Grants:APG/Proposals/2013-2014 round2/Wikimedia Norge/Proposal form
- 1 Basic information
- 2 Community engagement
- 3 Reflection on past programs and activities
- 4 Upcoming year's annual plan: strengths, opportunities and threats
- 5 Key programs in the upcoming year's annual plan
- 5.1 The 2011-2015 Strategy - goals and objectives
- 5.2 The 2014-15 Matrix - Strategic Priorities and Programs
- 5.3 Recruiting women
- 5.4 (i) Internal community program (new)
- 5.5 (ii) External GLAM program (year 3)
- 5.6 (iii) External Academia program (new)
- 5.7 (iv) Northern Saami program
- 5.8 (v) Professionalization and Funding program.
- 6 Financials: year-to-date progress
- 7 Financials: upcoming year's annual plan
- 8 Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
Overview of grant request
- 1. In order to support community review please provide a brief summary description of your organization's upcoming annual plan, including focus areas and goals.
- Our annual plan reflects the extraordinary strong response that Wikimedia Norge gets from GLAM community since 2012, with several institutions desiring to partner with Wikimedia Norge to develop joint outreach, sources, and imagery projects to enhance their sharing of public knowledge through the Wikipedia. In just two years, WMNO has assisted institutions in increasing their 'wikipedization' considerably, assisted the recruitment of 4 Wikipedians-in-Residence during 2013, and co-staged several, larger recruitment events and seminars reaching out to 200 professionals in November-December alone. In January, a flagship institution - the National Library - contacted us for a broad cooperation, and let us orchestrate the recruitment that produced a new WiR the same month, who has started 3 months with merely exploring the many possibilities of opening up National Library sources and collections.
- In addition, two institutions of higher education initiated the use of Wikipedia in new Masters programs during January-February, and women recruitment efforts started with the Minister of Culture editing her first article. A highly competent staff of 3 program officers at 1.6 FTEs support the Board in a wide array of initiatives and activities. Film production is ongoing to assist recruitment and tutorial purposes.
- Wikimedia Norge adopted a 2014 Plan this winter, setting forth 5 Strategic Priorities realized through 5 operational programs. The programs are defined to reach the objectives of a combined 625,000 articles, a double number of quality articles, and 1,100 active editors by end-2015; and strategic goals focusing on recruiting more women, academics, and the GLAM community, into the five local Wikimedia projects. Not least, a major, externally funded program will strive to recruit editors and volunteers from the vulnerable and fragile Northern Saami indigenous people language community to the Wikipedia.
- 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.
- In accordance with the strong surge in GLAM attraction and activities, and the newly opening prospects of introducing Wikipedia as a didactic tool in more institutions of higher education, Wikimedia Norge proposes to clearly increase it's FDC funding - from USD 140,000 to USD 432,060, or an increase of 208.6 %. The rationale rests in the substantial progress made during the last year, which includes a clearly successful employment process, flagship institution openings for cooperation, enhanced planning, evaluation and documentation capabilities of the organization, a comprehensive compliance regulation for board and employees, and good financial and general governance. During the last three years, WMNO has managed financials in a rigid way with a steady, controlled accumulation of operating reserves through steady budgetary planning. We also have good and available sources of best practice from WMSE and WMDE to draw on, the WMNO-WMSE interchange is already well established and board and staff members are near to fluent in German which opens for high-intensity exchanges with that chapter during the coming year.
- We will also stress the importance of taking into account the vast travelling and geographic distances that drive costs, high costs of living, and the costs of supporting three language communities, of which one indigenous, with a mere 5 million population. Accordingly, Norway attracts substantial sums of donations to the WMF every year, an far in excess of the sums we request through this application, indicating exactly the combination of record-high costs, and donations.
Note the FDC Framework funding guidelines on the rate of growth of year-over-year FDC allocations. These guidelines relate not to an organization's overall budget growth, but rather to movement resources (that is, what the organization received through Annual Plan Grants through the FDC process or what the organization retained via payment processing in the prior funding cycle).
|Organization information||Legal name of organization||Wikimedia Norge|
|organization's fiscal year (mm/dd–mm/dd)||01/01-12/31, and 07/01-06/30|
|12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)||07/01/14-06/30/15|
|Contact information (primary)||Primary contact name||Erlend Bjørtvedt|
|Primary contact position in organization||Vice chairman|
|Primary contact username||Bjoertvedt|
|Primary contact email@example.com|
|Contact information (secondary)||Secondary contact name||Jarle Vines|
|Secondary contact position in organization||Board member|
|Secondary contact username||Jarvin|
|Secondary contact firstname.lastname@example.org|
*Timeframe should ideally be for a 12 month period that begins after the FDC decision.
Currency requested: NOK
- Currency requested is defined as the currency in which you wish to receive funds (e.g., EUR, GBP, INR). Note that the FDC makes grants in local currency when possible.
Exchange rate used (currency requested to $US): 6.01796
- Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.
|Total annual expenses of organization||3,132,500||520,550|
|Amount proposed to the FDC for the coming year's annual plan||2,600,000||432,060|
|Amount to be raised from non-FDC sources||600,000||99,705|
|If applicable, amount of FDC funds allocated to organization last year||822,000||140,000|
This section provides the FDC an overview of your organization's work with your members, with 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)?
- Wikimedia Norge currently has 70-80 members. The members have been involved in Annual Assemblies, regular events, annual Christmas gatherings, monthly edit-a-thons, and received regular newsletters with information on various events. There is an annual Wikipedia Academy with a 35-100 attendence each time. The most attractive community offer from Wikimedia Norge, are the weekly prizes and the infrastructure provided for running and awarding weekly article competitions. WMNO grants prizes of c. 50-100 USD every week, and extended prizes at special occasions (at the March 8 Womens Day competition, awards were Lady Gaga tickets and USD 400 in other prizes). Board member Dan Mikael Heggø has extended the focus on article competition by coding a program / script that runs, registers, counts, and attributes points to editors in contributions, and the system has been exported to Finnish Wikipedia. Every week, 5-10 editors typically take part in the article competition.
- During 2013-14, most event attendees have been non-members, because of extended outreach. Wikimedians-in-Residence have organized several editing evenings, source safaris, etc. Clearly more than half of the members have taken part in organized activities. Norway has long distances (2.000 km, or 1.300 miles, across), and members are very dispersed with hubs in Tromsø, Trondheim, and Oslo. This makes physical meetings for all the members demanding, and members from the most remote parts typically have one day's travel to events in Oslo. This means that some members virtually never take part in physical events.
- 2. How many volunteers are engaged with your organization’s work? And how are volunteers engaged with your organization’s work?
- Among the 70-75 members, there are 9 in the Board-of-directors, 4 members of the Oversight committee, 2 internal Auditors, and another 6 members have been Wikipedian-in-residence in 2013 (of which one is also board member). This means that 20 members have been involved in organized chapter work. There have been a few, very occasional, informal gatherings locally in Bergen and Tromsø. There have been 1-3 photo safaris in occasion of every Wiki Loves Monuments competition.
- 3. How does 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?
- The chapter regularly consults the Wikipedia community at the local "Signpost" sites on major issues. Members are invited to submit ideas through regular newsletters, and members involve deeply in the community and follow all "Signpost" debates. The active environment is small and transparent. There are 70-80 WMNO members, about half of them overlapping with the 60-80 "heavy editors" with > 100 edits per month. A large number of admins are members, and almost all the bureaucrats.
- 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?
- The chapter supports Wikipedia in Bokmål, Wikipedia in Nynorsk, Wikipedia in Northern Saami, and Wikimedia Commons. There is also some activity at Wikibooks and Wictionary, but WMNO has given little focus to this project.
Reflection on past programs and activities
- 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.
- The formidable, almost explosive release of positive initiative and interest from the GLAM sector in Norway, after 2-3 years of targeted approach from the Wikimedia movement individuals and chapter. It has resulted in the approved release of perhaps 250,000 - 300,000 historic images to free licensing (including the 100,000 Wilse collection of which only some 1,000 yet uploaded), five institutions installing Wikipedians-in-Residence, 50-100 editing training courses held, and (since 2014) an initiative from the cournerstone National Library to explore systematically how it can support free information through the Wikipedia in Norway.
- The employment of a staff of three employees on together 1.6 FTEs, proved to be a very good choice. The three new colleagues work extraordinary well together, their are self-going and have a lot of initiative. Apart from being independent, they also supplement each others skills in a very good way. They have learned the "wikipedian ways" very quickly, and got quickly up to speed with everything from editing instruction to meeting institutions on their own. It is undoubtedly right to conclude that the choice of employees was a "bulls eye". The recruitment committee consisted of the three most experienced board members from professional life, chosen from their experience as one union leader, and department leaders from industry and services. The board let the 3 member strong recruitment committee do the hiring and the pick from A to Z, which probably contributed to a strong focus on qualifications and dedication from the 100+ applicants.
- Wikimedia Norge launched a March 8 Women's recruitment and article contest around February 2014, with several elements:
- Wiki workshops at GLAM institutions with specifically large proportions of employees being female (Folkemuseet, Preus Museum), the first summed up by a blog posting of a completely new contributor (link), and the last event focusing entirely on writing on the topic of female photographers (link).
- A writing contest on women issues and topics over 2 weeks, yielding 592 new articles, 1.537 sources, and 50,962 words to relevant articles, using the specially developed contest measurement program (link).
- A writing relay for women, starting with the female Minister of Culture of Norway, Mrs Torhild Widvey, passing the relay on to the CEO of the Confederation of Norwegian Enterprises, Mrs Kristin Skogen Lund (link).
- The recruitment part attracted 35 new editors to wiki workshops on February 26 and March 26, of which approximately 60-70 per cent were women. The March 8 women topic article contest, even though attracting mostly men, brought more new articles than any other article contest ever, after having arranged these once a week for several years. The media and other attention around the writing relay for women contributed to lift the visiting numbers for WMNO's blog and Facebook outlets, of which the last one grew during the one month from typically 100 posting visits, to regularly more than 350 and up to 500 posting visits.
- The very strong and strategic focus on Wikipedians-in-Residence since the summer of 2013, have yielded substantial results. We have had 6 individuals as WiR's during the autumn, and five of those still perform in-house or from-outside assistance to their GLAM institutions (the National Library, the Directorate of Cultural Heritage, the National Archives, Oslo Museum, the Norwegian University of Technology and Science, and the Norwegian Museum of Cultural History). The persistent work of WiR's secured a lasting involvement among several institutions who have staged large-scale Wikipedia seminars, expert writing circles, and hackatons. Approximately 10,000 new historic heritage photos have been uploaded to Wikimedia Commons. Maybe the greatest single success was the full-day Wikipeedia Seminar for the GLAM sector attracting 150 sector experts in Oslo, with 5 Wikipedia and WiRs on the lecture list (Sebastian ter Burgh (WMNL), Axel Petterson (WMSE), Erlend Bjørtvedt (WMNO), Kjersti Lie (No), Knut Hjelleset (WMNO), addressing institutional experts from all over Norway (link). This was staged under the Arts Council Norway umbrella with whom we have had a co-operation agreement since 2012. The generally high interest from the sector has led to many new openings for important cooperations, from the Labour Movement Archives, Nordland Museum, the Technical Museum, and others. Writing circles have been established at the Directorate of Cultural Heritage, the Bergen City Archives, the National Library (in the making), etc.
- In record time, Wikimedia Norge produced a promo film for TV and social media purposes, with limited budgetary means. A 2 minutes version and a 30 seconds version is produced, with a simple and targeted message in the first one ("people have written 500,000 articles in ten years - come join us"), and more elaborate messages in the extended version. The two films are taken with contributors all over Norway, with a low travelling and production budget of USD 9,000. It was produced during March by our staff and will be released at the house-warming party at April 25, and the Annual Assembly of April, 26.
- In January and February, while getting the help from three new employees and dedicated volunteers, not least Wikipedians-in-Residence, to stage a number of well-visited wiki workshops and hackatons, the number of new editors seems to having stabilized and >100 editors having increased (an average 75, vs. 68 in 2013), while the number of new articles per day doubled in January (168, vs. 74 in 2013) and February (92, vs. 52 in 2013). This may have several reasons, but the clearly intense media and event outreach those months probably contributed. A new situation is that there is at the same time both a good influx of new contributors, and a strong growth in article production, which were previously observed as an inverse relationship - not least in the autumn of 2012 when intense WMNO training activities brought record-high recruitment combined with low production (editors trained the newbies).
- 2. What are the programs or activities that did not work for your organization in the past? What did you learn from those experiences? What changes were made after learning from these experiences?
- We had great hopes of creating a social and professional community for the Norwegian WiR's, and added this as one of the four focus programs in the 2012-13 Round 2 submission. However, it appears that it is more demanding to achieve this, then first assumed. The WiR's are of very diverse age (19 to 70) and life situation (students, a member of parliament (!), and two senior citizens) and quite busy. They have taken part in larger events and staged events at their institution, but we have not succeeded in creating a more rewarding environment for them. In some ways, it seems that some WiRs quickly get internalized in their new institution and have a busy agenda there. This was discussed with Wikimedia Sweden and Wikimedia Finland in December, with ideas to create some Nordic interchange or events that might be more attractive, to get more fruitful information and perspectives from the WiRs. We will explore this more in a Nordic setting, but we will probably not shoulder any major initiative neither nationally, nor in the Nordics, but rather spend resources in more effective ways.
- Hiring staff as undoubtedly more time-consuming than anticipated, along with following up paid staff both as an employer and with respect to daily communication. Board members are all full-time employed elsewhere, and we chose a model with employees on equal footing reporting to the board, and not to an employed leader. This was a deliberate choice, based partly on the experience of similar chapters, but in the intermediate run an employed leader would definitely increase the efficiency of the work of both employees and board members.
- Wiki Loves Monuments was brilliantly organized technically, but marketing fell short of the technical effort. The Wikipedian-in-Residence at the Directorate of Cultural Heritage organized updated site lists and a renewed mobile app that integrated much better heritage site listings, categories, and information. However, the board did not find personal resources for good marketing, and the result was marginally fewer participants than last year. Even though WLM was not a high-priority area, it adds to one of the ten strategic objectives, and deserves a better organization. The main change will be to attach more resources and renew the concept considerably in order to attract participants. First of all, planning will start earlier and combine the forces of GLAM institutional partners and the norwegian Commons community in a better way. A new idea for WLM will be explored during 2014 (below).
Completed fiscal year Current year Upcoming year Link to current mission statement of the organization Not required. "Vision" - "Mål første halvår 2014" Not required. Link to annual plan, including a budget. Plan - Budget Plan - Budget Annual Assembly in late April Links to community discussions around each annual plan. Strategy - 2 (nn) - 2 - 3 (nn) - 3 - 1 (WA) - 2 1 - 2 - 3 (nn) Annual Assembly in late April Link to annual report, including a financial report. Report - Q1 - Q2 - Financials Not required. Not required. Links to relevant strategic planning documents. Strategy 2011-2015 Plan H1 2014 Annual Assembly in late April
Link table details, if necessary:
- The Annual Plan for 2014-15, and the Budget for 2014 and 2014-2015, will not be submitted by the Board until later in April, two weeks ahead of the Annual Assembly (April 26). The documents will be posted to the discussion page of this submission as early as possible.
Upcoming year's annual plan: strengths, opportunities and threats
- 1. What organizational strengths enable your organization's plan (e.g., leadership, program planning and goal-setting, program expertise, experience with programs, governance structure)?
- Exploring strategic, SMART goal-setting in the 2011-15 Strategy and the 2014 Plan.
- Board has approved a strategic (goal-centric) plan with a matrix-based responsibility setup.
- A clear will and dedication to explore new tools to improve strategic planning and implementation.
- Several board members have substantial experiences from organizations, labour unions, and companies.
- Professionalism in recruitment and employment, experienced recruiters within the board.
- 2. What external opportunities enable your organization's plan (e.g., socio-political contexts, community engagement, ability to raise external funds)?
- A very strong and enthusiastic interest in Wikipedia in the GLAM sector all over Norway.
- GLAM institutions contacting WMNO for cooperation on their own account, without being asked.
- A possible awakening of the interest among university colleges to utilize Wikipedia in education.
- A sense of competition among the fresher, and the more traditional incumbent universities who officially proclaim SNL 'their' encyclopedic project.
- A possible opening of broader higher education outreach, as the University College of Lillehammer has agreed to open two Masters of Art programs for didactic use of Wikipedia in 2014.
- A renewed resource for a Northern Saami project, insofar as both WMNO and WMFI now have Saami-related professionals in their boards who are eager to initiate an outreach program.
- The employment of an experienced film producer who is capable of producing video material for training and recruitment purposes.
- 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?
- Structural difficulties in measuring results in Wikimedia chapters, where evaluation often take the form of measuring inputs rather than outputs, and deceiving boards and staff to misinterpret progress. Especially in GLAM and Academia outreach, measuring progress and success is complicated.
- An inherent weakness in the fact that members, and hence board candidates, are still rather few and divided by vast geographic distances. With 2,000 km (1,300 mi) of travelling distance some board members hardly see each other during the year! Currently, we are only starting to raise the serious debate over more intense membership recruitment, and we have started to have at least some physical, non-skype board meetings in our new office.
- The continuing competition from SNL over public funds and focus, which means that experienced encyclopedic editors are divided between two 'camps'. We have approached the SNL with an open mind, inviting them to our events, but there is limited openness in return.
- A lack of culture for recruiting members, as apart from the high willingness to recruit wikipedians, creating imbalances in the longer run.
- A substantial reliance on the experience and workload of few board members, and geographic distances creating some barriers against day-to-day communication.
- A very limited and fragile editing community in Northern Saami, making outreach activities hard to start up as there are few ambassadors in that language region.
- The general decline in the number of editors has been felt in Norway, too, since 2012 or earlier. The decline seems halted now, and article production seems to increase, but the Strategy objectives of increased participation and more editors are clearly threatened by the underlying, negative trend that efforts and outreach struggle to neutralize. We have met this with a strong emphasis on training and recruitment outreach.
Wikimedia Norge has approved a five-year Strategy 2011-2015, which sets 10 specific goals and objectives to be met by the end of 2015. The Strategy is an application of the Foundation Strategy, and localizes the global goals and objectives defined by the WMF.
The 2011-2015 Strategy - goals and objectives
The 2011-2015 mission, goals and objectives to be reached by the end of 2015, are:
- Mission: Wikimedia Norge shall be the leading, Norwegian organization for individuals who believe that sharing knowledge and open knowledge brings society forwards. We shall be a visible advocate of open and independent knowledge sharing. We shall contribute to Norwegian information and public data being made available to a global public in free licenses.
- Objective: Wikipedia shall offer Bokmaal readers at least 500,000 articles, and a doubling of today's 840 quality-assessed articles and lists.
- Objective: Wikipedia shall mobilize at least 2,000 editors and 1,000 active editors (> 5 eds / month) in Bokmaal.
- Objective: Wikipedia shall offer Nynorsk readers at least 120,000 articles.
- Objective: Wikipedia shall mobilize at least 300 editors and 100 active editors in Nynorsk.
- Objective: Wikipedia shall offer at least 5,000 articles in Northern Saami.
- Objective: WMNO shall support a viable editing community on the Northern Saami Wikipedia.
- Objective: Wikimedia Norge shall contribute to more female editors than today, on all language versions.
- Objective: The Norwegian language versions of the Wikipedia and other Wikimedia projects shall receive a markedly larger amount of images, especially by releasing public imagery deposits in free licenses.
- Goal: Wikipedia shall offer Bokmaal and Nynorsk readers the quantitatively, and qualitatively, best Norwegian encyclopedia in all relevant fields of knowledge, including in fields that are the focus area of competing, comprehensive encyclopedias.
- Goal: The Norwegian language versions of the Wikipedia shall, at any given time, have a maximum user-friendly interface and availability on both mobile, and fixed platforms.
The strategic goals and objectives' attainment has been regularly evaluated by the board, and the 2014 Plan conducts detailed evaluation and progress, with estimations towards future (2015) actuals for each parameter. The evaluation by late 2013, reveals that objectives will be met for article production, but attainment is not currently underway for editor recruitment and quality articles and lists. Goals related to women editors and quality versus competitors, have not had any parameters measured.
The 2014-15 Matrix - Strategic Priorities and Programs
Wikimedia Norge applied for the funding of four programs from the FDC in 2012-13 Round 2, but was allotted only half of the requested funds, and therefore had to reshuffle programmatic planning altogether. The board utilized the 2014 Plan and deliberations with the community, to set up five Strategic Priorities for 2014, which should structure the attainment of altogether 15 overall goals and objectives for 2015 (above).
Strategic Priorities 2014:
- A. Collaborative culture on the Wikipedia, including community support - responsibility: Board + Staff
- B. Thematic scope in article cover, including women topics outreach - responsibility: Board + Staff
- C. Quality enhancement of content on the Wikipedia, including academia - responsibility: Board + Staff
- D. Northern Saami Wikipedia, including publicly co-funded projects - responsibility: Board
- E. Professionalization and funding, including organization and media - responsibility: Board + Staff
All the 10 goals and objectives (above), and a few new ones, were then fitted into these five Strategic Priorities, and then sorted between an (i) Internal community program, (ii) External GLAM program, (iii) External Academia program, (iv) Northern Saami program, and (v) Professionalization and Funding program. This gives a matrix-based scheme broken down into 44 identified actions, corresponding responsibilities, and evaluation.
The five Strategic Priorities (A-E), sorting a total of 15 goals and objectives with 44 identified actions, for 2014 are:
- A. Collaborative culture on the Wikipedia, including community support
- 1.Internal: Wikipedia shall mobilize at least 2,000 editors and 1,000 active editors (> 5 eds / month) in Bokmaal.
- 2.Internal: Wikipedia shall mobilize at least 300 editors and 100 active editors in Nynorsk.
- B. Thematic scope in article cover, including women topics outreach
- 3.External: Wikipedia shall offer Bokmaal readers at least 500,000 articles.
- 4.External: Wikipedia shall offer Nynorsk readers at least 120,000 articles.
- 5.External: Wikipedia shall offer at least 5,000 articles in Northern Saami.
- 6.External: Wikimedia Norge shall contribute to more female editors than today, on all language versions.
- 7.External GLAM: The Norwegian language versions of the Wikipedia and other Wikimedia projects shall receive a markedly larger amount of images, especially by releasing public imagery deposits in free licenses.
- 8.External GLAM: Wikimedia Norge shall facilitate to reach 10 Wikipedians-in-Residence by 2015.
- 9.External GLAM: Wikimedia Norge shall cooperate with 2 more, major institutions in 2014
- C. Quality enhancement of content on the Wikipedia, including academia
- 10.External academia: Wikipedia shall offer Bokmaal readers a doubling of today's 840 quality-assessed articles and lists.
- 11.External academia: Wikipedia shall offer Bokmaal and Nynorsk readers the quantitatively, and qualitatively, best Norwegian encyclopedia in all relevant fields of knowledge, including in fields that are the focus area of competing, comprehensive encyclopedias.
- 12.External academia: Wikimedia Norge shall identify 1-2 university colleges and initiate cooperation, in 2014.
- 13.Internal: The Norwegian language versions of the Wikipedia shall, at any given time, have a maximum user-friendly interface and availability on both mobile, and fixed platforms.
- D. Northern Saami Wikipedia, including publicly co-funded projects
- 14.Northern Saami: WMNO shal support a viable editing community on the Northern Saami Wikipedia.
- E. Professionalization and funding, including organization and media
- 15.Professionalization: Strengthen communication, community support, membership recruitment, and funding of WMNO.
The 15 main goals and objectives, the action framework and responsibilities, are distributed into these five Strategic Priorities and five programs for 2014. There are altogether 44 identified actions in the matrix, each with one or two responsible. The matrix form means that for example the goal of attracting more female editors, has specified actions both under the Internal program, the External GLAM program, and the External Academia program. This means that the Women Outreach Officer works regularly with both the GLAM Outreach Officer and the Media and Education Officer. This secures much cross-functional teamwork, with normally two people collaborating on each project or action. That can be two hired staff, or one staff and one board member.
The board has repeatedly stated the strong urge to recruit more women as editors to the Wikipedia. In Norway, as long as one gender-split-generating program ran on the toolserver until recently, Bokmaal had 7-12 % women and Nynorsk had 25-35 % women among their editors, among gender-registered users. As of today, one staff at 20 % FTE is responsible for solely working with women recruitment, including the editing relay, the March 8 editing competition, etc. The board agrees on increasing this focus considerably, as an integral dynamic of the Internal community program (create a collaborative culture that is welcoming women), the External GLAM program (increase thematic scope), and if possible, of the External Academia program. Already, the part-time Women Outreach Officer works closely with the GLAM and Media & Education Outreach Officers to integrate the gender perspective in their efforts. This has been highly successful, with events thus far attracting a female majority of both lecturers and participants. This is a ascending trend in our programmatic work.
(i) Internal community program (new)
(ii) External GLAM program (year 3)
(iii) External Academia program (new)
(iv) Northern Saami program
(v) Professionalization and Funding program.
Financials: year-to-date progress
"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.
- 07/2013 - 02/2014 (July-July Budget)
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) 1,100,000.oo 182,790.oo 393,867.oo 65,450.oo 910,000.oo 151,220.oo Spending 1,090,000.oo 181,125.oo 345,292.oo 57,375.oo 870,000.oo 144,575.oo
Table 3 details, if necessary:
- The 2013-2014 Round 2 funding from the FDC, is only registered in our accounts as a revenue as it is being spent, i.e. "Residual funds" are at any given time not accounted in the Actuals but rather kept in the Balance Sheet. As FDC funds are being spent, the Balance Sheet post "Residual Funds" is being activated accordingly with spending.
- Of the revenues year-to-date of NOK 393,867.oo, a total of NOK 361,634.ooo derives from the FDC grant, whereas NOK 32,233.oo come from other external sources and members (including NOK 15,000.oo from Arts Council Norway).
- Further funding requests in the making, are:
- NOK 50,000 from the Savings Bank Fund, submitted in February
- NOK xxx,000 from the Ministry of Culture, when a promised NOK 5 mio encyclopedia funding is opened for submission (2014)
- NOK 500,000 from the Saami Thing (Sametinget), which has it submission deadline on September,1.
Financials: upcoming year's annual plan
- 1. Please link to your organization's detailed budget on this Wiki or in a publicly available spreadsheet file.
- The 2013-2014 detailed budget is to be found here.
- The 2014-2015 budget will not be presented until latest April 12, and approved latest April 26, at the Annual Assembly. As last time, we will have to post next year's budget shortly after submission. The below details are, therefore, not approved by the Annual Assembly, but will constitute the board budget proposal to the Assembly.
- 2. Beyond the Wikimedia movement, does your organization currently receive or expect to receive financial support from external donors?
If so, the FDC staff will request contact information and your permission to contact the donors.
- We expect financial support from the Ministry of Culture, which will grant a total of up to NOK 5 mio for encyclopedic projects in Norway in 2014 (expected in the May 2014 Revised State Budget).
- We expect financial support from the Saami Thing (Sametinget) of up to NOK 500,000 for a Saami project, the project application deadline is September, 1, 2014. We have had funding from them earlier, until 2012.
- We might get a grant from the Savings Banks Fund (Sparebankstiftelsen), from which we submitted a NOK 50,000 request in February, 2014.
- 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)?
- NOK 150,000
- 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)?
- NOK 50,000
- 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.)
- Estimate 250% FTE spent on programmatic work. Administration and legal will be funded by existing and new sources (program v.).
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)
Revenue source Anticipated (in currency requested) Anticipated (In $US)
WMF-FDC 2,600,000 432,060 Ministry of Culture n.a. n.a. Saami Thing 500,000 83,080 Members, donations, sales, etc 100,000 16,615
Table 4 notes, if necessary:
(Table 5 not used)
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.
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 GLAM Outreach & General Officer 1 100 % 1 100 % The current GLAM Outreach Officer conducts administrative and all other work not related to women outreach or academia, including updating social media, etc. We intend to keep this work mix in the employment of one staff, with 50% GLAM Outreach assignment (program ii), 30% community support assignment (program I), and 20% media and outreach assignment connected to professionalization (program v). Women Outreach Officer 1 20 % 1 50 % We intend to expand women recruitment assignment from 20 % to 50 %, given our strategic focus on this objective (mostly program I, but partly program ii). Media & Education Officer 1 40 % 1 or 2 100 % We will introduce a new External Academia program (program iii), with a 50 % assignment, and hire one more person, or convert the current employment to a full FTE, by adding the tasks related to 20 % community support assignment (program i) and a 30% media and fundraising assignment connected to professionalization (program v).
*Please include estimates of the percentage allocation of staff members and long-term contractors. For example, for full-time staff, you would put 100% in this column. For half-time staff, you would put 50% in this column.
Table 6 notes, if necessary:
Summary of staff and long-term contractor expenses
In currency requested In $US Percent increase Current staff expenses 970,000 161,200 Proposed increase for current staff expenses 30,000 4,985 3.0 % Proposed increase for new staff expenses 562,500 93,475 56.25 % Total staff expenses 1,562,500 259,650 61.5 %
Table 7 notes, if necessary:
- Current staff expenses are computed from the employed 1.6 FTE staff, during one year (2014-2015), i.e., given a continuation of today's employment level. However, the current staff is only employed for half a year during the current fiscal year 2013-2014, which means that actual costs are only approximately NOK 490,000. However, the increase from today's 1.6 FTEs to next year's 2.5 FTEs would be a 56.25% expense increase, or 61.5 % increase of staff expenses when a 3.0 % wage increase is included. The ongoing wage negotiations in Norway make for a 3 per cent nationwide, bottom wage increase.
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.
Program / initiative In currency requested In $US Program i - Regional Outreach Events 50,000 8,310 Program i - Monhtly Wiki Workshops 20,000 3,320 Program i - Competition prizes 20,000 3,320 Program i - Mini-grants 50,000 8,310 Program i - Outreach material, community 50,000 8,310 Program i - Photo and film hunts 10,000 1,660 Program i - Film project tutorial 50,000 8,310 Program ii - Wikimaps Nordic costs 25,000 4,155 Program ii - Wiki Loves Memories development 100,000 16,615 Program ii - Outreach material GLAM 25,000 4,155 Program iii - Academic competition prizes 25,000 4,155 Program iii - Wikipedia Academy in Tromsø 100,000 16,615 Program iv - Northern Saami program 500,000 83,100 Program v - Omnibus surveys CATI 100,000 16,615 Program v - Film and new media 100,000 16,615 Total program expenses (should equal the sum of the rows) 1,225,000 203,565
Table 8a notes, if necessary:
- In addition, a corresponding program will be carried out if part of the Ministry of Culture encyclopedic funds are granted to WMNO.
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.
Operating resource In currency requested In $US Travel costs, board etc 150,000 24,925 Office cost 100,000 16,615 Rental costs, etc 30,000 4,985 IT and communication costs 20,000 3,320 Accounting, auditing 20,000 3,320 Nordic Chapter meetings 20,000 3,320 Banking costs, etc 5,000 830 Total program expenses (should equal the sum of the rows) 345,000 57,330
Table 8b notes, if necessary:
Summary of total revenues and expenses
In currency requested In $US Total cash balance as of proposal submission 90,000 14,955 Total revenues 3,200,000 531,765 Total spending 3,132,500 520,550 Net (revenues less expenses) 67,500 11,215 Operating reserves,* if applicable 157,500 26,175
*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.
Table 9 notes, if necessary:
Additional budget questions
Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities
Enter "yes" or "no" for the verification below.
- The term “political or legislative activities” includes any activities relating to political campaigns or candidates (including the contribution of funds and the publication of position statements relating to political campaigns or candidates); voter registration activities; meetings with or submissions and petitions to government executives, ministers, officers or agencies on political or policy issues; and any other activities seeking government intervention or policy implementation (like “lobbying”), whether directed toward the government or the community or public at large. Grants for such activities (when permitted under U.S. law and IRS regulations) should be sought from the Wikimedia Foundation Project and Event Grants Program.
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.