans, organization of regular actions, evaluation of actions, scaling them up within the region by increasing the number of editors.


Instituting an action group for each region

Designation of representatives within the local groups

  • Organization of wikilectures and public meetings
  • Start recruitment from among the Civic volunteers

Support for regional groups, “Third-place” dynamic, structuring actions


Creation of communication kits

Construction of the kits


Microfunding Committee
  • Production of a microfunding requests file to facilitate members’ requests
  • Creation of a guide to help volunteers finance their projects


Funding projects by donors
  • Creation of pamphlets presenting the projects and other related communications tools.
  • First direct mail to circle 1 to present the project for direct giving and recruitment of new donors (recommendation of donors) with a precise repayment schedule (countdown to the launch date of the dedicate website, reminder messages, goodies for the top supporters etc.)
  • Creation of a website dedicated to funding projects


Crowd-funding
  • Getting in touch with different crowd-funding platforms
  • Development of an aid for members to use which describes how crowd-funding works.

Calling on members to put together a project list, meetings with the members concerned. Training on how crowd-funding works. Assistance with the organization and coordination of their projects.


Promote inter-regional links

Preparation for weekend for group representatives.

Organization of a weekend meeting between all the regional and local group representatives. Seminar regarding practices and training (two days duration). Prepare an agenda.

Inter-group seminar with representatives of each local group. (Two days)

Inter-group seminar with representatives of each local group (two days, seminar takes place every six weeks)


Promote regional languages

Getting in touch with people and organizations that are conserving local languages (associations, activists, teachers, retirement homes…)

Organizing a training seminar with these intermediaries to encourage them to write about the Wikimedia projects. (Once a week per region)

Organization of meetings with regional actors, structuring projects, organization of an editing and training session.


Organize a wikicamp for overseas regions

Defining wants and needs and how to achieve them. Determining the process

  • Development of training programmes to be implemented
  • Overseas training

support for the organization of overseas actions


Develop a partnership with Tourist Offices
  • Discussing and imagining common actions
  • Implementing a test project in one French region
  • Evaluation of the test



Representations / events


Strategic priorities

2. How does this program address Wikimedia movement strategic priorities ?
Stabilize infrastructure
Solidify the movement in developing relays and local partnerships, training new teachers, links with third place,
Increase participation
Development projects in region and actions to target audiences; development of contents
Increase reach
Development projects and partners will automatically lead to an increase of objectives of the foundation, content will be more accessible
Encourage innovation
The weekend inter region links the actors of social innovation, use of third place

Key activities

3. What key activities are associated with this program?
Developing an organization for each region
Creating a group for each region
WMFR activities in 2012-2013. We want to have a local group in each region.
Definition

In France today, several more or less active groups exist. The objective is therefore to develop an organization in each of France’s 22 regions. In order to understand the realities of each group, a Tour de France will begin in 2013-2014 and will be followed up. The goal is to analyze the needs and wants of the groups, and to bring out the important points. An observation checklist will be created for this purpose. This groundwork will allow us to map out the realities in each region. Today, several different types of groups exist in France.

The most active groups

Midi-Pyrénées and Bretagne groups are very active. The objective will therefore be to continue to communicate about projects, provide support when necessary and encourage outsiders to join the groups. Thanks to what are currently vibrant movements, it will be easier, by basing ourselves on existing practices and partnerships, to continue to develop new actions.

Informal wiki meet-ups are often the first action for newly born local groups (their regularity remain a cornerstone in later stages, enabling continuous coordination and brainstorming). We want to organize such meet-ups to encourage the creation of local groups.

Somewhat active groups

Other groups are made up of more or less active members who may be geographically dispersed. The objective is to undertake networking actions, to allow the creation of communities, to create tools to guide members, to interlink territories and encourage the creation of local intermediary groups. Some members will be the driving forces, others will learn from them. Our job will be to encourage them all. The process will be slightly different than that used for the first group. Given the lower degree of structure, the person in charge will meet active members and encourage less active members to suggest meetings or actions. Similarly, we will organize wiki meetups with the territory stakeholder to open up other development pathways.

Absence of local groups

Finally, regions without a local group will be our third target. The process will be different again. The priority will be raise awareness of our actions, to intermingle them with the needs and wants of the territories and their populations. Wikimeetings and wikilectures will be the ideal tool to energize stakeholders. We will have a major role as an intermediary. After effective communication with the potential stakeholders, (mayors, voluntary organizations, third-places…), we will organize a public meeting with a view to open up development pathways and local actions, imagine projects related to the participants’ wants and resources and encourage the creation of a local group. In order to facilitate the creation of intermediate groups within the regions or simply to inspire the less active local groups, a best practices guide will be produced in 2014. This will be used to provide support to groups.

Who will benefit?

Local groups will be the first to benefit because we will offer them tailored support which takes their needs and wants into account. Furthermore, this will allow activities to be structured. Local bodies will also benefit from this scheme. Furthermore, “third-places” will be an essential part of developing territories and stand to benefit from Wikimedia’s influence. We will also become part of the local business model. The territories’ stakeholders are also involved: cultural, musical, and other organizations will be able to discuss their projects, put forward their knowledge and plan innovative activities.

How is it innovative?

Wikimedia will proactively seek out actors in the territories. By doing this, we forge strong, close links. The process isn’t new, but it opens the door to thinking about the most active groups’ practices and those that need to be implemented to create more coherent actions.

Developing regional plans of action
Definition
A workshop about strategy in the city of Rennes with some members of the local group and Nathalie, our executive director. We want to help every local group to develop an action plan.

This knowledge will allow us to roll out appropriate, coherent local development strategies. The actions plans will allow us to plan actions, use prior learning for future actions, make step-by-step plans, designate leaders and allocate resources on the basis of need. Thus we will obtain a clear vision of the kinds of actions that we want to undertake, a better understanding of the challenges to successful activities and a strategic vision we can move towards.

Four major steps in the development of action plans

  • Diagnosing with an assessment and analysis of regional issues (an action program defined around an objective)
  • Formalization of the regional project (the heart of the project and the roll-out of strategies)
  • Operational translation of the project (with the creation of action sheets)
  • Evaluation of the actions.

To this end we will suggest that local groups follow the process below:

  • Election or designation of a group representative who will represent the group.
  • Analysis of local groups’ strengths and weaknesses.
  • Putting forward thematically-based development pathways.

A methodological guide will be supplied to assist with this process.

Who benefits?

Local groups will benefit from structure and support for their actions, as well as a clearer sense of direction, which will allow them to develop their thinking together.
Volunteers will be able to express their wishes, benefit from coherent action and a clarified system of organization.

How is it innovative?

Rather than thinking up a strategy for all of France, each intermediary group will be able to develop and implement an action plan. A methodology which can be adapted for every local group allows for clear directions for everyone and provides for local variations.

Basing development on key resources: "third places"
Definition

Spaces dedicated to collaboration and exchanging practices are beginning to emerge in France. Called "third places", coworking, fab labs, they have become unparalleled sites for networking, meeting and linking stakeholders. These places allow us to forge local links with participants in Wikimedia France’s projects by meeting multiple different actors. Furthermore, we can organize meetings, workshops, training sessions and information desks. Different economic models make these places work. Some are financed by the user community, others by public finances. It is important to note that Wikimedia projects are very well suited to such places. They can be unifying experiences, bringing communities together and, of course, strengthening understandings and knowledge exchange between local groups and places. In return, the third places have the opportunity to join the national association and benefit from the advantages that brings: training for projects, workshops…

Who benefits?

There are several beneficiaries. Local groups will be able to make them central spaces to organize actions and develop their networks. At the same time, the people of the territory will benefit from quality training sessions given by the volunteers and the chance to get involved in stimulating projects.

How is it innovative?

This process of getting alongside third places allows us to anchor local groups within a territory, give them visibility and a meeting place. Furthermore, these spaces are at the heart of social and technological innovations, which could considerably enrich Wikimedia projects, and above all their content.

Creating of a communications kit
Among other things, we will include in our communication kit ready-made presentation material.
Definition

In order to standardize practices in terms of communication, local groups will be provided with a kit. It will comprise: letterhead paper, a press release model, presentation tools (PowerPoint/Impress, Prezi/Sozi, Beamer, a small introductory video) as well as fairs and other events. We also imagine a webseries whose goal will be to promote local and regional actions and the links between territories. The kit will be easy to adapt and reuse.

Who benefits?

All groups and members in the region.

How is it innovative?

This process allows us to hold a coherent discourse throughout the territory. Furthermore, communication has become a key project success factor. Taking communication into account from the outset and integrating it into our actions will reinforce the projects.

Funding volunteers’ projects
Definition

Wikimedia France’s policy consists of supporting volunteers’ actions in the regions. Ideas emerge and may founder on a lack of human and (all too often) financial resources. The idea consists of generalizing micro-funding practices for the association’s members.

The funding of volunteers’ projects will form an axis for three plans. The first looks to support requests submitted to the microfunding committee, especially those which require the purchase of materials. The second aims to develop crowd-funding to fund low budget projects run by members in the form of donations given through dedicated web platforms. The goal is to make members as autonomous as possible in this process. The final means of possible funding consists of direct donations projects run by Wikimedia France’s members. A document will be created to present the beneficiaries with all possible funding solutions as well the ins and outs of how to use them.

Who benefits?

The association’s current financial members, contributors to Wikimedia projects who want a support to continue to develop their projects.

How is it innovative?

This action lets us facilitate the development of actions within a region. It is the first step in a process that leads to financial autonomy for the most advanced groups. It also allows embers to get involved in funding their own projects (through the use of crowd-funding). It will also provide for a formal request through the microfunding application file, which lets people who are not wikimembers access microfunding.

Promoting links between regions
The Rennes local group has organized a menhir hunt with the participation of volunteers from Paris and Lille. We want to organize more collaborative actions between regions.
Definition

Good practices in some regions should inspire other local groups. Links between regions will need to be reinforced in order to generate new collaborative actions.

In order to create an inter-regional dynamic, we will organize a weekend seminar between local group representatives so that they can discuss the development of their actions, ideas for partnerships, which practices to follow, and those which are already being followed. This will kick-start inter-regional coordination.

Who benefits?

Local representatives and consequently all volunteers but also Wikimedia France which will benefit from coherent actions throughout the territory. We will discuss best practice and adapt to new technologies and approaches.

How is it innovative?

Knowledge exchanges will be more informal and everyone will benefit from each other’s competencies and ideas, creating inter-regional emulation.

Promoting regional languages
Encouraging France’s languages
France possesses 75 regional languages. We want to develop Wikimedia projects in theses languages.
Definition

Rich in heritage, France possesses a multitude of regional languages which are receiving increased interest from older and younger people. From Breton to Corse, not to mention Occitan, Basque and Flamand, this linguistic heritage needs only to be revealed and practiced. This project aims to develop regional cultural resources, preserve heritage and accessibly document local knowledge. Above all, however, the project aims to protect and promote the use of “regional or minority” languages. Two Wikimedia projects are primarily concerned: Wikipedia and Wiktionary. The first, being world renowned, will allow us to generate awareness of the local language in order to enable its use in reading and writing. The second allows for the creation of a dictionary-style database so that the greatest number of people possible can use terms and words from the language in their daily life. To do that, we will get in touch with local supporters of the local languages in their regions.

Who benefits?

People who want to practice and promote local heritage and culture, as well as stakeholders who wish to benefit from increased regional accessibility and awareness of local heritage and culture.

How is it innovative?

We will provide a digital wiki space for languages which have been practiced since ancient times and are being reinvigorated by volunteers today. By offering a wiki, we will put these languages at everyone’s fingertips. They can also be built up by everyone, and anyone can learn at their own speed.

Organising a wikicamp for overseas regions
Description

Wikimedia France, in partnership with the Délégation Génerale à la Langue Française et aux Langues de France (DGLFLF), aims to promote France’s languages and particularly its overseas languages by editing Wikipedia content in French and France’s other languages. The project will take the form of a editors’ training week for a group of 15 to 20 speakers and writers of France’s overseas languages.

The objective is to train community representatives in the use of Wikimedia’s projects and allow them to train others on their return, having been made aware of issues related to editing. Another aim is to create the first pieces of content in these languages.

Geographical zones :

  • Indian Ocean: La Réunion, Mayotte, collaboration with Madagascar and Mauritius,
  • Antilles-Guyana: Martinique, Guadeloupe, Guyana, Saint-Martin, Saint-Barthélemy
  • Pacific: New Caledonia, French Polynesia, Wallis and Futuna
Who benefits?

Overseas language representatives: training in the use of wikis, protection of their heritage. Wikimedia projects will also benefit from the content produced by the participants.

How is it innovative?

Wikicamps are open meetings which take the form of workshop-type events. Each participant, by bringing their own content, participates in the creation of a common stock of knowledge. There are no spectators - everyone must participate.

Resources
Paid staff
  • Head of territorial organization: (0.5 fte)
    • Support the organization of local groups
  • Head of fundraising: (0.3 fte)
    • Support fundraising by volunteers or local groups
  • Head of partnership & institutional relations: (0.1 fte)
    • Provide support for the formalization of partnerships initiated by members.
    • In relation to the broader movement
    • Provide support in relation proposals to offer content
  • Head of communications and events: (0.1 fte)
    • Provide support with regard to communications actions developed by the volunteers, especially in relation to local groups
  • Executive Assistant: (0.1 fte)
    • Research measures which allow volunteers to be trained
  • Accountant: (0.1 fte)
    • Design and manage procedures which facilitate member and group involvement.
Volunteers
Volunteers will form the base for developing local groups in the regions.
Financials - 92,000€
Develop an organization for each region: 50,000€ (54.3%)Funding volunteers’ projects: 30,000€ (32.6%)Promoting regional languages: 10,000€ (10.9%)Encourage links between regions: 2,000€ (2.2%)Circle frame.svg
  •   Develop an organization for each region: 50,000€ (54.3%)
  •   Funding volunteers’ projects: 30,000€ (32.6%)
  •   Promoting regional languages: 10,000€ (10.9%)
  •   Encourage links between regions: 2,000€ (2.2%)
Equipment
  • Require presentation film
  • Power point or Prezi for presentation purposes
  • Banners - flyers
  • Goodies
Partnerships
  • Voluntary organizations
  • Local bodies (mayors’ offices, local and regional councils,)
  • Residents’ associations
  • Third places
  • Crowdfunding platform
Communication
  • Local media campaigns before public meetings (press release)
  • Creation of communications tools for local groups
  • Communications kits (banners, documents for introducing the organization, goodies, presentation of projects)
  • Pamphlets introducing funding tools

Measurement and reporting

4. How will your organization measure and report the results of this program?
Impact on the Wikimedia projects
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Increase in project volume 6,000
  • Discovery and editing workshops
  • Events
  • Development of partnerships
  • Local groups’ action plans
Number of edits to the main space
  • Model on editors’ UserPage / listing on the project page + Wikiscan
  • Listing of pages created during the event


Increase in project volume 150 new editors Workshops, training sessions, independent operations within towns Number of New editors(1,1) Template on user pages/Listing of participants on project page


Improving quality 5 good articles or featured articles Support for partner organizations. Thorough groundwork in this area Quality of content, according to (potential) quality criteria of the Wikimedia project Inquiry at the end of the program


Growth in quality 700 Online survey Increasing the skills/knowledge of the contributor/target audience Survey at the end of the program Punctual: at the end of the training session.


Diversity 20
  • Workshops in different regions
  • Best practices handbook
Number of actions with diverse publics
  • Participant survey
  • Count if present


Diversity 30 Workshops, training sessions, assistance accessing sources Number of portals linked to the articles edited Measure by projects’ thematic categories; as declared in the reporting file


Potential for innovation 10 actions Spearheading proposals, workshops, events, links between local groups First action of this type for the local group /association/Wikimedia movement To be counted in the reporting file


Potential for innovation Write a best practice guide Assessing and exchanging practices Capitalising on innovation Creation of turnkey tools to remake it (documents, tools, crucial points), such as tallying it in the matrix


Impact on our association
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Employee involvement 2,100 hours Number of paid hours Monthly tally in the reporting file Monthly


Employee involvement 6 Number of employees involved Monthly tally in the project file Monthly


Volunteer involvement 6,300 Volunteers Number of volunteer hours given Monthly tally in the project file, number of hours inferred from a schedule Monthly


Volunteer involvement 53 Number of volunteers involved Attendance sheet, Tally of actions in the reporting file


Sharing information between different actors 2,750 Proposals for subjects and their links with local issues Number of emails exchanged Analysis of lists.wikimedia.fr


Sharing information between different actors 4 Number of players having information necessary for the pursuit of the program (Bus factor) Evaluated by the project’s head, using the reporting file


Developing competencies 65 Ability to run theme-based workshops Number of people performing a particular kind of action for the 1st time. Questionnaire for actors


Developing competencies 50 Volunteer development fund Number of actors trained through the volunteer training mechanism Counted in the reporting file, under the training file


Social impact
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Promoting the project 30 Press releases Number of mentions of WMFR in the written and spoken press Monthly press review Monthly


Promoting the project 40 Internal and external communication (blogs, websites, international lists) Number of non-press mentions (bibliography, Wikimedia movement) Non-press review


Partnership development 15 Meetings, getting in touch Number of partnership resulting from this action To be tallied in the reporting file


Sustainable development 80% Partner satisfaction (average) Questionnaire


Sustainable development - Bills, train tickets Quantity of energy / CO2 used. Transport: Benchmark. Bills.


Sustainable development 30 Cost, origin of products and tools Actions which taken ethical aspects into account. To be tallied in the reporting file


Sustainable development 80,00% Use of free tools / freeing up tools To be tallied in the reporting file


Political impact 40 Emails, phone numbers, business cards Number of contacts with political players (wide sense) CRM to fill out


Political impact 3 Changes in the town Number, size and level of changes Observation in a spreadsheet


Learning methodology

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

This quality benchmark helps us to measure the results of our actions; it will therefore be a crucial support for evaluating our different projects. According to our measured results, we will be able to choose to continue, increase, stop or rethink our actions. We will use these measures as a decision-making and prioritization aid. These result measures will also serve to communicate the concrete results of our projects both within and without the Wikimedia movement.


Any additional details:



Axis 3 Favouring the international cooperation

In short

You will find in this part the strategy we want to adopt for the following sectors:

Along with the resources we need for these and the associated metrics.

Formation Afripédia Kinshasa.JPG

Afripedia training in Kinshasa.

Goals and expected results

1. Please share the a/ goal as well as b/ the measurable result(s) your organization hopes to achieve, including c/ when you expect the result(s) to be achieved.


General description

Our main objective is to improve our presence into the Wikimedia movement at the international level. Wikimedia France is a major chapter in terms of the number of employees and gives only limited visibility to its members’ actions at present.

Beyond making our actions more visible, we need to create more relationships between Wikimedia France and the other Wikimedia groups, especially in terms of our paid teams, in order to multiply the impact of our actions by basing our work on others’ past experiences. Finally, it relates to kick-starting a dynamic of collaboration between chapters and Wikimedian groups and considering potential collective actions together, responding to different groups' issues but also to the issues of the movement itself.

General objectives
  • Objective 1 : Turn Wikimedia France into a truly international player in the movement, especially through sharing best practices
  • Objective 2 : Encouraging the emergence of a collaborative, creative approach between different chapters, especially amongst French-speaking places
  • Objective 3 : Support the diffusion of Wikimedia projects and the development of local communities in French-speaking sub-Saharan Africa

(Measurable results can be found in the quality standards table)

Calendar
Calendar
Sub-program Q1 Q2 Q3 Q4
International relations

Participation to Wikimania 2014 in London, selection key contacts and channels of communication to use for urgent needs, begin thinking about the organization of an international event in 2015

Implementation of a best practices exchange program, preparation for the international event


French-speaking places

Meeting with French-speaking Wikimedians at Wikimania 2014, Preparation of the 2014 French-language editing month, Preparation of the conference "French-speaking community and Languages": invitations, visas, accommodation, consolidation of the program

Organization of the French-language editing month (October), conference "French-speaking community and Languages" (November or December)

Assessment of the conference "French-speaking community and Languages", Preparation of projects for 2015-2016


Africa

Recruitment of an Afripedia community manager, Design and development of the Afripedia platform

Launch of the Afripedia platform (for the conference "French-speaking community and Languages" ?), first Afripedia “certifications”

Organization of editing training sessions for Afripedia contributors, Organization of Wikimedian meetings for each French-speaking African sub-region

Events:

  • Wikimania in London
  • Wikimedia Languages and French-speaking places meetings, conference "French-speaking community and Languages"

Strategic priorities

2. How does this program address Wikimedia movement strategic priorities ?

This programme addresses to following four strategic priorities:

Increase participation 
projects dedicated to new editors in French-speaking places and through Afripedia.
Improve quality 
coordination between French-speaking communities and between Wikimedia chapters to lead and develop better projects
Increase reach 
diversify the community (with Afripedia and French-speaking projects), increase the diffusion of Wikimedia contents (by offline Afripedia wiki-plugs)
Encourage innovation 
share best practices and develop new tools with other entities to improve the projects


Key activities

3. What key activities are associated with this program?
International
Observing and sharing best practices
We participated to the Programs Evaluation Worshop organised by th Foundation in 2013. We want to further our collaborations with other movement entities on topics like program evaluation.
Description

It would be useful to define a regular process for putting different chapters and groups in contact with each other (including the Wikimedia Foundation) (Executive Directors’ meetings, inter-chapter thematic working group, mailing lists, etc.), based on existing processes in a way that a survey of existing best practices can be performed, linking Wikimedia France’s six programmes. This would then allow for the translation and diffusion of best practices throughout the paid team, to the Board of trustees and to the members, and may in some cases encourage emulation of these practices. The underlying objective is also to be able to promote the French chapter's actions and thus put Wikimedia France firmly within an international dynamic.

Who benefits?

Wikimedia France as a whole: the paid team will in some cases be inspired by existing practices ; members would have acces to more qualitative information about other chapters’ actions and could potentially create new inter-chapters actions. They would be also promoted on a scale far greater than France alone. Correspondants in other chapters would also benefit, and for the same reasons.

How is it innovative?

This measure will allow us to put different chapters and Wikimedia groups in regular contact with each other ; this contact is currently sporadic and linked primarily to events organised by other actors without any continuity or regular discussion between people ding the same job in different chapters (e.g. heads of communications).

Developing Wikimedia France’s presence in the international sphere
Description

Wikimedia France must, due to its importance to the movement, be present at international events and more broadly in the international sphere. This will be effected, inter alia, by grants given to members who ask to attend international events.

Who benefits?

Wikimedia France as a whole, members who will be invited to partake in events as well as the paid staff.

How is it innovative?

It will allow Wikimedia France to have an almost systematic presence in the international Wikimedia movement and to have a spokesperson for WMFR at events (as well as detailed reports about them).

Organizing an international event
Finance Meeting 2012 is the last international event organized by WMFR. We want to organize a new event in 2015.
Description

The organization of an event with international scope is possible. This could take any number of forms, so that Wikimedia France may link other chapters by welcoming foreign counterparts for training sessions and socializing.

Who benefits?

The target audience of the event, and indirectly all of the participating groups.

How is it innovative?

Wikimedia France was, not too long ago, the instigator of an international meeting linked to the movement. It involves the French chapter strongly signaling its desire to contribute to the movement’s global dynamic.

French-speaking places
Description

The objective of this part of the project is to support projects undertaken in French-speaking places: it is as much about projects in French (Wikipédia etc.) as it is about projects between French-speaking wikimedians. The principle for the organization of projects between French-speaking chapters and groups was put into practice for the first time at the Forum mondial de la langue française in 2012, then for the French-speaking editing month in October 2013. These kinds of projects will be pursued and strengthened, so that we can work on French-speaking projects more effectively by coordinating with existing and future chapters. The other aspect of this part of the plan is to support the emergence of new branches or new French-speaking groups, by helping them to share their experiences, be it through shared organizing or funding projects The Wikimedia movement’s multi-lingual character should help us to share our experiences of and methods for promoting the structuring of (totally or partially) French-speaking communities. The organization of a Wikimedia conference at the end of 2014 should help us to reach these goals. It will focus on Languages and French-speaking places (linked to objective 2). Following the GLAM Conference 2010 and Education Conference 2012’s the "French-speaking community and Languages" Conference will allow us to present and draw the first assessments of actions in these areas in the last few years, to promote them and develop from them new projects and partnerships for the coming years.

Who benefits?

The beneficiaries of the French-speaking places aspect of the project are Wikimedia project editors who may get more visibility for their projects, as well as benefiting from a snowball effect. Local wikimedian communities will also directly benefit from these projects, since our goal is to help them develop themselves. Conversely, more dialogue and coordination between French-speaking wikimedians will help our branch to improve itself by keeping best practices in mind. The "French-speaking community and Languages" Conference could open up increased promotion of existing actors and projects and the energizing of contacts and projects for the future: the direct beneficiaries will be Wikimedia’s projects, Wikimedia France’s members and volunteers, as well as our future partners with whom links will be forged or strengthened.

How is it innovative?

We have learned from our previous projects the importance of sharing best practices and it is crucial to help nascent communities to start their projects and structure themselves. By developing its French-speaking aspect, Wikimedia France is providing experienced support to the wikimedian community. Cross-cutting examples of cooperation, which have been worked on for the last two years, will be cemented as important principles.

Africa
Description
We want the appropriation of the Afripedia project by African editors.

The objective for projects undertaken by Wikimedia France in Africa form part of the “French-speaking places” objective, but take into account the specificities of French-speaking places in Africa: that is to say a very low number of current Wikimedia contributors, due to the lack of easy access to Wikipedia. We have therefore run a project for more than two years, Afripedia, destined to provide offline access to Wikipedia, and develop from a base of editing communities in French-speaking African countries. This project has, for two years allowed us to provide offline access points to Wikipedia (by wifi or intranet) in more than 27 places (essentially universities or French-speaking digital campuses) in 11 different countries. Installing Wikipedia offline can also be done through the public’s computers (students, teachers, the general public). We have organized three training sessions about editing, offline installation and the organization of editing workshops, during which about 45 people in around 15 countries in French-speaking Africa, from Senegal to the Democratic Republic of Congo, as well as Mali, Burundi and Niger have been trained. This project needs to undergo a consolidation phase in 2014: the initiation of the project must give way to the appropriation of the project by African contributors. We hope to help the Afripedia project evolve, with our partners (Institut français, Agence universitaire de la Francophonie, Kiwix), towards a consolidation and support for nascent editing communities, as well as expanding access to Wikipedia off-line, beyond those teams which we have already equipped and trained.

The 2014-2015 goal for the Afripedia project will be to develop an Afripedia platform which centralizes all of the project’s informations and allows local communities to appropriate it, and for interested parties to take charge of actions to allow access to all of the information (technical, pedagogical, material) simply. This platform and the network of communities and users, will be run by different partners and with an African community manager who will be charged with supporting different communities formed in the past two years. The aim is to make offline access to Wikipedia permanent and more widespread, continue to develop editor training and help local communities to structure themselves. The Community Manager will preferably come from a country where the Afripedia project has been successfully put in place (e.g. Mali), and supported by a local structure (e.g. Jokkolabs, a network of digital actors in French-speaking Africa). The Community Manager will have to simultaneously run the Afripedia platform, be a resource for anyone hoping to take part in the project and run the Afripedia community on a daily basis. The Community Manager will report to project partners regularly, and lay the groundwork for a “certification” program for trainers who have been taught about the Afripedia project, in order to confirm their skills. The certification project aims to promote trainers’ skills and thus improve and energize the project’s roll-out into the centre of African institutions.

Alongside the project’s conduct, it seems prudent that Wikimedia should take part, since it is possible to hold lectures/symposia on digital inclusion. Wikimedia would have legitimacy with its partners to address the subject of offline access and of content hosted online as it relates to difficulties with Internet access.

Who benefits?

The primary beneficiaries of this part of the project are the Internet users, editors and French-speaking African communities, who have access to Wikipedia offline, and receive training and support when learning to edit. More broadly, the Afripedia project aims to help editors and French-speaking African communities to take part in the Wikimedia movement. The first beneficiaries must always be the communities, and the project looks to gradually implement the conditions for autonomy by transferring skills and best practices. Indirectly, Wikimedia France, along with its partners within and without the Wikimedia movement, as a solid and permanent resource based around two themes: offline access to Wikimedia content and the support and development of Wikimedian communities.

How is it innovative?

The action in Africa has existed for two years. Initially concentrated on putting in place offline access to Wikipedia and training of editing trainers. Using the first encouraging results as a launching pad, we can now move towards simpler, more open management.


Resources
In terms of paid staff
  • Head of communications and events: (0.1 eft)
    • Event organizer
  • Head of territorial organization: (0.2 eft)
    • Broadcaster of initiatives
    • Allowing them to be adapted at the territorial level
  • Head of outreach and assessment: (0.2 eft)
    • Train the volunteer trainers
    • Broader duties
    • Coordinate the running of outreach
    • Raising actions, training sessions or lectures
  • Head of fundraising: (0.1 eft)
    • Support the organization of grants for international events
  • Head of partnership & institutional relations: (0.3 eft)
    • Research all the useful partnerships to develop the association’s activity
    • Broader duties
    • Provide support for content provision proposals
  • System and network administrator (0.1 eft)
    • Broader duties
    • Provide technical support for the use of different tools
Involvement of volunteers and groups

We hope to mobilize contributing members with communications tools and get them behind actions linked to observing and sharing best practices (gathering ideas, selecting content to promote alongside other groups, getting in touch with members of other chapters, etc.) We wan to let the volunteers, whether or not they are members of the organization, to be at the heart of French-speaking projects. The local groups must be the first representatives for implementing projects, and participate substantially in the spreading of best practices and cross-cutting projects. We also hope to involve volunteers directly, both as editors and as local communities.

Financials - 95,000€
French-speaking places: 40,000€ (42.1%)International: 30,000€ (31.6%)Africa: 25,000€ (26.3%)Circle frame.svg
  •   French-speaking places: 40,000€ (42.1%)
  •   International: 30,000€ (31.6%)
  •   Africa: 25,000€ (26.3%)
Materials
  • Teaching material
  • Conference material / stands
  • Afripedia material: computer plugs, USB keys etc.
Partners
  • Institut Français and Agence Universitaire de la Francophonie : existing partnership for Afripedia to be continued
  • Orange Foundation: contacts for Afripedia (Institut Français funding for the project), with a view to fund other projects (important: only in those countries where they have economic interests…)
  • Organisation internationale de la Francophonie: contacts in 2012 for the Forum Mondial de la Francophonie, partnership to be examined further?
  • Our actions are known by the secretary general of the Ministry for French-speaking places (contacted in December), with an official presentation of Afripedia project during the Day of Francophonie (20 of march 2014) . Possible support.
Communication
  • Afripedia teaching booklets
  • Afripedia platform
  • French-language project pages on Wikimedia projects

Measurement and reporting

4. How will your organization measure and report the results of this program?
Impact on the Wikimedia projects
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Increase in project volume 5,000 Training session. Community management. Number of edits to the main space
  • Model on editors’ userpages / listing on the project page + Wikiscan
  • Listing of pages created during the event


Increase in project volume 250 Number of New editors(1,1) Wikiscan (editor identification)


Improving quality 1 good article or featured article Quality of content according to (potential) quality criteria of the Wikimedia project


Improving quality 1,000 Increased competence and knowledge of editors/public Survey at the end of the program Punctual: at the end of the training session.


Diversity 15 countries represented
  • Scholarships
  • Action in country with few editors
Number of actions with diverse publics
  • participant survey
  • Count if present


Diversity 25 Analysis of contributions, self-assessment by survey Number of portals linked to the articles edited Measurement via thematic categories on projects


Potential for innovation 10 Coordination of French-speaking projects First action of this type for the local group /association/Wikimedia movement To be counted in the project matrix


Potential for innovation Documentation and autonomization for the Afripedia project Creation of the Afripedia project Capitalising on innovation Creation of turnkey tools to remake it (documents, tools, crucial points), such as tallying it in the matrix


Impact on our association
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Employee involvement 1,200 hours Number of paid hours Monthly tally in the reporting file Monthly


Employee involvement 6 Number of employees involved Monthly tally in the reporting file Monthly


Volunteer involvement 3,600 Number of volunteer hours given Tally of actions in the reporting file, number of hours inferred from a schedule Monthly


Volunteer involvement 30 Energizing volunteers through working groups & discussion lists on Wikimedia projects Number of volunteers To be counted in the reporting file


Sharing information between different actors 1,600 Number of emails exchanged Analysis of lists.wikimedia.fr


Sharing information between different actors 4 Documentation of projects’ growth in the project matrix and linked pages Number of players having information necessary for the pursuit of the program (Bus factor) Evaluated by the project’s head, using the reporting file


Developing competencies 40 Number of people performing a particular kind of action for the 1st time. Creation of a survey for each project, with a common base and potential specialisation


Developing competencies 20 Number of actors trained through the volunteer training mechanism Counted in the reporting file, under the training file


Social impact
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Promoting the project 30 Communications plan Number of mentions of WMFR in the written and spoken press Monthly press review Monthly


Valorisation du projet 40 Internal communications plan Number of non-press mentions (bibliography, Wikimedia movement) Non-press review


Partnership development 5 Strategic development of partnerships Number of partnership resulting from this action To be tallied in the reporting file


Sustainable development 80% Partner satisfaction (average) Survey


Sustainable development - Quantity of energy / CO2 used. Transport : Benchmark. Bills.


Sustainable development 5 Actions which taken ethical aspects into account. To be tallied in the reporting file


Sustainable development 80% Use of free tools / freeing up tools To be tallied in the reporting file


Political impact Number of contacts with political players (wide sense) CRM to fill out


Political impact Number, size and level of changes Observation in the spreadsheet


Learning methodology

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

This quality benchmark helps us to measure the results of our actions, it will therefore be a a crucial support for evaluating our different projects. According to our measured results, we will be able to choose to continue, increase, stop or rethink our actions. We will use these measures as a decision-making and prioritization aid. These result measures will also serve to communicate the concrete results of our projects both within and without the Wikimedia movement.


Any additional details:


Axis 4 Improving the tools available in the wiki environment

In short

You will find in this part the strategy we want to adopt for the following sectors:

Along with the resources we need for these and the associated metrics.

Château de la Madeleine, Chevreuses, Photo aérienne 18.jpg

Drone-operated photograph of the Château de la Madeleine in Chevreuse valley.

Goals and expected results

1. Please share the a/ goal as well as b/ the measurable result(s) your organization hopes to achieve, including c/ when you expect the result(s) to be achieved.
General description

Work on this axis should allow needs to be monitored, so that they are no longer addressed on a case by case basis.

General objectives
  • Objective 1: Support the production of contributors to the Wikimedia projects, particularly new contributors
  • Objective 2: Allow institutions to contribute to the projects
  • Objective 3: Provide members and staff with work tools.

(The measurable results can be found in the quality reference table)

Calendar

Calendar
Sub-program Q1 Q2 Q3 Q4
Facilitate volunteer production (members and contributors):
  • organization of a Wikimembers reorganization weekend
  • implementation of a contributor welcome area
  • migration of public documents to meta: and English translation
  • production of a process explaining where and how to publish information depending on its confidentiality.
  • first drone outings
  • Facilitate volunteer production (members and contributors)


Offer assistance services for content production
  • Implement monthly translation of the technical information newsletter
  • First Wikimedia France “Tech breakfast”
  • creation/adaptation/translation of tools for the toolbox.
  • creation of a Wikimedia Commons handbook

public announcement of the opening of the site outils.wikimedia.fr (the “toolbox”)

Handbook on Wikisource, the Wiktionary or Wikidata


Contribute to the development of tools that respond to our needs
  • Time tracking tools
  • Training in the use of these tools
  • Development of tools for meetings
  • CiviCRM development
  • Brainstorming with the GLAM group and Quality of the Wikiscan development

Captcha generator : Brainstorming meeting


Representations / events:

  • March 2015: Organization of a CiviCRM hackathon in France.
  • May 2015: Wikimedia projects event


Strategic priorities

2. How does this program address Wikimedia movement strategic priorities ?

This program answers the following four strategic priorities:

Stabilize the infrastructure
The "Glamwiki" toolbox will give new ways to access the contents of the projects. Improvement of CiviCRM will allow for better fundraising operations.
Increase participation
the Wikidata lunches, and support to photographers both address this strategic priorities
Improve quality
the drone and the mini photo studio will be a great help to have high quality photographs.
Encourage innovation
"Innovation" is one of our keystones, so all of our actions encourage innovation in one way or another.


Key activities

3. What key activities are associated with this program?
Facilitating volunteer production (members and contributors)
Description

A baseline action will be undertaken to allow the association’s volunteers to better invest themselves. It will include the total reorganization of our internal wiki in a way that will allow new members to better enter into and participate in projects. This will also continue the work of migrating the non-sensitive co-ordination pages towards meta in order to allow all the contributors, members or non-members, to participate in the association’s projects, and also allow local groups to share their experiences of the projects that they have carried out.

The reorganization of the internal wiki will be the object of a specific working weekend that includes members of the Board, staff and volunteers. A document will be produced to allow everyone to receive guidance about the most appropriate location (site/blog, Wikimembers, discussion lists, Meta, Wikimedia France project pages, project "village pumps", social networks…) on which to publish which information and in what way.

One of the most innovative actions that we would like to implement to allow the contributors’ production to be facilitated is the setting-up of a welcome space in our offices where they will have access to computers and to books that can be used as reference sources, as well as to our mini photo studio (to document the small objects for Wikimedia Commons in good conditions), and a book scanner (allowing works to be digitized easily for Wikisource.)

We are pursuing our policy of loaning photographic material and expanding it with a project that allows Commonists to take photos using a drone. Two choices are available to carry out this objective: the association can buy a drone and train a pilot (in France this would necessitate a Microlight theoretical license) or implement a partnership with a company that would place a drone equipped with a camera or video camera and its pilot at our disposal. Taking the photographs would be controlled by the contributor from the ground.

In the same spirit, we are going to develop a process that aims to obtain accreditation to allow photographers to cover events in the same way as press photographers. We are also going to set up regular meetings with the photo group, during which we will organize training sessions, either to teach the basics of photography to those who want to start out, or on specific themes (for example subjects in motion, that represent a challenge when taking sporting photographs.)

In order to allow French-speaking contributors to the different projects to meet and to find out how to contribute together, an event will be organized in May. Contributors to related projects, such as Vikidia or OpenStreetMap, will also be invited.

Wikimedia Commons contributors can have access to profesional photographic material.
Who benefits?
  • Members: They can be better involved in the association’s actions thanks to better dissemination of the information.
  • Local groups: they can better share their experiences
  • Contributors to Wikipedia: They will have easier access to resources that can help them to write articles
  • Contributors to Wikisource: the book scanner will allow them to easily digitize the documents that they would like to integrate to Wikisource.
  • Contributors to Wikimedia Commons: the loan of photographic material, access to the drone for aerial photos and accreditation for sporting events are all ways that allow contributors to Commons to add original photos to the project.
  • Contributors to Wikinews: when we allow contributors to participate at an event, through one means or another, we encourage them to place a short item on Wikinews on the subject of the event.
How is it innovative?

The welcome space for contributors is a framework that to our best knowledge does not currently exist within the Wikimedia universe. It brings editors to various projects together in a single place and put material that would otherwise be quite inaccessible at their disposal (mini-studio, book scanner).

Improving our methods for sharing information allows us to capitalize on the experience of local groups in order to carry out new actions.

Offering assistance services for content production
Description

We are going to implement a “toolbox” which will allow institutions that have cultural data to share to have tools at their disposal that will allow them to evaluate the re-use of their files (how many files, how many views, etc.), and to easily re-use them themselves (in particular via the creation of dedicated plugins for the most common CMSs: Drupal, Wordpress). This toolbox will be in the shape of a website that also contains documentation destined for cultural institutions. Technological monitoring will allow French speakers to follow the evolution of the movement, in particular by the translation of the monthly technical information newsletter and by the setting up in Paris of workshops, or more informally themed breakfasts or lunches on subjects related to the technical aspects of the movement (Wikidata, Sémanticpédia, bots…), regularly inviting the relevant people from cultural institutions to better understand the project and how they can participate, on one hand, and benefit from it on the other. These events will take place once every two months. We can also hold training sessions and provide ad-hoc tools for cultural institutions that express a need for them. Finally, we are pursuing the service of sending Wikipedia information handbooks to new contributors. A handbook will be created for Wikimedia Commons and for at least one of the other Wikimedia projects (Wikisource, the Wiktionary or Wikidata).

Who benefits?
  • Cultural institutions will have access to new resources to help them acquire autonomy with their Wikimedia project and reap the benefits.
  • Contributors will be better informed about technical evolutions within the movement
  • New contributors can better discover the movement thanks to the handbooks at their disposal.
How is it innovative?

The action is innovative because the movement produces a large number of tools and documentation and for the moment, there are very limited means of making them accessible to the uninitiated. French translations are also only rarely available.

Contributing to the development of tools that respond to our needs
Description
Hackathon Amsterdam 2013
The success of the hackathons organized by other chapters encourage us to organize a CiviCRM hackathon.

We are going to contribute to the development of the tools which we need, whether for staff (time tracking tool, harmonization of the software used by different staff members), or for the general working of the association (pursuing the developments on CiviCRM, supporting Wikiscan, implementing a tool for online meetings that is suitable for everybody: Mumble server?). This can happen either by implementing it to the existing server tools or by developing specific tools. Particular emphasis will be placed on interoperability.

We are going to put training in the use of these tools in place. We are also going to take advantage of an international meeting (probably Wikimania) to bring the ‘Tech Managers’ from the different chapters together in order to discuss the technical choices made and the needs of the various parties. We are going to organize a CiviCRM hackathon in France, bringing together CiviCRM users who are part of the Wikimedia movement, French-speaking users and all other interested parties.

Finally, we are going to support innovative projects related directly to the projects, such as Sémanticpédia, or tools related to Commons. A captcha generator based on Wikisource (and working in the same manner as recaptcha) is also envisaged to improve the Wikisource OCR.

Who benefits?
  • The salaried staff of the association: adapted tools and training in their use
  • Members of the association (the Board in particular): a meeting tool
  • The movement’s Tech Managers: setting up co-operation
  • Wikisourcers: improving the OCR on Wikisource
How is it innovative?

Up until now, the different chapters made progress individually on these problems: this co-operation is a first.

Resources
In terms of paid staff
  • System administrator: 0.4 eft
    • Broad duties
    • Develop tools lowering the tech barrier for volunteers to get involved in our projects
    • Provide technical support for the usage of different tools
    • Manage accreditations for photographic events
Involvement of volunteers and groups

The tech group will be broadly involved on this axis, along with the Semantic group for Semanticpedia matters and the Photo group for the drone and sports accreditations part.

Financials - 35,000€
Faciliting volunteer production: 10,000€ (28.6%)Offering assistance services for content production: 10,000€ (28.6%)Contributing to the development of tools: 15,000€ (42.9%)Circle frame.svg
  •   Faciliting volunteer production: 10,000€ (28.6%)
  •   Offering assistance services for content production: 10,000€ (28.6%)
  •   Contributing to the development of tools: 15,000€ (42.9%)
Materials
  • Webservers
  • Bookscanner
  • Photo material
Partners

Measurement and reporting

4. How will your organization measure and report the results of this program?
Impact on the Wikimedia projects
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Increase the project volume 10,000
  • Commons : Loan of material, drones, photo workshops
  • Wikipédia : "Bienvenue sur Wikipédia" bookshelf
  • GLAM mass upload
Number of contributions in the main space
  • Model on editors' userpage / listing on project page + Wikiscan
  • Listing of the pages created during the event


Increase in project volume 40 Bookshelves Number of New editors(1,1)


Improvement in quality

  • Loan of material
  • drones
  • photo workshops
  • book scanner
Quality of content, according to (potential) quality criteria of the Wikimedia project


Improvement in quality 120 Increase in skill/knowledge of contributor/target public (?) Post program survey Occasional: at the end of training.


Diversity 3 Web accessibility Number of actions with diverse publics


Diversity - - Number of portals linked to the articles edited Measure through the thematic categories of the projects


Potentiel for innovation 5 First action of this kind for the local group or thematic/the association/the Wikimedia movement Inventory in the reporting file


Potential for innovation
  • Reorganization of the internal wiki
Capitalizing on the innovation Creation of turnkey tools to do it again (documentation, tools, points de vigilance), as inventoried in the matrix.


Impact on our association
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Staff involvement 900 hours Number of staff hours Monthly inventory in the reporting sheet Monthly


Staff involvement 2 Number of staff assigned Monthly inventory in the reporting sheet Monthly


Volunteer involvement 2,700 Number of volunteer hours given Inventory of actions in the reporting file, hours deduced via a grid Monthly


Volunteer involvement 23 Number of volunteers Inventory in the reporting file


Sharing of information between different players 1,200 mails Number of emails exchanged Analysis of lists.wikimedia.fr


Sharing of information between different players 4 Number of players having information necessary for the pursuit of the program (Bus factor) Evaluated by the project leader from the reporting file


Skills development 25
  • Photographers workshops
  • Handbooks
  • New users of the drone
  • Lunches for institutional sector
Number of people performing a certain kind of action for the 1st time. Questionnaire for the people involved


Skills development 20 - Number of training actions and number of people trained through the association training plan Inventoried in the reporting file; through the training file


Social impact
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Project valorization 5 Number of times WMFr mentioned in written/oral media Monthly press review Monthly


Project valorization 10 Number of mentions outside the press (bibliography, Wikimedia movement) Non-press media review


Partnership development 1 Number of partnerships resulting from the action Inventoried in the reporting file


Partnership developmen 80% Partner satisfaction (average) Surveys


Sustainable development - Amount of energy / CO2 spent. Transport: measuring scale. Invoices.


Sustainable development 5 Actions taking aspects of ethics and responsibility into account. Inventoried in the reporting file


80 % FLOSS tools Use of FLOSS tools / Making tools free Inventoried in the reporting file


Political impact - Number of contacts with policy decision makers (broad sense) CRM to complete


Political impact - Number, size and level of change Regulatory monitoring using a spreadsheet


Learning methodology

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

This quality referencing helps us to measure the results of our actions and will, therefore, be of crucial assistance in evaluating our different projects. Depending on the measured results, we may choose to pursue, intensify or on the contrary halt or profoundly rethink certain actions. We will use these result measurements as an aid in prioritizing and decision-making. These measured results will also be used to communicate inside and outside the Wikimedia movement in order to show the concrete results of the association’s projects.


Any additional details:


Axis 5 Making the environment favourable to the Wikimedia projects

In short

You will find in this part the strategy we want to adopt for the following sectors:

Along with the resources we need for these and the associated metrics.

Inside OPL Brocas 2013 10.JPG

Opération libre in Brocas, 2013.

Goals and expected results

1. Please share the a/ goal as well as b/ the measurable result(s) your organization hopes to achieve, including c/ when you expect the result(s) to be achieved.
Description

Our efforts need to concentrate on raising outreach about Wikimedia projects, but also about free culture and its tools as well as questions about the public domain. Advocacy work must be organized on several levels. On one hand in the digital sphere, where an effort to clarify Wikimédia France’s statements must be undertaken, as well as work on prioritizing which targets to have an effect upon. Next, in the legislative and governmental sphere, where relations must be established and maintained, and finally in the media sphere, towards targeted media, to benefit from positive reports on the actions undertaken by Wikimédia France.

Awareness-raising must also be carried out among the general public, in order to introduce people to the problems surrounding Wikimedia projects and free culture. In parallel, rapprochement work must be conducted with players in movements that are similar to that of Wikimedia, in order to increase the reach of the association’s messages.

General objectives
  • Objective 1: Raise outreach among the general public about Wikimedia projects and free culture
  • Objective 2: Work with partner associations and collectives on common causes
  • Objective 3: Influence political decisions that touch on our area of activities

(The measurable results can be found in the quality reference table)

Calendar
Calendar
Sub-program Q1 Q2 Q3 Q4
Making the environment favourable to the Wikimedia projects
  • Inventory and assessment of the tools / communication channels
  • Briefing on digital strategy and PR
  • Meet with and choose service providers for the digital strategy and public relations areas
  • Participate at the Convergences World Forum
  • Participate in the Social Good Week
  • Regional Opérations libres


Around the Public Domain
  • Preparation of the Public Domain Remix
  • Prepare for the Journées du domaine public (Public Domain Day)
  • Journées du domaine public (Public Domain Days)
  • Public Domain Remix competition


Representations / events


Strategic priorities

2. How does this program address Wikimedia movement strategic priorities ?

This program answers the following four strategic priorities:

Increase participation
projects with partner associations, Opérations Libres, Public Domain Remix
Increase reach
outreach actions, work with partner associations, authorities and institutions
Stabilize infrastructure
outreach to create a enabling environment for the Wikimedia projects and movement


Key activities

3. What key activities are associated with this program?
Making the environment favourable to the Wikimedia projects
Raising awareness about Wikimedia projects and free culture

Regular meeting with participants in the free culture movement in Paris and regionally (APRIL, Framasoft, OKFN etc.).

Description

Wikimedia France has been in contact for several years with participants in the free culture movement throughout France. We would like to continue to maintain this contact and engage in cross skill-sharing and communication actions in order for our common actions to weigh more heavily on public and private decision makers. We will therefore work to better organize, or even formalize the contacts with these partners in order to facilitate the implementation of common projects

Who benefits?

The community as a whole will benefit from this better coordination and the projects that will emerge from these contact These links are also intended to influence the cultural and political environment (decision makers), so that the interest of and commitment to free culture may become better known and the environment, in an overall way, become more favorable towards Wikimedia projects.

How is it innovative?

We want to strengthen links with the associations or groups with which we usually work, in order to have a greater impact on our surrounding environment. It is evolution towards a better framework for our exchanges.

Organizing joint activities that have the objective of raising awareness about open knowledge, open source licenses and sharing (Opérations libres, etc)
Description
The pilot Opération Libre in the town of Brocas, where actors of the Wikimedia movement, Open Street Map and the open data movement worked together. We want to take part in more of these events.

Organization of joint activities that have the objective of raising awareness about open knowledge, open source licenses and sharing (Opérations libres, etc) With the associations and collectives with which we are close, we want to continue and increase the organization of joint activities that aim to raise awareness among the public and decision makers about open knowledge, sharing and open source licenses. The Opérations libres model, one of which took place in 2013, and a second in 2014, shows that by jointly organizing a project centered on opening content, data, etc. in a given territory, we carry out an emphatic consciousness raising operation about our practices, both for local decision makers and the general public. In partnership with associations that have similar themes, we would like to reproduce and increase these actions in a more distributed way across the French territory, in order to accomplish awareness raising work in the field.

Who benefits?

The general environment (local authorities, politicians, decision makers, communities) will benefit from these collective awareness raising projects on the subject of open knowledge. The association’s volunteers will also be beneficiaries, because they will be involved locally in the organization and definition of these actions.

How is it innovative?

The organization of events in collaboration with partner associations in order to raise environmental awareness about Wikimedia projects is an innovation for Wikimédia France, which prior to this was more opportunity based. We think that these projects can have a real medium-term influence on decision makers and the general public.

Participating to the Convergences World Forum (speaker or panel)
Description

The Convergences World Forum 2015 will be held in September 2015 and this year one of the threes axes will be entitled “New technologies to change the world”, with a sub-axis “The spread of innovation and access to new technologies: their impact on user capacity building and actions”. The participation of Wikimédia France on a discussion panel or as a speaker on co-operative processes, the appropriation of innovations for their open distribution, could be envisaged, through the real-life experience of an emblematic figure or via a spokesperson from the movement or one of our partners.

Who benefits?

The Wikimedia movement; by the high profile nature of this event, Wikimedia France, through the visibility on a national level that the Convergences event commands and the network that may be activated, the partner involved, the public attending the talk.

How is it innovative?

This allows the action of Wikimédia France to be tied to development stakes that transcend its own action, thereby breaking down the barrier of separation, allowing the association to stake its claim as an innovative player. The presence of Wikimédia France at a forum that is not solely digital may make the other participants at the forum aware that the sharing of knowledge is also an important part of development.

Raising public awareness about Wikimedia projects on a local level
Description
A Wikipedia presentation and workshop is already frequently organized in the public library of Strasbourg

Participation at general public conference series in regional media libraries: We would like to present Wikimedia projects to the general public in a systematic way within the framework of public conferences at regional media libraries. These conferences are an opportunity to raise awareness among a large public about the problems we face and to develop local contacts. They can be the launch pad for other actions and for a change in participants’ mindsets. Continue our participation at various exhibitions and fairs for the general public (salon du Livre, salon de l’Éducation, salon Primevère, la Novela etc), attempting to cover the national territory in a more systematic way.

Who benefits?

These awareness raising actions among the general public are an important first step in discovering Wikimedia projects, which will go on to bring a section of this public to become more deeply involved in contributing. The beneficiaries of these actions will therefore be the general public and the Wikimedia community via a rebound effect. The volunteers involved in these actions also benefit from a framework within which they can learn to present Wikimedia projects, launching their own concrete involvement in the association’s projects and training themselves in awareness-raising.

How is it innovative?

This action may be considered to be a real strategy for territorial networking and consciousness-raising among the general public, by targeting in particular the regions where Wikimédia France does not have a strong presence. We will contact local institutions (libraries, etc.) to become part of their public conference programs.

Promoting the Public Domain
Consciousness-raising on questions concerning the public domain
WMFR have organized a national Public domain day event for the past three years. We plan to organize events in several cities in 2015.
Description

Public Domain Remix is a competition for remixing works that are in the public domain. The objective of this competition is to encourage the reuse and remixing of works, music and material that are in the public domain (that is, for which copyright has lapsed) and to show to what extent the public domain is precious and a source of creation for every area of art and invention. The participants will be free to use any type of material or works that are in the public domain, and to remix them. They will, in particular, be invited to explore the major repositories of material in the public domain (The Public Domain Review, Wikimedia Commons, Internet Archive etc.) to inspire them in their work.

It will be interesting to capitalize on the experience of last year to reactivate this initiative that has great potential, by guiding the project in a sustained manner, and by targeting a more specific public in partnership with digital artist collectives. Many resources will also need to be allocated to it (human, financial, communication) to mobilize more artists and to explain to them about open source licenses and the public domain. This competition can be organized regionally with workshops organized by local groups. We will pay particular attention to the effects of this project, that performs more indirect consciousness-raising than our indirect projects and for upstream evaluation of the involvement / results ratio.

The Public domain day is to be maintained and developed on a local level (1 event per region): the Public domain day is an opportunity to present the richness of Wikimedia projects and the importance of preserving and securing the public domain, which is central to questions of knowledge sharing. For the past 3 years, Wikimédia France has organized the Public domain day during the month of January. Organizing it in Toulouse in 2014 has shown that it is wise to organize this event outside of the capital because this allows consciousness-raising among the public locally (cultural institutions, general public etc.) on the importance of the public domain. For 2015, we can plan to develop the Public domain day in a more systematic way by proposing that the groups that have been formed organize one event (conference, workshop, exchange etc.) per region.

Who benefits?

The Public Domain Remix contest benefits to the general environment of Wikimedia projects. The objective is to sensitize public and institutions about the Public Domain, to explain and ensure it. By a rebond effect we hope that that kind of action can sensitize people about the Wikimedia content, especially Wikimedia Commons which is the main source of content to be remixed.

How is it innovative?

The Public Domain Remix contest is probably the first project focused on public domain content and remix into the Wikimedia movement. We try to make a connection between creators and public domain content available in Wikimedia projects. For the next year we want to organize the contest with more implication and impact, to sensitize more people and install the contest sustainably.

Implementing a strategy of influence in our media eco-system (traditional and digital media)
We will establish a communication strategy that targets media we want to reach.
Description

We want to develop Wikimédia France’s visibility and that of its projects in the media. To do this, it will be necessary to establish a communication strategy that targets the themes and the media we want to reach. This strategy will be in co-ordination with all of the association’s members and staff concerned by the theme, in the shape of a stage of reflection (a physical meeting to target the main axes, the internal resources, the resources to look for, the strategic calendar); a second stage will see the implementation of this strategy, then we will carry out a first assessment at the end of the 2014-2015 period to analyze the impact of our actions.

Who benefits?

The project is dedicated to the general environment of Wikimedia projects and people. We need to work about the environment to give the best conditions for the other chapter's projects. The beneficiaries are the Wikimedia community, the Wikimedia projects and all the chapter's projects.

How is it innovative ?

During the past years, we have developped many contacts with medias, journalists etc. Now we want to develop a strategic action to be more visible and influent in our media eco-system, to better share the reality of the Wikimedia projects, Wikimedia community and Wikimédia France's projects.

Resources
In terms of paid staff
  • Communication and event manager: (0.2 eft)
    • With regard to the environment
    • Organize the events
  • Head of partnership & institutional relations (0.2 eft)
    • With regard to the association
    • Support public relations actions
Involvement of volunteers and groups

We have targeted the groups it would be useful to mobilize:

  • Involvement of the Public Relations Group and the Communication Group in activating the roadmap, assessing needs ahead of drawing up the media strategy, and deciding which channels of communication to develop or replace
  • Involvement of local groups and the GLAM group for the organization of the Journées du domaine public and the Public Domain Remix
  • Involvement of local and thematic groups for the projects that are partner related (Opérations libres etc)
Financial - 25,000€
Wikimedia projects and free culture: 20,000€ (80.0%)Public domain: 5,000€ (20.0%)Circle frame.svg
  •   Wikimedia projects and free culture: 20,000€ (80.0%)
  •   Public domain: 5,000€ (20.0%)
Materials
  • Educational materials for project guidance
  • Internet sites dedicated to one-off events
Partnerships
  • Potential partnerships with similar associations (currently informal collaboration on an ad-hoc basis)
Communication
  • Production of guides to free licenses and the public domain destined for the general public and our partners.

Measurement and reporting

4. How will your organization measure and report the results of this program?
Impact on the Wikimedia projects
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Increase in project volume Number of contributions in the main space
  • Templates on user pages / listing on the project page + Wikiscan
  • Listing of pages created during the event


Increase in project volume - - Number of New editors(1,1)


Progress in quality - - Content quality, according to (eventual) quality criteria defined in the Wikimedia project


Progress in quality - - Increase in skills/knowledge for the contributor/targeted public Survey at the end of the program Occasional: at the end of the training.


Diversity 15 Systematic development of projects by local groups Number of actions with diverse publics
  • Survey among the participants
  • Counting if in-public


Diversity - review Number of portals linked to the articles edited Measurement through the thematic categories of the projects


Potential for innovation 10 review First action of this type of the local or thematic group/the association/the Wikimedia movement Inventoried in the reporting file


Potential for innovation Systematic documentation of the projects carried out Wikimembres Capitalizing on innovation Creation of turnkey tools to do it again (documentation, tools, points to monitor), as inventoried in the reporting file.


Impact on our association
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Staff involvement 600 Number of staff hours Monthly inventory in the reporting sheet Monthly


Staff involvement 2 Staff assigned by the ED Number of staff involved Monthly inventory in the reporting sheet Monthly


Volunteer involvement 1,800h Number of volunteer hours devoted to it Actions inventoried in the reporting file, hours deduced using a grid


Volunteer involvement 15 Energization through the working groups + discussion lists and calls for Wikimedia projects Number of volunteers Inventory in the reporting file


Sharing of information between the different players 800 Number of emails exchanged Analysis of lists.wikimedia.fr


Sharing of information between the different players 4 Thorough documentation of the projects in the matrix and related pages Number of players having information necessary for the pursuit of the program (Bus factor) Evaluated by the project leader from the reporting file


Development of skills 20 Number of people performing a certain kind of action for the 1st time. Survey for the people involved


Development of skills 15 Inventory of participants Number of actions and training sessions and number of people trained through the association training plan Inventoried in the reporting file; through the training file


Social impact
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Project valorization 30 Communication plan Number of time that WMFR is mentioned in the print/oral media Monthly press review Monthly


Project valorization 40 Communication internal plan Number of mentions outside the press (bibliography, Wikimedia movement) Non-press media review


Partnership development 5 Partnership strategy Number of partnerships resulting from the action Inventory in the reporting file


Partnership development 80% Partner satisfaction (average) Survey


Sustainable development - - Amount of energy / CO2 spent. Transport: measurement rate. Invoices.


Sustainable development 5 - Actions taking ethical and responsibility aspects into account. Inventory in the reporting file


Sustainable development 80% - Use of free tools/ releasing of tools Inventory in the reporting file


Political impact 10 - Number of contacts with policy decision makers (broad sense) CRM to complete


Political impact - Number, extent and level of change Regulatory monitoring on a spreadsheet



Learning methodology

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

This quality referencing helps us to measure the results of our actions and will, therefore, be of crucial assistance in evaluating our different projects. Depending on the measured results, we may choose to pursue, intensify or on the contrary halt or profoundly rethink certain actions. We will use these result measurements as an aid in prioritizing and decision-making. These measured results will also be used to communicate inside and outside the Wikimedia movement in order to show the concrete results of the association’s projects.

Any additional details:


Axis 6 Increasing the influence of the chapter

In short

You will find in this part the strategy we want to adopt for the following sectors:

Along with the resources we need for these and the associated metrics.

WMFR Strategy meeting 2014 - Jean-Fred et Emeric.jpg

Two board members at the strategy meeting in 2014.

Goals and expected results

General description

We learned from previous years and we have chosen to allocate human and financial resources to the structuring of our association. This is necessary to the development of our business as well as to the satisfaction of those who lend their support to the Wikimedia projects. Following the closing of the annual fundraiser of Wikimedia, France, the association is seeking to diversify its funding sources in order to sustain its actions long term.

General objectives
  • Objective 1: Diversify funding sources
  • Objective 2: Sustain these sources
  • Objective 3: Improve governance by making live tools to strategically manage our association
  • Objective 4: Increase the number of members
Calendar
Calendar
Sub-program Q1 Q2 Q3 Q4
Strategy

Work weekend for the Board of Trustees

Strategy weekend


Direct donations


  • Development of the “donor type” module via CRM
  • Completion of project financing web pages


  • Financing of projects on the dedicated site (with a financing progress bar and details of the project deadlines, etc.)
  • Send project brochures and compensation to funders
  • Launch of newsletters on project advancement, recent events, project meetings and related events
  • Start searching for partner organizations to exchange prospects

 

Sending a project finance review and a notice for any new projects for the year


Donations by automated bank transfer


  • June to September 2014: Development and implementation of a way to process donations made via bank transfer with a module or digital mandate
  • September 2014: Annual report

 

 


Major donors


  • September 2014: Send annual report by post to 2013’s major donors
  • September 2014: Project presentation to major donors (revisiting the dedicated web page) “sneak preview”


  • Send thank you notes + tax receipts for major donors
  • Establishing compensation
  • An evening for the major donors with a brief review of the financed projects
  • Connecting to major donors’ networks for sponsorship
  • Identifying potential major donors within prospect circles

Sending a project finance review and a notice for any new projects for the year


Online shop

Establishment and launch of the online shop


  • Communication for the online shop (from project stakeholders to WMFR - Wikimedia France) via mailings and distribution of a catalog containing available products from partners, circles 1, 2 and 3
  • Pre-Christmas mailing, Christmas, balance, etc.

 

 


Grants

Establish application files according to the schedule


  • Monitor subsidy payments
  • Develop a financial and qualitative account of the subsidized(s) action(s) and send within six months following the end of year of that the grant was awarded.


Financial sponsorship


  • Identification of prospects/contact
  • Mobilization of current major donor companies around local projects (make contact + schedule meeting)
  • September 2014: Choose businesses/project +edit agreements and counterparties

Develop a financial and qualitative account of the subsidized(s) action(s) and send within six months following the end of year of that the grant was awarded.


Product sharing


  • Preparation of a sales pitch to convince the companies surveyed
  • Complete a communication document (pamphlet)promoting the shared product
  • Research and identify potential partners in line with the product list we wish to develop in the online shop (two in one)


  • Signing of bilateral agreements and the implementation of partnerships
  • Creating and selling shared products


Crowdfunding


  • Introductions and meetings with concerned members. Training on how crowdfunding works. Help with organizing and setting-up their projects.
  • Creation of a support manual on crowdfunding that members can use.

Launch of the crowdfunding campaigns

Monitor the campaigns and help if necessary


Call for projects


  • Review and select calls for projects from the Admical guide(a French guide on sponsorship)
  • Establish a schedule to respond to calls for projects and to make contact with the financial structures (companies or foundations) to better understand their project funding expectations (and funding possibilities)
  • Preparation of calls for proposals and submission of the financer’s files with each of the following steps: preparation of the project stakeholders, budgeting, planning, evaluation

Evaluation of funded projects and presentation of the results to the different organizations


Make the communication tools consistent

Evaluation of our current communication strategy

Implement a new communication strategy

Implement a new website


Representations / events
  • Group fundraising meeting – (every quarter)
  • Major donor evening – November 2014

Strategic priorities

2. How does this program address Wikimedia movement strategic priorities ?

This program meets the following five strategic priorities:

Increasing participation
The establishment of working group such as those concerning membership and fundraising as well as further work on the strategic plan should allow us to increase the participation of different actors
Improving quality
The overall quality approach has been implemented, include indicators to promote progress in the various projects
Encouraging innovation
New types of funding (crowdfunding, sponsorship etc..) that we will support allow members to innovate on their possible actions. More quality approach highlights the innovation potential of each action

Key activities

3. What key activities are associated with this program?
Developing tools for strategic management
Description

Our association has a strategized project, an action plan and a quality approach. These various tools should be considered resources in everyday life. It is important to carry out the entirety of the work for all those involved.

That is why different events will be organized this year:

  • A series of events reserved for employees titled: “How to adjust your professional posture to the participation of volunteers.”
  • A strategic work weekend on how to communicate inside and outside the Board of Trustees.
  • A strategic work weekend reviewing the model that was carried out this year, consisting of a representation of all those involved to assess the previously implemented approaches.

The strategic work group will meet once per quarter. The executive director will organize the meeting. The quality group will meet once per quarter. The head of awareness and assessment will organize it. Finally, we will create a group membership to pursue several objectives:

  • Retain members
  • Think of membership offers
  • Increase the number of members

This group will also meet each quarter and will be organized by the executive assistant.

Who benefits?

All of the stakeholders of the association will benefit from this action, as they influence the strategy of the association. The association as a whole will benefit from the progress, in terms of governance resulting from this approach.

How is it innovative?

We do not wish to hinder the creation of tools for strategic management. We want them to live through our actions and practices. Provide specific support on this idea, as it is new.

Diversifying funding sources

(This section does not take the same form as the previous one, especially because most projects of this axis have only Wikimedia France as beneficiary)

Direct Donations
Strategy

Enrich the database of WMFR in order to better classify donors, according to their profiles, so as to communicate with them on completed actions and on fundable projects, a little like crowdfunding (on progress, actions taken on the project, project donor involvement, etc.) or choose according to the selected actions carried out by the whole structure in order to finance all of the projects/expenditures.

Action plan

Organize the development of a donor database. Complete 3 mailings asking for a “sponsor” or a donor through a circle approach: First mailing to prospects of circle 1 (resend to current donors, mainly, but also to old donors who helped with fundraising campaigns in previous years). The second mailing will be sent to circle 2 (suppliers, partners and contacts given by donors from the first circle as a result of the first mailing, companies and local businesses). The third mailing will be sent to the last circle (standby press, contacts provided by the donors from the second mailing, etc.). Use the latent part of the database for the exchange with other similar structures in order to integrate them into circle 3. For donors “by project”: web page or website dedicated to the launch of project funding, a project presentation brochure, a newsletter on project advancement, recent events, meetings and upcoming events, project review document + annual report for the “global” donors - monthly or quarterly results (WikiRevue) on all projects and structures, invitations to local events according to geographic origin + annual report

Develop communication partners with project partners, in order to provide the members of their databases with the same communication structure “on crowdfunding” that would focus on actions carried out with the partner in question (with proposed support for the project, newsletter on progress, completed parts of the project, donor project involvement, etc.).

Each month, save new contacts resulting from projects (partners, people interested by encountering projects in the local communities, etc.) in the WMFR database. Divide the donor database by donor profile in order to effectively communicate in the most personalized way possible, according to the profile that connects the donor with tools, with varying a frequency and different content each time.

Produce documents and communication tools with the intention of categorizing donors by their typology, origin (contact from the external contacts or from the database) and project milestones. For each project, so that the donor realizes what their donation corresponds to, offer a chart with the equivalent of their donation.

Donations by automatic bank transfer
Strategy

Transition the classic donors (direct donations) to donate through bank transfer. Depending on the type of donor (see table on donor types), get them to upgrade their gift. Retain donors who already make bank transfers.

Action plan

For each project that has proposed funding, include the option of giving by automatic transfer. To encourage using bank transfers, offer (using a checkbox) to receive Wikimedia rewards (sticker, pen, bracelet, etc.) for each donation received by automatic transfer. If the project being financed is significant enough, provide a different equivalence chart from the chart given for regular donations. Develop a digital signature process that does not require receiving the paper document for the donation by bank transfer to be validated.

Major Donors
Strategy

Mobilize two networks of major donors, the first to support the association, and the second to support all specific projects with a sponsorship method. In order to keep the major donor, you must offer him a chance to take part in supporting the project by offering him to invest, not just financially (to give value to the person and not just ask for funding).

Action plan

Communicate individually with major donors regarding the undertaken projects (notably the projects local to the major donors in the region). Establish communication tools catered to the major donors. Identify potential new major donors, by type, thanks to the new donor contacts from the donor prospecting (mailing circles). Offer the major regional donors local projects. Find and implement compensatory measures to encourage major donors to sponsor projects based on specified amounts. Rely on the professional characteristics and networks of the major donors to develop sponsorship (financing/skills/the nature). Meet the major donors to develop a network/circle that is well integrated with WMFR. Establish compensation based on the given support. (Use the compensation chart to encourage them to move into the highest donor category.)

Online shop
A Wikimedia camera strap produced by WMCH and WMFR.
We want to develop more products, with the Swiss chapter.
Strategy

Circulate objects stamped Wikimedia France – spreading the values of the association, its mission and promote its projects (while making a profit on the sale of the objects)

Action plan

Develop a range of products inspired by the Wikimedia project environment and Wikimedia France projects. Make a benchmark of those existing in similar structures. Define a list of products varied enough to propose in the online shop- consider the rates, costs and benefits of the products offered for sale to make sure they are fully optimized. Run optimization sales tests for the products (through members/donors/in the street) using a survey. Create a communication tool in the form of a web/print catalogue to circulate amongst members and partners. Perform monthly sales reports in order to optimize (mailing, Christmas, events, etc.). For the buying and production of rewards, we will connect with the Swiss chapter. This allows us to strengthen our relationships and benefit from preferential rates thanks to large orders.

Grants
Strategy

Orient the projects for which Wikimedia France applied for a grant to with an objective: social, societal, cultural and/or heritage. Because public spending is down, and thus grants awarded, it is necessary to be rigorous in the application presentation and to show the project in its best light to have the best possible chance of obtaining a grant.

Action plan

Identify the institutional actors related to the projects (locally and/or nationally) in order to receive grant applications for related projects. Identify the key points of projects with more of a social objective and/or heritage projects. Establish a schedule of requests according to the progress of the projects. Prepare a supporting arguments folder with the actor’s leading project. In the framework of a new project, it is imperative to present in terms of the needs within the area and the answers Wikipedia France proposes to solve these problems, human resources (employees, volunteers…) materials put in place, the strengths of WMFR in terms of experience, seniority, recognition in the area, potential cost optimization and to prepare a budget estimate for the project in question (in addition to the overall budget) as well as the financing plan. Applications include a section highlighting the underlying objectives of the project. Have a “grant application pack” with the necessary, updated documents available and all of the supporting documents relating to Wikimedia France (press releases, pads…). Be as communicative as possible so that the grant application is a reflection of WMFR’s projects and relay the impact of the project in the field (include an assessment of the completed in field activities with figures displaying the impact and results)

Storytelling: Example: “Promoting equal opportunity, by facilitating open access to knowledge and culture, for young audiences by allowing them to use and contribute to Wikimedia projects” “Opening a new public and encouraging new digital practices and collaborations.” “Making a laboratory of the future for a restored and highlighted heritage.” “Far from being a vehicle of recreation, culture as a way of life that unites generations, social classes and communities.”

Sponsorship
Strategy

There are two thoughts on sponsorship. The first, is to get the corporate sponsors’ local addresses of projects (companies located in the immediate vicinity of the project - local action - or direct project partner) to participate in the funding. The second point is to fund projects by patrons in the major donor network who choose to “sponsor” a project. (See point 4.)

Action plan

Identify potential corporate sponsors in the immediate vicinity of the Wikimedia France project fields (businesses near the project, located in the municipality, project partners, etc.). Sponsor projects by the large, major donor companies that are locally situated. In connection with the online shop, try as much as possible to use local businesses to produce rewards (or goodies) to emphasize the role and value of the local level of the project. Establish a communication document specific to (future) patrons emphasizing the benefits that they too can have from similar actions: stakes in terms of human resources (federate employees, develop motivation, improve office ambiance, create a positive group dynamic, social ties); stakes relating to image and reputation (mention the positive values associated with supporting Wikimedia France, develop client empathy, develop support from the public, as a citizen, employee, consumer, etc.); the stakes of local connections (promote the acceptance of their activity in the local area, with public authorities, participate in the development, or even the spreading of the area where the project is located); and the commercial stakes (differentiate oneself from the competition, etc.)…Make contact with the prospects, offering them a support base by emphasizing the previous arguments in support of their projects. Play the entrepreneur network to attract new sponsors on projects.

Product sharing
Strategy

Develop - by selling products from partner companies and asking a donation in return for the purchase of a product. This allows you to touch a new population of consumers who can in return become donors, while also developing a new donation channel through “useful purchase” and finally, further spreading the values of the Wikimedia projects.

Action plan

Identify and target economic partners in the vicinity of the Wikimedia projects. Get in contact with them and together; list a range of shared products. Establish an argument to convince the company of the opportunities that exist for them by donating a portion of their profits, from their products, to Wikimedia France. (In the short term, the direct benefits translate to increased sales and a number of new customers or improved customer loyalty. This partnership reinforces the image of the company by making it seem more humane. It gives any sponsorship a 60 percent tax refund of the donation amount for corporate taxes). It establishes commitment agreements between Wikimedia France and the company at hand. It will also offer the product(s) made, in the future online shop (an additional distribution channel).

Crowdfunding
The highly successful “Vanamo Musuem” Kickstarter project proves that crowdfunding is a viable way of funding volunteer projects. We want to support volunteers to use crowdfunding platforms.
Strategy

To enable the funding of projects with small budgets from members via donations made on dedicated online platforms. The objective being to make members as independent as possible by using crowdfunding.

Action plan

Contact crowdfunding platforms to present the project and give members this funding option. Ask members to submit projects that could be funded by this method. Assist them in compiling their projects and in clearly identifying their needs. Assisting volunteers in achieving the objective set during the phase prior to the launch of the Crowdfunding campaign, in particular. During this phase the member should take the time to build up the core membership of their community by appealing very actively to their first circle of support (family, friends and work colleagues) to join them on the platform to assist or invest. They should then work on attracting their second circle of support, i.e. friends of friends, and lastly use the platform to seek their third and much more extended circle of support. Provide support enabling volunteers to understand the ins and outs of crowdfunding, e.g. steps to be followed, means of implementation, advice, etc. and what exactly all that involves in terms of activity throughout the campaign process, by organising their communities of donors and others and then by keeping them informed of the progress of their projects.

Calls for projects
Strategy

Direct projects for which Wikimedia France has responded to a call for projects towards a social, societal, cultural and/or heritage objective expected by their backers (foundations or businesses).

Action plan

Use the Admical guide to identify businesses or foundations offering calls for projects linked to projects being lead by Wikimedia France. Produce a schedule in line with the periods of the various calls for projects selected. Contact the different bodies offering calls for projects to get more detail about their expectations with regard to the projects offered. Prepare the case in favour of the project application with those who are carrying out the action. Set out the provisional budget, the key stages and the resources (in terms of equipment, finance and people) to present them as part of the call for projects. Plan for an evaluation of the projects to be presented to the backers.

Ensuring coordination of the different communications tools (website enabling better engagement from the volunteers)
Description

Wikimedia France will undertake the coordination of the communications tools. This is essential work that must be carried out and includes the definition of a publication strategy on the different vectors, e.g. the association’s websites, meta pages and the Wikimedia projects, etc. A makeover of the association’s websites is also required, including fusion of the institutional website and the blog, preparation of a style guide that will also be applied to our printed materials and our pages on the social networks, wherever possible. The guidelines for this makeover are intended to provide greater clarity for our partners and for the press and to enable a greater engagement on the part of the volunteers. This work must also include events. It seems essential to add a dashboard and analytical tools to monitor communications.

Who benefits?

Mainly Wikimedia France, because the objective is to ensure greater comprehension of the work of the association and give it more influence.

How is it innovative?

In the professionalism of Wikimedia France’s message and ensuring coherence and understanding in discussion.

Resources
In terms of salaried staff
  • Assistant manager: (0.5 eft)
    • To develop the membership policy
    • Assist in implementation of an HR policy.
  • Head of fund-raising: (0.5 eft)
    • To suggest a range of options for financial investment in the association
    • Distribute promotional items.
  • Head of communications and events: (0.3 eft)
    • To coordinate media relations.
    • To suggest different types of platforms.
  • Head of awareness and evaluation: (0.3 eft)
    • To assist the different actors in the association in the evaluation and improvement of the quality of action.
  • Network and systems administrator: (0.2 eft)
    • Develop tools lowering the tech barrier for volunteers to get involved in our projects
    • Provide technical support in the use of the various tools.
  • Accountant (0.1 eft)
    • Prepare and implement a policy for selection of service providers.
Involvement of volunteers and groups

Creation of a fundraising working group that will meet each quarter to examine the progress of the funding projects.

Financials - 60,000€
Coordination of communications tools: 15,000€ (32.1%)Communications tools: 10,000€ (21.4%)Database: 6,000€ (12.8%)Meetings and events: 6,000€ (12.8%)Online shop: 3,000€ (6.4%)Other: 3,000€ (6.4%)Travel: 2,000€ (4.3%)Development of strategic management tools: 1,800€ (3.8%)Circle frame.svg
  •   Coordination of communications tools: 15,000€ (32.1%)
  •   Communications tools: 10,000€ (21.4%)
  •   Database: 6,000€ (12.8%)
  •   Meetings and events: 6,000€ (12.8%)
  •   Online shop: 3,000€ (6.4%)
  •   Other: 3,000€ (6.4%)
  •   Travel: 2,000€ (4.3%)
  •   Development of strategic management tools: 1,800€ (3.8%)
Equipment
    • ‘Typical donor’ module on the CRM
    • Dedicated website page
    • Promotional items
Partnerships

CiviCRM service provider, crowdfunding platform, online shop service providers (production + website), potential sponsors to be canvassed (Fondation Orange, Altran, AG2R, etc.), local authorities, Edilibre, shared products partners, business foundations, ministries.

Communication
  • Website pages devoted to the presentation of projects
  • WikiRevue
  • Project presentation brochures
  • Project presentation brochures for major donors
  • Donations bulletin
  • Donations equivalence grid
  • Annual report 2013-2014
  • Newsletters
  • Project summary report
  • Comparative table
  • Model sponsorship agreement
  • Project presentation brochures for shared products with explanation
  • Support document for local funding

Measurement and reporting

4. How will your organization measure and report the results of this program?
Impact on the Wikimedia projects
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Increase in volume of project - - Number of contributions in main space
  • Templates in user pages / listing on project page + Wikiscan
  • Listing of pages created during the event


Increase in volume of project - - Number of New editors(1,1)


Improvement in quality - - Quality of content, according to quality criteria defined by Wikimedia project


Improvement in quality - - Increase in skill /knowledge of contributor / intended audience Survey at the end of the programme One off: at the end of training


Diversity 3 Diversifying funding sources Number of actions with diverse publics
  • Survey of participants
  • Count if face to face


Diversity - - Number of portals linked to the articles edited Measurement via thematic categories on the projects


Innovation potential 6
  • setting up a partnership
  • Proactiveness
First action of this type for the local group or subject/association/Wikimedia movement Count in the reporting file


Innovation potential Systematic documentation of the projects carried out
  • Emails on @fundraising list
  • Meeting of fundraising group
Capitalisation on innovation Creation of turnkey tools to revise (documentation, tools, weak points), as registered in the reporting file


Impact on our association
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Involvement of staff 2,250 hours Number of paid hours Monthly count in the reporting file Monthly


Involvement of staff 6
  • Exchange of emails
  • Team meeting
Number of staff involved Monthly count in the reporting file Monthly


Involvement of volunteers 6,750 Number of volunteer hours donated Count of action in the reporting file, inference of hours via a grid


Involvement of volunteers 56 Number of volunteers Count in the reporting file


Information sharing between the different actors 3,000 Creation of a fundraising group Number of emails exchanged Analysis of Wikimedia.fr lists


Information sharing between the different actors 4 Number of players having information necessary for the pursuit of the program (Bus factor) Evaluated by the project manager from the reporting file


Skills development 30
  • Specialised fundraising document
  • Training
Number of people taking a certain kind of action for the 1st time. Questionnaire for actors


Skills development 40 Training: Mécénova or AFF or Admical Number of training actions and number of actors trained via the association’s training programme Collected in the reporting file; via the training file


Social impact
Item Efficacy Efficiency Methodology
Goals Results Means planned Means used Indicators Tracking tools Data gathered
Framework Adequacy Documents Frequency
Coverage of project 15
  • Partnerships
  • Press release
  • Blog
Number of mentions of WMFR in the written/oral media Monthly press review Monthly


Coverage of project 20 Internal and external communication (blogs, websites, international lists) Number of mentions excluding the media (bibliographies, Wikimedia movement) Non press reviews


Development of partnerships 8
  • Partnership agreement
  • Meeting
  • Canvassing
Number of partnerships resulting from the action Count in the reporting file


Partnership development 80% Partner satisfaction (average) Survey


Sustainable development - Quantity of energy/ CO2 spent Transport: measurement chart. Invoices.


Sustainable development 3 Actions including ethical and responsible aspects. Count in the reporting file


Sustainable development 80% Use of free tools/ freeing of tools Count in the reporting file


Political impact 15 Emails, phone calls, business cards Number of contacts with political decision makers (wider sense) CRM to be completed


Political impact 3 Funding of Wikimedia France project Number, size & level of change Regulatory monitoring on spreadsheet


Learning methodology

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

This quality standard helps us to measure the results of our action and will, therefore, be of crucial assistance in evaluating our different projects. Depending on the results measured, we can choose to pursue, increase or, on the contrary, halt or profoundly rethink certain action. We will use these results as an aid to decision making and prioritisation. These results will also be used both within the Wikimedia movement and externally to show the concrete results of the association’s projects.



Financials: year-to-date progress[edit]

"Year-to-date" refers to the period between the start of your organization's current fiscal year and the date your organization submits this proposal. Please provide the most recent year-to-date financials available, whenever possible.

1. Please identify the start date (month/year) and end date (month/year) of the 12-month period you define as "year-to-date" in this section.

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) 559,836 770,765 715,505 985,097 735,255 1,012,277
Spending 697,008 959,619 444,379 611,808 650,317 895,337

Table 3 details, if necessary:


Financials: upcoming year's annual plan[edit]

1. Please link to your organization's detailed budget on this Wiki or in a publicly available spreadsheet file.
Link to our chapter's 2014-2015 detailed budget
2. Beyond the Wikimedia movement, does your organization currently receive or expect to receive financial support from external donors?
Yes, we planned 360,900€ ($496,876) financial revenue through diversification plan resources, including through the development of donation by direct debit, the establishment of a large circle of donors, usinge sponsors to finance some of our actions, research grants local and / or national as well as opening an e-store.
3. How much total funding does your organization plan to spend on travel (including staff travel, board travel, other volunteer travel, travel grants, and travel reimbursements)?
117,130€ ($161,261)
4. Excluding these travel expenses, how much total funding does your organization plan to re-grant (as reimbursements, grants, or microgrants to individuals, groups, or organizations)?
21,000€ ($28,912) of which 15,000€ in the form of micro financing and 6,000€ in the form of scholarships.
5. Overall, please estimate the percentage of total staff time spent on program work, as distinct from the total staff time spent on operational work (such as administration, fundraising, governance, legal, etc.)
The entire global employee time spent on program activities will be 82.6% for the period 2014-2015

Revenues[edit]

Please list anticipated revenues, by source (e.g., Annual Plan Grants through the FDC process, WMF Project and Event Grants, other grants from Wikimedia organizations, grants from institutional donors, public funding, membership fees, donations, event fees or other revenue)

Table 4

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


FDC grant 600,000 826,062
Direct donations 200,000 275,354
Direct debit donations 60,900 83,845
Memberships 15,000 20,652
Major donors 40,000 55,070
Sponsorship 15,000 20,652
Grant 5,000 6,884
Call for project 10,000 13,768
Crowdfunding 10,000 13,768
E-shop 2,500 3,442
Charity products 2,500 3,442
TOTAL 960,900 1,322,942


Staff and long-term contractors[edit]

Please include both part-time and full-time staff and long-term contractors. Current staff should include both staff that are currently hired and staff that your organization plans to hire during the current year. Please provide a link to a detailed staffing plan or organogram, if your organization has one.

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
General direction department 2
  • 100%
  • 100%
0 0 -
Finances department 2
  • 100%
  • 60%
0 0 -
Resources department 2
  • 100%
  • 100%
0 0 -
Development department 2
  • 100%
  • 100%
0 0 -
Network department 1
  • 100%
  • 100%
0 0 -

*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.


Summary of staff and long-term contractor expenses[edit]

Table 7

In currency requested In $US Percent increase
Current staff expenses 447,945 616,717
Proposed increase for current staff expenses 0 0 0
Proposed increase for new staff expenses 0 0 0
Total staff expenses 447,945 616,717 0%


Program expenses[edit]

Program expenses are the costs associated with your organization's programs. These costs do not include operating costs or staff salaries, which will be described in separate tables. For example, program costs may be the costs of an event, the costs of outreach materials specific to a program, budgets for microgrants and reimbursements, or technical costs associated with specific programs.

Table 8a

Program / initiative In currency requested In $US
Axe 1 43,000 59,201
Axe 2 92,000 126,663
Axe 3 68,662 94,531
Axe 4 35,000 48,187
Axe 5 25,000 34,419
Axe 6 60,000 82,606
Total program expenses (should equal the sum of the rows) 323,662 445,608


Operating expenses[edit]

Operating costs are the costs associated with running your organization, and include administrative expenses such as office rent and maintenance, legal services and insurance costs, fees, financial services, board costs, internal IT costs, and fundraising costs. These should not include the program-specific costs described above, or staff costs described above.

Table 8b

Operating resource In currency requested In $US
Study purchase and delivery 1,320 1,817
Materials and equipment 548 754
Energy 992 1,365
Maintenance and facilities provided PPT 2,994 4,122
Administrative provision 4,539 6,249
Office rental 67,525 92,966
Equipment leasing 1,721 2,369
Rental charges and copro 12,467 17,164
Maintenance and repair 2,112 2,908
Maintenance and repair (provision on fees) 500 688
Insurances 650 895
Insurances leasing 70 96
General documentation 137 188
Technical documentation 188 259
Attorneys fees 20,000 27,535
Accounting fees 18,000 24,782
Statutory auditor fees 6,000 8,260
Catalogs and printed 3,500 4,818
Transp on purchase 278 382
Travel and transport 10,000 13,768
Entertainment expenses 4,774 6,572
Telecommunication / postage 2,358 3,246
Law and other similar value 600 826
Bank charges and interest 22 30
Dap Corp. Incorp. 15,000 20,652
Staffing provision 10,000 13,768
Tax on companies 3,000 4,130
Total program expenses (should equal the sum of the rows) 189,296 260,609


Summary of total revenues and expenses[edit]

Table 9

In currency requested In $US
Total cash balance as of proposal submission 84,946 116,951
Total revenues 960,900 1,322,942
Total spending 960,900 1,322,942
Net (revenues less expenses) 0 0
Operating reserves,* if applicable - -

* Operating reserves are liquid, unrestricted assets available for an organization to use as a cushion, and to cover the costs of operations in case of unanticipated expenses or loss of revenue. Operating reserves are not meant to be considered a solution to everyday cash flow issues; in most cases, they are meant to be held over from year to year, accumulating interest and growing based on each individual organization’s operating reserves policy.

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 [[Special:MyLanguage/<tvar|link>Grants:PEG</>]].
I verify that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities yes


Once this proposal is complete, please sign below with the usual four tildes. No changes should be made to the documents after the the deadline for proposal submission for this round passes without written permission from FDC staff. Proposals will be considered submitted once the deadline for proposal submission for this round passes, unless a proposal is withdrawn by the organization submitting the proposal.

Nathalie Martin (WMFR) (talk) 23:59, 1 April 2014 (UTC)

Notes[edit]