Grants:APG/Proposals/2014-2015 round2/Wikimédia France/Proposal form

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Wikimédia France received a funds allocation in the amount of €540,000 in 2014-2015 Round 2. This funds allocation was recommended by the Funds Dissemination Committee on 1 June 2015 and approved by the WMF Board of Trustees on 30 June 2015.

Contents


If you need to review the edit instructions you will find them in the editintro.

  • Use this form if you are eligible to submit a proposal in the current round, to request funding in the current round.
  • This form must be published on Meta by the proposal submission date for each round to be considered, and no changes may be made after the submission date without staff approval.
  • This form complements your organization's annual plan, detailed budget, and strategic plan. It won't be considered complete without those documents.
  • Organizations may apply for a funding period that does not exactly match their fiscal years. Follow the instructions carefully to understand what time period each question refers to.
  • Refer to the framework, guidance from the Board, and the FDC's recommendations before using this form, so you have an understanding of the Annual Plan Grants process.
  • Please Email FDCSupport@Wikimedia.org with questions about using the form.

A few terms used in the form:

FDC proposal form terms Wikimedia terms Learning & Evaluation terms


Overview - logo for Wikimedia France.png Overview


1. In order to support community review, please provide a brief description of your organization's work in the upcoming funding period that can be used as a summary of your proposal. (This should be about 200 words, and should be easy for anyone to understand.)

Wikimédia France’s action in 2015 will follow six axis, as outlined in our action plan. We will strengthen our partnerships by linking them to training sessions, focusing overall on “training the trainers”, and furthering our work on less explored sectors (e.g. sports, gastronomy, SSE) and movement priorities like diversity. Consistent with our vision of a volunteer-led organisation, we will work on the autonomy and empowerment of existing local groups, through the development of an organization by region, financing local projects, and partnering with local authorities. In the same way, we will further develop our support services to our members, e.g. by setting up more contributor spaces across the country and facilitate our photographer’s work. Realising that activities and communication go hand in hand, we will continue reaching out to the general public through competitions (like Wiki Loves Earth) or the presence at national fairs, developing our overall media coverage. At the international level, we will also work to increase the sharing of knowledge with the rest of the movement and introduce practical actions to support the production of content linked to the countries of the South. Finally, we will strive to boost our image, by increasing communication with donors and public alike, both in traditional (print, events) and innovative ways (viral videos and crowdfunding campaigns). This will also be achieved through the constant work on our quality policy, which underpins all of our actions.


2. Name, fiscal year, and funding period.
  • Legal name of organization: Wikimédia France, association pour le libre partage de la connaissance
  • Organization's fiscal year: 07/01-06/31
  • 12-month funding period requested: 07/01/15-06/31/16
  • Currency requested: Euros
  • Name of primary contact: Nathalie Martin


3. Amount requested.

Kindly use the currency exchange rates provided by the FDC staff. Also, please use the following numerical format: 1.11903

Table 1

Currency requested (Euros) US$ (⨉1.11903)
Total expenses for the upcoming year 1,017,845 1,139,000
APG funding requested for the upcoming year 600 000 671,418
Amount of funding received from WMF for the current year 600,000 671,418


4. Please explain your organization's rationale if your revenues or total annual expenses will change significantly this year.
  • Our annual expenses and revenues will not significantly change this year, we have set a growth limit at 6% and we are requesting the same amount from the movement as in the previous year.



Community engagement - logo for Wikimedia France.png Community engagement


This section provides the FDC an overview of your organization's work with volunteers and online contributors.

1. Which Wikimedia community or communities does your organization work with most closely, and which online Wikimedia project or projects does your organization's work support?

We are supporting the communities linked to all Wikimedia projects.

We are also working with the communities linked to project environments:

  • the other Wikimedia organizations
  • the Wikimedia Foundation
  • the French-speaking Wikimedia organizations
  • dedicated groups of stakeholders (e.g. Wikimedia chapters' Executive directors group, etc)

Within these, we are working more for: Wikipedia, Wikimedia Commons, Wikisource, Wikidata and Wiktionary.

2. How does your organization know what community members / contributors to online projects need or want? Does your organization conduct needs assessments? How else does your organization consult the contributors and volunteers most involved with its work?

Wikimédia France’s staff communicate on regular basis with the communities for each project. For example, Mathieu Denel and Cyrille Bertin have posted a questionnaire on the discussion spaces and village pumps (such as here fr:wp:Le Bistro/27_février_2015#Avis_des_contributeurs) of all projects with the aim of collecting community input in order to make this proposal.

To go even further, we have, for each priority, described the strategy that we intend to adopt for this issue.


Organization planning and reports - logo for Wikimedia France.png Organization planning and reports

Please provide links to your organization’s planning documents and reports. All of these documents are required unless otherwise indicated.

Your organization's strategic planning documents, past reports, and current annual planning documents, are essential to our understanding of your organization's proposal. If you think you will have difficulty submitting any of these documents with your organization's proposal form by the proposal submission deadline, you should contact FDC staff right away. You may also provide notes to this table here, as well as links to any supplementary documents to this proposal form.

Table 2

Completed fiscal year Current year Upcoming year
Annual plan (including budget) 2013-2014 Action plan Action planCurrent Budget Action planBudget
Community discussion around annual plan Discussions during chapters AGM Discussions during chapters AGM and Chapters strategic retreat Survey posted on village pumps, Discussions during chapters AGM
Annual report (including financial report) Impact report 2012-2013 round2 Not required. Not required.
Strategic plan Please provide a link 2 years strategic plan 2 years strategic plan1


Table 2 notes:

  • 1. Same as current year, it was intended to be a two years strategic plan, it will probably be refined in october.


Financials - logo for Wikimedia France.png Financials: year-to-date progress

The purpose of this section is to give the FDC an idea of how your organization is receiving funds and spending funds against your current plan.

  • Current funding period: This is the funding period currently progress on 31 March 2015, according to the upcoming funding period you defined in the overview section. This is a 12-month period. For organizations new to the APG process, this will be the 12 months before your upcoming funding period (e.g. 1 July 2014 to 30 June 2015).
  • Year-to-date funding period: This is the period between the start of your current funding period and 1 March 2015. This period may be less than 12 months, since its length will depend on when your current funding period begins.
  • Projected revenues and expenses: This is the entire amount you plan to receive and spend by the time your current funding period ends. Your projected year is the same as your current year, which is a 12-month period.

Table 3

Current funding period planned / budgeted Year-to-date funding period actuals Projected end of current funding period
In currency requested In $US In currency requested In $US In currency requested In $US
Revenues (from all sources) 960,900 1,322,942 703,911 969,124 987,749 1,359,903
Expenses 960,900 1,322,942 438,639 603,905 957,059 1,317,650

Table 3 notes:


Programme plan annuel de l'année à venir - logo for Wikimedia France.png Programs: upcoming year's annual plan


This section is about your organization's programs. Please do not include information about your organization's operating activities in this section. You are welcome to provide information about activities like administration, staff and board training, fundraising, governance, and internal IT in another section of this proposal form or in a supplementary document. Please answer all four questions for each program.


Optimising our partnerships

The sectors concerned are: secondary and higher education, GLAM, social and solidarity economy, cultural associations or groups, sport and gastronomy.

The aim of Axis 1 for this campaign is to optimize our partnerships.

Contents
  1. Results of the past year
  2. Presentation of the programme
  3. Quality policy


Results for the past year

Infographie FDC 2014-2015 - Wikimédia France - axe 1.jpg

1
 
Strengths / weaknesses

Over the previous year, 9 new partnership agreements were signed, 5 agreements are currently being signed or drawn up and over 25 other partners have been met; for half of them, an initial action has already taken place with the association (outside the framework of an agreement). Wikimédia France has seen a near-100% increase in the number of its partners compared to the last campaign. Wikimédia France’s activities attract a wide range of groups: cultural associations or groups, local authorities, town councils, education authorities, members of the social and solidarity economy, ministerial working groups or public consultation groups. A recurrent event format is emerging from among the actions carried out to add to Wikimedia projects: edit-a-thons, which are popular with partners and involve the volunteers. This trend should be correlated with the growing external demand for training in contributing to Wikimedia projects. This demand is often prior to or concomitant with the holding of edit-a-thons.

However, the association has taken little time to promote its actions internally or externally, being more concerned with responding to demand and ensuring actions are carried out. Similarly, we lack the ability to step back and formalize methodological tools or policies that could help implement actions and mobilize stakeholders (partners and volunteers) more quickly.

The budget allocated to this axis is commensurate. Even though the actions we carry out are not necessarily costly in financial terms, they account for a considerable proportion of the Wikimédia France association’s activities and are also a major investment in terms of time, employee and volunteer resources. The budget has allowed us to recruit a trainee for 6 months, which is crucial in helping us cope with the time required for preparing and monitoring our priority actions. We have recorded a large number of donations in kind, mainly during edit-a-thons, where rooms, computer equipment, etc., are regularly made available to us for free.

2
 
Differences / similarities sought for the forthcoming campaign

During this campaign, a large number of actions were carried out that had not been planned (seized opportunities). This had three causes: the transition with the previous employee team, which did not allow us to use the whole of the new employee team to draw up the previous demand; the reorganization of the activity and the increase in employee numbers, which enabled us to deal with incoming requests; the lack of criteria for prioritizing these incoming requests (apart from members’ enthusiasm for and interest in these actions).

Another feature of this campaign is that several “in-depth” actions made little progress (or moved forward more slowly than expected). The essential aspects of formalization (e.g. in the form of practical factsheets or “learning patterns”), capitalization and sharing were not covered as effectively as they should have been.

3
 
Lessons learned

The involvement of members of the association (and future members) and of the community of contributors is essential to this axis. Volunteers are central to the association and their involvement is crucial. We realize that the involvement of members from the beginning of an action (when the first contacts are made, etc.) is vital to their commitment and to the monitoring of the action, particularly with regard to partnerships. This involvement then leads to emulation within the association and contributors and is a major factor in the success of an action. We have collected this information into a learning pattern, “Pedagogical scenario implementation”, presenting a partnership in the process of being drawn up, the obstacles we have to face and the means used to do so.

Presentation of the programme

1
 
General presentation

We want to reinforce the identification of trainers in the regions. We see it as a priority to train future trainers, who are experts in a theme or professionally in charge of training. We would like to be able to regularly organize training sessions for a group of stakeholders at a given moment, in order to capitalize on training time. This is why we believe it is essential to make contact with decision-makers (educational managers, digital technology departments and heads of schools). This year will also be a time to think about developing distance training (e-learning) through the provision of training modules. Volunteers are already working on actions (WikiMOOC) that will require our full support in terms of promotion and dissemination. But we are looking to work together on areas for development (e.g. by making use of the scientific committee) in the field of e-learning. We need to take into account certain special features specific to Wikipedia, including the fact that, as a tool, its interface is updated.

In addition to frequent requests for training sessions, we receive a large number of requests concerning the organization of events in the sectors that make up axis 1 and are historically linked to the movement. The association does not capitalize enough on these actions and we would like to further promote the actions we carry out. Here are a few examples of levers: make an event out of the signature of partnership agreements and combine them with other high-profile events; make more use of the communication channels of partners with a high media profile; nurture the editorial strategy of the Wikimédia France blog and systematically relay any news. The issue of promotion obviously requires activity linked to media relations (see Axis 6). It should not just be external. In the axis 1 activity sectors, mainly GLAM and Education, there are a wide range of channels within the movement that Wikimédia France can use more fully. For example, the enrichment of the Education Outreach portal with interviews with pro-Wikipedia teachers and the centralization of educational initiatives.

The Fonds Berthelé was uploaded as part of a partnership with the City Archives, and led to an “illustr-a-thon” with the staff. We want more such connections between partnerships and events.

These training sessions, for which there is increasing demand, go hand in hand with the partnerships signed up during the year. A large number of partnerships include a quota of training sessions that cannot be reduced and many of them are often at the starting point for a future partnership. In short, training sessions and partnerships are closely related.

To keep to the schedule of actions planned and set aside time for key projects, we would need to dedicate 60% of our time to managing planned actions and carrying on existing ones. 30% of our time will be dedicated to formalizing / capitalizing and sharing information. We think we will involve partners in drawing up such content so that it may be re-used outside the movement. For example, we intend to coordinate GLAM partners in drawing up a white paper on good practices for the transition of cultural institutions to digital technology. Finally, 10 % will be used to explore new opportunities (benchmark - monitoring) to capitalize on experience and knowledge management. Another key action would be to reach a consensus on a set of criteria for prioritizing the actions carried out in terms of partnership (impact of the action / visibility of the action / potential for replication / potential for transformation?). These would in fact be regulated and we could therefore fix a limit on the number of partnerships to be managed. We also need to work on our action portfolio, which could be divided up as follows: 60% dedicated to sustaining or renewing partnerships; 20% to new opportunities (which would concern 2 priorities within the movement: Gender Gap and Global South content gap) and 20% to the work of future local groups, so as not to obstruct their development. This would very clearly require us to go out and look for partners who are experts in these subjects (which fits in with the issues linked to Axis 3).

Sports was a strong focus of our last year, notably through our partnership with ASO. We want to continue work in such sectors less mainstream than GLAM and education.

Certain specific sectors such as sport, gastronomy and the social and solidarity economy (SSE), are still not fully exploited and fewer Wikimedians are involved in them in comparison to GLAM and education. We want to continue to experiment with and explore these sectors where there are fewer contributors, with the aim of training communities that are already formed and getting them to contribute. In this respect, the SSE sector is totally representative of a similar community of interests (collaborative economy, social innovation) and under-represented in the content of the encyclopaedia and other projects, and around which literature and research have considerably developed. Furthermore, these stakeholders will offer real added value in creating links with stakeholders in the countries of the South. We are therefore planning to reinforce partnerships with organizations operating in this sector, and prioritize those that already have systems that will allow for rapid synergies. As an example, we could mention the Ashoka Youth Venture, the SSE Lab and the Convergences Forum, with whom we made contact in the previous campaign.

Finally, we would like to discuss a budget allocation to support the development of tools created by the members and the maintenance of existing tools developed within the movement to facilitate certain actions, particularly with the GLAM. This need has been raised by the members. As part of the GLAM partnerships, we must be able to provide our partners with precise information about the impact of our actions, and effectively measure the contributions to Wikimedia projects in terms of content. We would like to act at our level and take part in broader discussions within the movement, concerning, for example, the future of the GLAM Wiki Toolset.

Focus on an action − training priorities

We would like to focus our training priorities on audiences both internal (association members) and external (companies, institutions, associations...). In order to formalize and structure the training opportunities offered to these audiences by the association, we are in the process of finalizing the creation of a training catalogue. The catalogue contains ten training options with factsheets (mainly presenting the aims and the programme) and is for two types of audiences. It includes, for example, training in contributing to Wikipedia, using the upload wizard on Wikimedia Commons, using Wikisource and the book scanner, etc.

For association volunteers we wish to focus on two priorities:

  • The identification and creation of a resource base of trainers in France, inside our volunteers community. This will enable us to provide a better response to requests for training and create emulation in the discussions initiated internally relating to training for different audiences, the definition of educational aims, the way in which we organize edit-a-thons with training time that cannot be reduced, etc.
  • The training of volunteers who would like to be trainers. To train future trainers, we are planning to introduce an action adapted from the "Train the Trainers" module initiated by Wikimedia UK. Our aim is to increase the number of trainers among our volunteers. With these trainers, we hope, eventually, to set up spaces containing resources, guides and training modules. We are also considering taking on someone on civic service (equivalent to a placement) who would be responsible for formalizing training materials and creating training modules for future trainers.

For external stakeholders, we would like to train 3 types of target audiences:

  • Communities already formed and expert in one or more themes (clubs, associations, networks, doctoral students, etc.) linked to the content gap analysis.
  • Groups of individuals already responsible for training in their respective institutions (trainers in the new information and communication technologies, online community coordinators, etc.)
  • Future students and people who pass on knowledge (archivists, teachers, new media representatives, etc.)

As an example of a training request, we were contacted last year by the director of education of a private education group (over 100 private schools across the country). Due to the reorganization of the employee team last year, we were unable to complete the project and would like to be able to do so this year.

The idea is to initially make all school directors of education more aware of the Wikimedia projects and of the special features of each project linked to specialist schools (e.g. Wikimedia Commons for photography schools). We will then set up training sessions for teachers interested in organizing educational actions with their students.

These trainer training sessions will enable us to raise awareness among a new audience capable of responding by setting up educational actions. Two types of audiences will thus be on the receiving end: teacher trainers and students.

2
 
Participation
Link to online/offline involvement

The actions involving members will be automatically reported on a project page on the Wikimedia project concerned, to make them visible to the rest of the Wikimedia community, including non-members of Wikimédia France. We are also planning to give more information about actions before they happen, by posting on Wikimedia project discussion spaces and using channels outside the movement, such as Facebook (particularly for events organized jointly with partners who already have their own community with whom they communicate); and online calendars linked to free culture.

The “PPP” brochure of 2010 was a useful document for GLAM outreach. We want to revise it to present our offer of services to institutions.
Strategy for involving volunteers

The working groups linked to Axis 1 (Education, Research, GLAM) will continue to operate at the rate of a meeting every four months, when possible. But we would also like to experiment with the idea of setting up “sub-projects” so that actions progress even if not all the working group is involved. A good example will be the revision of the "Projects, Partnerships, Perspectives" (PPP) document, which aims to present a differentiated offer of services to cultural institutions.

To try and improve this aspect still further, we could consider the following actions:

  • involving the working group leader more regularly, particularly when devising the FDC proposal
  • make requests for compensations an automatic component of partnership agreements
  • transfer certain types of expertise locally to encourage greater autonomy among members and an ability to learn internal processes
  • incorporate new members by making the association’s actions more clearly understood
  • experiment and explore less usual sectors such as sport, gastronomy, etc.
3
 
Added value for the movement
Learning linked to the programme, for the movement

Interaction with other international stakeholders will be reinforced through more regular discussions with our respective counterparts and in connection with the movement’s various themes (GLAM, Education, etc.). As happened for GLAM in March 2015, opportunities for discussion and sharing of knowledge will be organized in addition to attending international events (Wikimania, conferences, etc.). With this idea of sharing and disseminating knowledge, the various communication channels such as lists and newsletters, for example, will be regularly enriched with information. Wikimedia movement stakeholders will therefore be able to read the latest news of the association and the actions in progress.

Our “Women of Science” edit-a-thons, organised in partnership with the Fondation L'Oréal and spearheaded by former astronaut and Minister for Research Claudie Haigneré was one of several 2014 actions specifically addressing diversity. We want to focus our new partnerships on the movement priorities, Gender gap and Global South.

With the idea of looking for new contributors, we would like to reach out to other audiences through a structured training offer. This training catalogue is currently being finalized and will enable the association and its members to provide training sessions eventually aimed at recruiting new contributors for Wikimedia projects. This formalized training offer is also to be shared with the whole movement and will be used to create learning patterns. We would like to share the way in which we formalize our processes with the different entities in the movement and create exchanges of ideas around them.

Connections with the movement’s priorities

The programme is linked to 3 of the movement’s priorities: bridging the gap between the genres, reducing the global South content gap and helping partners become more autonomous. We are looking to carry out actions aimed at diversifying the content on Wikipedia and the profile of our contributors. Several actions have already been carried out, such as "Women of Science" and "Art + Feminism" but we want to add to these over the coming year. As mentioned above, we also want to prospect new specialist institutions (museums, research institutes, humanitarian associations) likely to provide content and mobilize diasporas from the countries of the South. Finally, during an action with a partner, for example a content upload with a GLAM, we want to give the partner with whom we are carrying out the action greater autonomy through dedicated training time and the offer of simpler tools for certain tasks. It is essential to collect and analyze our partners’ needs in advance and accompany them in learning to use certain tools in order to make them more autonomous.

Quality policy

Depending on our quality approach we measure projects in three impacts (Wikimedia projects, association and society), we defined realistic goals for next year.

Some indicators will have to change to align with the Global Metrics indicators such as the number of bytes for example (we now note the number of edits).

Realistic goals set out in the following Excel table will allow us to write stories with these data.

https://docs.google.com/spreadsheets/d/1SObKX40aP1mrF3VriGoAK8-gyza4SZHkfkZw9SMdeaE/edit#gid=0


The autonomy and empowerment of local groups

The sectors concerned are: developing an organization by region, financing local projects, encouraging links between regions, promoting regional languages, establishing partnerships with local authorities and equipping national networks.

The overall aim of the programme for this campaign is the autonomy and empowerment of existing local groups and networks.

Contents
  1. Results of the past year
  2. Presentation of the programme
  3. Quality policy

Results for the past year

Infographie FDC 2014-2015 - Wikimédia France - axe 2.jpg

1
 
Strengths / weaknesses
Wikimedia France booth in Salon Primevère in Lyon, using material from the communication kit sent to local groups. We want to continue to empower them with all they need for local actions.

The key point of the previous campaign was territorial development and creating a local group structure. From an organizational point of view, the idea of focusing part of the activity specifically on local action initially led to a problem: we were left to respond on an individual basis to all requests from the regions. After a few months of this, we realized that the strategy was unsatisfactory as it led to the only employee resource being monopolized by certain actions and its working time did not allow it to respond to all requests. We therefore decided to try and find a compromise: dividing our time between supporting local actions and deploying systems nationally to help local groups. In this way, we were able to formalize tools such as the local groups guide and the methodology used to design regional action plans. Similarly, a communication kit (made up of flyers, kakemonos, canvases, tablecloths, goodies, business cards, etc.) was handed out to each group to help them in their interactions with the general public.

This transformation affected both the organizational structure and funding. The previous organization had planned to go through the “micro-funding” committee procedure to obtain the budget required to carry out an action. However, the change in this method of funding to the granting of a budget line dedicated to activities in the regions needed time to adapt, which explains why little expenditure was committed over the first quarters. Things are now settling down and we have seen an acceleration in expenditure as the year has gone by.

Finally, the internal structure of the groups has become clearer with the choice of a referent per region (17 regions have a referent). Previously, the only way for volunteers looking to take responsibility within the association to get involved seemed to be in the executive board. With the emergence of referents and local actions with media impact, volunteers looking to take more responsibility, but who are not attracted by governance or organizational issues, can now find what they want. Particularly as these special stakeholders (special for their commitment) are very broadly associated with the choice of strategies adopted by the association. For example, they are taking part in the “strategy” weekend this year.

2
 
Differences / similarities sought for the forthcoming campaign

Our first change for the forthcoming campaign is mainly organizational. We have chosen to dedicate part of the time of the new special funding and participation advisor to coordinating the network. The Wikicheese action and the subsequent crowdfunding operation have shown that mobilization around a crowdfunding operation can create enthusiasm not only among our volunteers and contributors but also among the media and partners. We are also convinced that setting up these funding systems can add to the strength of the movement and make civil society more interested in our projects. We are also aware of the methodological interest of our approach and have decided to bring a doctoral student into the team whose research subject is precisely the structuring of territories to improve volunteer participation. This new employee will be able to help us with the strategic formalization of the system and also share regional support with the current employee. This is particularly important as, in 2016, France is to see changes to its administrative divisions. There will therefore be a need for the newly-created entities to communicate. We must take advantage of this to develop our actions towards these regional authorities. For the time being, our work on this axis is alternating between innovation, experimentation phases and capitalizing on and disseminating effective solutions. This is the result of the initial work that we have listed in the practical guide for local groups. For these reasons, and despite the planned increase in employee time, we would like to carry forward the previously-allocated budget at the same level.

3
 
Lessons learned

We are convinced that the French experiment can be duplicated if we can provide the means to dedicate time to an exchange of experience. With this in mind, and in addition to the practical guide previously mentioned, we have drafted a learning pattern on devising an action plan, as we tested it. We have also learned a great deal from the appointment of local group referents. It has shown how local stakeholder empowerment can be increased when activity does not systematically come from a central organization. The proximity that it creates between Wikimedians, the general public and local partners generates a higher level of empowerment, and increases the feeling of being really involved. The formation of these groups has also created a need for venues for holding meetings and meeting the public.

This need has regularly been met by the use of "third places" ("tiers-lieux" in French), where people and skills come together (this has been the case in Lille, Bordeaux and Saint-Etienne). We have presented the use of these spaces in a learning pattern, “Third_place_for_local_groups”. However, the formation of these local organizations has not only encouraged communication between the members of a group and between the group and the employee team, it has also encouraged communication between the groups. This communication is achieved through an ad hoc discussion list aimed at improving the sharing of experiences between each entity. This sharing is set to be further increased by the monthly publication of a Wikiletter that will focus mainly on each group’s les actions and internal functioning.


Presentation of the programme

1
 
General presentation

Our aim for this axis for the coming year is to help local groups set up in 2014-2015 to achieve greater autonomy and empowerment. To do this, we are considering a range of schemes aimed at establishing these groups in their ecosystem: links with local authorities (and their colossal heritage), associations (and their human resources) and socio-economic stakeholders (and their means), etc.

In the light of the changes in progress and to come (as explained in the previous section), we believe it is important, first and foremost, to develop a strategy aimed at the regional authorities, because we think that a link between Wikimédia France and these administrations could be a major catalyst in 3 ways. Firstly, the regional authorities could act as intermediaries, relaying information to a wide audience within each territory. Secondly, they have objective reasons for getting involved in our actions: communication, inter-generational mediator creating social ties, etc. Finally, through their links with local association networks, the local authorities are likely to introduce us to these networks, which will offer groups new resources to help them set up large-scale actions. As our human resources are limited, we have chosen, as a priority, to address the national networks that represent these authorities: “Association des Maires de France”, “Association des Départements de France”, “Association des Régions de France”, etc. We would also like to be associated with networks that are within the environment of these authorities, such as the “Offices de Tourisme de France”, or the “Agence Nationale pour les Chèques Vacances” (ANCV). We hope that this initiative will make it easier for groups to make contact with the elected representatives and civil servants in these entities.

We are looking to work on and disseminate several means of accompanying this approach. The first concerns our offer of services. It is important that we communicate clearly about the skills offered by our volunteers and their areas of involvement. This will help towards the emergence of new ideas and profitable collaboration. We would also like to send the authorities a presentation of the many opportunities that the Wikimedia movement projects and volunteers can offer. With these two tools, we hope to make it easier to forge links between our local groups and representatives from the world of tourism, culture and education … at a local level. Alongside this, we intend to develop the link with the National Institute of Statistics and Economic Studies (INSEE) to promote statistical data on Wikimedia projects and particularly Wikidata. A volunteer is already looking to embark on this project. To go a stage further in promoting the authorities that agree to work with us, we could offer a “Wikimedia Towns” label for towns that have decided to sign a partnership agreement with us. Among other things, such agreements could involve special access to the town’s cultural heritage, the organization of events to encourage the population to contribute to the various Wikimedia projects, tourist information using appropriate signage to refer users to Wikimedia projects (e.g. QR code), etc. We could then set up communication around this system and generate media coverage for the authority concerned and for the Wikimedia projects. Finally, we could also envisage an operation aimed at promoting the authorities through tourism. This could be along the lines of “Summer in the Wikimedia Towns”. The event could form part of the Wikimedia Towns project mentioned above, the aim being to encourage tourists holidaying in the area to contribute to Wikimedia projects based on their outings and visits. This could create a virtuous circle between the label and the event, one giving information to tourists, the other living off what they have discovered. And in addition to enriching content, such projects encourage new people to contribute. This has already been observed during competitions (e.g. Wiki Loves Monuments) and requires us to think about how to capitalize on these new stakeholders in order to keep hold of occasional contributors and reinforce local groups.

However, this link with the regional authorities is not the only one to contribute to the reinforcement of local groups. To facilitate their development and provide a wider audience for their actions, local groups need to be able to count on existing local networks. Among these are the groups involved in the Social and Solidarity Economy (SSE). These groups operate in different spheres to us, but they share our values in many areas (free access to knowledge, collaborative work, transformation of society, etc.) as mentioned in Axis 1. Like Wikimédia France, these local networks often have a national representative body. We need to use an upstream, global approach to facilitate local partnerships. We will then be in a position to support our volunteers by giving them the information and relevant contacts they need. At present, we have already identified SSE networks that could allow us to run transverse actions, e.g. the “Colibris network”, CRESS, “Cafés citoyens”, “Réseau francophone des communs”, etc.

Finally, a need regularly expressed by local groups is finding a venue: somewhere to meet, somewhere to meet the public, a place for social interaction... A more widespread rapprochement with the Third Places could provide each group with such a venue (see learning pattern concerning this issue).

Focus on an action − Edit-a-thon & regional language training courses
Languages in France

Sometimes referred to as dialects or “patois”, regional languages are a set of languages geographically and historically established across France. The “Délégation générale à la langue française et aux langues de France” (DGLFLF) has drawn up a list of 75 regional and minority languages in Metropolitan and Overseas France. As a partner to Wikimédia France over the last few years, it acts as an excellent intermediary through its links with the language organizations and communities. Work was done last year with the members of the association and the "Languages" working group on “the place of French languages in Wikimedia projects”. This inventory led to an assessment of the dynamism in terms of speaker numbers per region and an analysis of the associated content in Wikimedia projects. In order to considerably enrich the content linked to regional languages, we intend to work with the DGLFLF to propose an edit-a-thon for all speakers: association representatives, regional authorities, education authorities, schools, etc.).

These meetings will give participants an opportunity to learn more about Wikipedia and the Wiktionary, how they operate, their community, and to significantly improve the articles and resources available in regional languages in the Wikimedia projects. They will help us identify and begin the training of new trainers, which will be spread over time in order to build up a high level of expertise. The event will also be dedicated to audio media: workshops for recording words in regional languages will help to enrich the Wiktionary’s resources. Few of these communities currently contribute to Wikipedia; we are therefore strongly committed to forging links with these communities, which have tremendous resources, and we are also keen to remove the mystique surrounding free licences and free culture.

2
 
Participation
Link to online/offline involvement

As part of the revision of the association and Wikimembers website, a space will be created for the organization of actions carried out by local groups. This will help to make non-member contributors more aware of the different opportunities for getting involved.

In addition, regional actions are almost automatically discussed on the regional lists (dedicated to local stakeholders, not necessarily members of Wikimédia France), which keeps all local contributors and members informed of what is happening locally.

Strategy for involving volunteers

Local groups will continue to be called upon to contribute to regional action plans. In addition, referents will be required to talk to each other on the list dedicated to regional development and at annual meetings. Our service offer upgrade will also enable members to propose clear, specific actions to partners, which has not always been the case in the past.

3
 
Added value for the movement
Learning linked to the programme, for the movement

The forthcoming relaunch of the Wikiletter will help to spread good practices initiated by members. It could be translated to show the whole movement that decentralization and local involvement is beneficial and helps to improve the social impact of the Wikimedia projects.

Connections with the movement’s priorities

We hope that, by introducing national schemes for stakeholders currently remote from Wikimedia projects, we will encourage them to contribute. This will respond to one of the movement’s priorities, which is to attract new contributors to the Wikimedia projects.

The regional action plans will still play a central role in developing groups autonomy, which responds to another of the movement’s priorities.

Quality policy

Depending on our quality approach we measure projects in three impacts (Wikimedia projects, association and society), we defined realistic goals for next year.

Some indicators will have to change to align with the Global Metrics indicators such as the number of bytes for example (we now note the number of edits).

Realistic goals set out in the following Excel table will allow us to write stories with these data.

https://docs.google.com/spreadsheets/d/1SObKX40aP1mrF3VriGoAK8-gyza4SZHkfkZw9SMdeaE/edit#gid=0


Developing international links

Axis 3 covers actions taking place internationally and in the French-speaking countries, and in Africa in particular.

The primary aim of this axis is to increase the sharing of knowledge with the rest of the movement and introduce practical actions to support the production of content linked to the countries of the South.

Contents
  1. Results of the past year
  2. Presentation of the programme
  3. Quality policy


Results for the past year


Infographie FDC 2014-2015 - Wikimédia France - axe 3.jpg

1
 
Strengths / weaknesses
WikiFranca logo

Wikimédia France is a large chapter in terms of employee numbers and currently gives only limited visibility to the work done by its members. Similarly, France can play a predominant role in running actions linked to the, particularly as part of WikiFranca and the projects linked to Francophone Africa.

This campaign has been marked by the termination of a partnership with two organizations relating to the Afripedia project. This has turned out to be a tremendous opportunity to meet a major partner on the issue of the Francophone countries – the “Organisation Internationale de la Francophonie” – and synergies have been clearly identified. More globally, the termination of the previous partnership has enabled us to think about Wikimédia France’s actions in favour of Francophone Africa, and examine a range of high-potential options (see part 2). The Francophones in the Wikimedia movement need to be coordinated and put in touch with each other. More dialogue, sharing of experiences and support between entities are needed. For example, Wikimania 2014 was a real springboard for Francophone Contribution Month and actions took place in certain Francophone chapters, even though some count very few contributors.

Similarly, Wikimédia France has been successfully involved in international actions (executive directors’ meeting, Wikimedia Foundation field visit, organization of the Hackathon, organization of European GLAM Wiki coordinators meeting). The GLAM priority is indeed one of the only priorities in which France is visible and contributes at an international level. However, while Wikimédia France has run some practical, profitable actions, we have not consistently promoted them on the movement’s various dissemination channels (presence on Meta, international lists, etc.). We need to do this to acquire visibility and especially to share feedback. We have drawn up a document for monitoring the promotion of the chapter’s policies, processes and other tools and this must be used even more fully in the forthcoming campaign.

2
 
Differences / similarities sought for the forthcoming campaign

There were major changes to Axis 3 over the previous campaign: 3 international events were hosted in France in addition to the FDC visit, which was not planned, and a central partnership for actions in Africa was terminated. For the forthcoming campaign, we therefore need to confirm or reject the hypotheses set out in part 2.1.2 and for the international part, to pursue our work linked to promotion and participation, and to experiment in a very circumscribed way in cross-chapter projects (e.g. a pan-European GLAM project, or a French version of Wikimedia UK’s “Train the Trainers”).

3
 
Lessons learned
GLAM Wiki coordinators meeting.

It has taken time to introduce and organize the promotion of actions, sharing of processes and formalization of experiments carried out since the reorganization of Wikimédia France. The sharing of information within the movement requires time and a certain level of commitment on the part of the executive board. Wikimédia France would like to continue its work to make its tools available so that others can benefit from them, and to provide more consistent monitoring to take advantage of what the movement can contribute.

Presentation of the programme

1
 
General presentation

The development of Wikimédia France’s international activities over the year 2014-2015 offers good prospects for the forthcoming campaign: the association will be able to capitalize on the strategies it has initiated in WikiFranca and across the whole movement.

With regard to the Francophone countries, two key aspects define the strategy for the forthcoming campaign. Wikimédia France will seek to give greater support to the other chapters and Francophone user groups; this support may be financial or logistical, linked to communication or the sharing of networks and good practices. We are considering a dedicated budget line to support the actions of Francophone countries with fewer means, such as Algeria or Canada, who have informed us of this need. Wikimédia France will also work harder to capitalize on the experiences of the different entities and support the sharing of these experiences, particularly by formalizing tools and pooling what exists on the channels used by the movement, including Meta. Secondly, with regard to content, the Wikimedia Foundation’s working priorities (gender gap and global south content gap) are useful in directing and prioritizing our actions, and for targeting our search for partners. Wikimédia France is looking to recruit a "volontaire de service civique" to coordinate actions linked to the Francophone countries (and Africa in particular) and thus make progress with these projects.

At movement level, Wikimédia France will continue to improve its processes for sharing on an international scale. This will continue to be illustrated by the sharing of key processes that are structuring for the association (following on from the Travel policy or Board Members’ handbook). The aim is to share 3 processes during the year and, where necessary, to train interested audiences in implementing these processes (e.g. sharing a model partnership agreement with GLAM Wiki coordinators for other Wikimedia organizations). Alongside this, Wikimédia France will maintain its participation and involvement in the movement’s various meetings, particularly the Wikimedia Conference, the related seminars (e.g. executive directors’ working group) and Wikimania. As the next Wikimania is in Italy in 2016, Wikimédia France wishes to support this approach and contribute as far as possible. This point ties in with the issues linked to coordinating WikiFranca: Wikimédia France is looking to capitalize on the movement’s internal meetings schedule in order to support the WikiFranca community present where relevant and gain a clearer idea of which contributors are genuinely committed above and beyond the mailing lists.

Focus on an action − the “Afripedia” project.
Afripedia logo

Afripedia is a two-part training module: a technical part (installation and operation of plugs, Wi-Fi repeaters, USB keys, etc.) and a generic part (learning to use Wikipedia and the contribution bases). In two years, the project has led to the installation of offline Wikipedia access points (via Wi-Fi or Intranet) in over 27 locations (mainly Francophone universities or digital campuses) in 11 different countries. Following the termination of a partnership for different reasons and some questioning about its impact (see above), this action has been restructured. It should now include a range of schemes aimed at enriching content linked to the South on the Wikimedia projects. These schemes may be run as part of WikiFranca.

Prospect no. 1: Raise awareness in civil society (tying in with Axis 5 of our action plan)

Wikipedia and its sister projects are not as well-known in Africa as in Europe. It is therefore important to deploy tools to help develop this knowledge.

Combine relevant content online
We need to group together all our educational tools online to facilitate access for all the Francophone organizations in the movement. Here, we need to include an adaptation of our communication documents, e.g. the “Welcome to Wikipedia” booklet.
Devise and disseminate an open source tool-box
This could be made available to identified organizations to help create a local footing and support the emergence of local stakeholders for these issues. For example, the tool-boxes could be offered in identified Third Places.

Prospect no. 2: Training target audiences (tying in with Axis 5 of our action plan)

Although it seems important to prioritize awareness over training, we can target our investment into certain types of training, as long as they are delivered as part of already-established schemes and for audiences already aware of free culture to ensure a certain level of impact.

Supporting the creation of digital commons
We have been asked by the OIF to carry out an action in Dakar, aimed at independent publishers and the “Afrilivres” network, following an initial contact made for the “Salon du Livre” during the last campaign. The aim is to participate in “bibliodiversity”, i.e. cultural diversity applied to the world of books, by developing content relating to African publishing houses, books, authors and literary salons.
Developing access to knowledge
As part of the IDEAS Box project developed by “Bibliothèque Sans Frontières” (libraries without borders), we would be involved in a training course for IDEAS Box coordinators and a number of training sessions for “young leaders” in Senegal, Cameroon and Burundi.

Prospect no. 3: Increasing the content (tying in with Axis 1 of our action plan)

We believe that we should be carrying out actions with the African diaspora in France. These would be, for example, edit-a-thons or content uploads and would require partnerships with institutions whose collections are specifically dedicated to Southern Francophone countries.

Prospect no. 4: Supporting African Francophone communities (tying in with Axis 3 of our action plan)

Being associated with new strategies
We place ourselves at the disposal of African contributors looking to develop a momentum in their countries; we discuss practices with them, provide them with our communication tools, fund equipment and provide grants to allow them to take part in the movement’s various events (communities currently supported: Burkina Faso).
Joining in with schemes deployed within the movement
We propose to relay and take part in movement actions such as Wiki Loves Africa and Wiki Loves Women

Prospect no. 5: Supporting the technical developments relating to these actions (tying in with Axis 4 of our action plan)

We believe it is important to work on the possibility of contributing offline (asynchronous contribution) and intend to start exploring and developing the existing technical options (including as part of the Hackathon).
Wikimédia France does not have expertise in the African continent, project management in these countries, the local context or the appropriation of new technologies and free culture and must therefore join forces with relevant partners for these different actions.
2
 
Participation
Link to online/offline involvement

As for the other priorities, we are planning to place the emphasis on contact with non-member Wikimedians who are interested in subjects linked to the Francophone countries. On this matter, Wikimédia France would like to pick up on the good practices of the other chapters (e.g. IP address geolocation to take on contributors when a project is specifically linked to a territory) and make use of the existing networks of identified partners such as the “Organisation Internationale de la Francophonie”, which is well connected with free culture groups in the Francophone African countries.

Strategy for involving volunteers

Francophone Contribution Month is a key action for involving volunteers. Following the event in October 2014, we sent out a questionnaire to participants to find out their needs for a future event and how we could best accompany them. Secondly, so that they can get better coverage for their action among other stakeholders in France and abroad, we are proposing to move Francophone Contribution Month to March 2016, which is the month in which the “Semaine de la Francophonie and de la Langue Française” takes place. In addition to the events planned by contributors, this could encourage statements and actions relating to the scheduling of the event in each country. The aim is to have more than 11 participating countries. We would also like to carry out actions in France that have worked well in other chapters, including – as we have mentioned above – adapting Wikimedia UK’s “Train the Trainers”.

3
 
Added value for the movement
The October 2014 ED retreat was a time of trust building and food for thought on collaboration opportunities. We want to work in close cooperation with other chapters in order to make shared projects a cakewalk.
Learning linked to the programme, for the movement

The actions carried out under Axis 3 will contribute towards the development of the movement through two approaches: accompanying the movement’s organizational and structural changes through a more consistent sharing of our processes, good practices, learning patterns, and lessons learned from our failures and regular presence at the movement’s events. This year will also be an opportunity to re-plan a visit by our ED to different chapters to reinforce collaboration between chapters, transfer skills and integrate the new, recently recruited executive directors.

Connections with the movement’s priorities

As explained in part 2.1, Francophone Africa is a priority action zone for the forthcoming campaign, as part of the strategy for the Francophone countries. We therefore intend to reinforce our partnership activity in order to link up with organizations that may be able to help us with content production linked to the countries of the South, in France and locally. This theme is also compatible with the movement’s second priority, the gender gap, particularly through support for the Wiki Loves Women project, if this gets off the ground. The place and role of women in the communities, particularly rural, of the countries of the South is essential. We will therefore push for content enrichment on these issues.

Quality policy

Depending on our quality approach we measure projects in three impacts (Wikimedia projects, association and society), we defined realistic goals for next year.

Some indicators will have to change to align with the Global Metrics indicators such as the number of bytes for example (we now note the number of edits).

Realistic goals set out in the following Excel table will allow us to write stories with these data.

https://docs.google.com/spreadsheets/d/1SObKX40aP1mrF3VriGoAK8-gyza4SZHkfkZw9SMdeaE/edit#gid=0


Making resources more accessible

The sectors concerned are: helping to develop tools to meet our needs, offering support services, facilitating production by members.

Contents
  1. Results of the past year
  2. Presentation of the programme
  3. Quality policy


Results for the past year


Infographie FDC 2014-2015 - Wikimédia France - axe 4.jpg

1
 
Strengths / weaknesses
Aerial photography session with a drone in the Palace of Versailles. We want to organise more and train photographers to use drones

The strategy implemented for this axis aimed to make it easier for non-technical members to participate. In practice this meant a weekend dedicated to the reorganization of Wiki-members, the association’s internal wiki, during which we reviewed and tidied up the contents of our platform and also introduced a certain number of tools such as the visual publisher, thereby enabling new members of the association not acquainted with the mediaWiki code to contribute and discuss. Another major event in the year was the setting-up of the contributor space in Paris. This is a room in which the association has provided contributors with a library, photo equipment, computers and, since January, a bookscanner.

The photo equipment has been borrowed on many occasions and photography in general is one of the areas in which contributors get involved most, particularly the new ones, for whom publishing photographs seems more accessible than writing encyclopaedia articles and less esoteric than feeding a database like Wikidata. However, there is heavy demand for training in this area, to which we have responded by organizing “introduction to photography” weekends every six months. Support for photographers has also involved helping them to obtain accreditations for concerts or sporting events, mainly through a partnership with Amaury Sports Organization (ASO), which organizes the French Open Golf tournament, the Tour de France, the “Paris-Dakar” and many other sporting events. We also experimented with aerial photography during the year, using drones and aircraft.

However, other aspects of this axis have had to be put to one side as we have decided to completely rethink them (e.g. the GLAM tool-box and Wikitech breakfasts, which are to become evening events co-organized with a partner), or to free up time to prepare the Hackathon, which will take place in Lyon in May, as decided during Wikimania last July. However, we have organized an initial meeting of Francophone OTRS operators, and the inclusion of what we can do with regard to content uploads in our service offer should give media coverage to our ability to help institutions upload content.

2
 
Differences / similarities sought for the forthcoming campaign
A trainer and a trainee during a photo training session. We want to organise more week-ends for our photographers to develop their skills.

The forthcoming campaign should mainly see us continuing and sustaining the work done this year, but we also intend to try and extend it.

We will continue to run the contributor space in the association premises during the year, with at least two recurrent events every month. However, this year, we would also like to open up contributor spaces in other towns in France to enable people other than Parisians to enjoy the benefit.

To maintain the strong interest shown by members in the theme of photography, we intend to place the emphasis on contributor training this year. In addition to the photography weekends, which will continue in order to train beginners and the more experienced in photography skills, we will be training contributors to fly drones and use video.

Concerning the technical aspects, and to capitalize on emulation linked to the 2015 Hackathon organized in Lyon by Wikimédia France, we intend to focus this year on increasing the Francophone encoder base in the movement.

3
 
Lessons learned

Facilitating participation means making it clearer as to where everything should be published, among the many platforms available to us: internal wiki, project sites, meta, etc. We have published a learning pattern on this subject. We have also published another concerning the organization of photography weekends.

Finally, we have proposed a presentation for Wikimania 2015 concerning the setting-up of a contributor space.

Presentation of the programme

1
 
General presentation

The programme guideline is to ensure that Wikimedia projects are accessible to all, including audiences not used to the Internet. This involves using any means likely to make it easier to participate, including providing personalized assistance if needed, for example for institutions looking to upload their content (cf. Axis 1).

The first target for our efforts is naturally our own volunteers. We would like, for example, to continue improving our collaborative work tools, including developing a diary for Wikimembers. We are also seeing a great deal of activity among our photographer community. We would therefore like to invest further in photography equipment. However, supporting the work of our photographers does not just mean providing them with equipment: it also means offering them training, given by professionals, in picture-taking and image treatment. Here, we are already considering several types of training: obtaining a pilot’s licence (View Flying Rules) via approved organizations for flying drones, organizing weekends of introductory and advanced tuition in handling a reflex camera, and planning joint image treatment and mass upload management weekends. The former weekends are generally organized on the basis of one per half-year, while the latter are currently at the project stage or are expressed wishes. These weekends are consistently aimed at improving skills and establishing peer emulation. More widely, our efforts to popularize contribution will become a reality in our contributor space, with regular events and introductory workshops for a variety of audiences. For example, people in their 60s and 70s are particularly well-targeted audiences for our “Wikigrenier” evenings, when everyone brings along an unusual or obsolete object so that it can be photographed and related articles can be written with the help of experienced contributors. In accordance with our project to give greater autonomy to local contributor groups, the experiments carried out in the Paris region will then be extended to the rest of the country. We are therefore considering duplicating the contributor space in a number of towns, which will reinforce the advantage of a partnership with the Third Places (as presented in Axis 2). The same pattern will apply to equipment loans and training organization.

Our efforts will also be directed at our community of developers and our “tech” stakeholders. Their work is essential to the aim of rationalizing and updating our tools. Action with our partners (often GLAM) regularly requires us to find new free solutions, carry out monitoring and even develop our own solutions to respond to the technical problems posed. We are therefore suggesting to our group of Francophone developers that they keep up-to-date and even add to their skills by taking part in events such as FOSDEM (Free Open Source Software Developers European Meetings). We will then be able to meet key stakeholders and provide technology monitoring.

Finally, for the campaign to come, Wikimédia France is looking to turn towards a new audience: prisoners. Prisoners do not generally have access to the internet. However, there are ways of consulting Wikimedia projects offline. Wikimédia France has already explored this as part of the Afripedia project. There are also potential partners able to help us interact with an environment that we know little about. Here, associations such as GENEPI could be very helpful to us in making an initial approach to the prisons.

Focus on an action − Wikigrenier
Editors at a Wikigrenier event.

The setting-up of a contributor space is a long-term project that will be carried on during the forthcoming year. As the space in Paris is now up and running, the aim will be to attract the interest of contributors through workshops and regular events.

The first of these regular events is Wikicheese, with a session spent photographing ten cheeses combined with a contribution workshop on the ten cheeses, in the presence of contributors and donors. The donors will thus have a chance to see the improvement in the projects they have supported through their funding. The second is “Wikigrenier”, which consists of contributing the objects and books that people have at home to Wikimedia Commons and Wikisource, using photographic equipment and a book scanner provided by Wikimédia France. Contribution training workshops are planned, some of which are specifically for senior citizens, in order to establish a link between the generations.

We are also planning to open other similar contributor spaces in a number of large towns and cities, which will give local groups a meeting point and provide them with impressive equipment such as a photo studio or a book scanner.

2
 
Participation
Link to online/offline involvement

The contributor space will create a link between the offline aspects, acting as a meeting place, and the online: it is intended to offer contributors an environment in which to meet or organize events to improve projects.

Strategy for involving volunteers

Two working groups are particularly concerned by this axis: photography and technical. There are not likely to be any notable changes for the photographer group: we involve the volunteers by letting them use the association’s equipment, accreditations and access to training, which enables them to contribute directly and to improve the quality of these training sessions.

There should, however, be major changes for the technical group: the current members have decided to get involved by carrying out technological monitoring, and the group is expected to recruit new members following the Hackathon.

3
 
Added value for the movement
Learning linked to the programme, for the movement

We will continue to rationalize our tools; this will be seen in the movement by learning patterns and code sharing if Mediawiki tools or extensions are developed. We will also try to open up our photography training weekends to nearby chapters; this will be the case for the Guernsey event.

Connections with the movement’s priorities

This axis ties in with several of the movement’s strategic priorities. Expanding the volunteer developer community will help to stabilize the infrastructure. The contributor space will increase participation. All our photography activities will help to improve quality, either by providing professional-quality equipment or by training Wikimedia Commons contributors in how to use it.


Quality policy

Depending on our quality approach we measure projects in three impacts (Wikimedia projects, association and society), we defined realistic goals for next year.

Some indicators will have to change to align with the Global Metrics indicators such as the number of bytes for example (we now note the number of edits).

Realistic goals set out in the following Excel table will allow us to write stories with these data.

https://docs.google.com/spreadsheets/d/1SObKX40aP1mrF3VriGoAK8-gyza4SZHkfkZw9SMdeaE/edit#gid=0


Diversifying our audiences

The sectors concerned are: raising awareness of public domain issues, raising awareness of Wikimedia projects and the free culture.

Contents
  1. Results of the past year
  2. Presentation of the programme
  3. Quality policy


Results for the past year

Infographie FDC 2014-2015 - Wikimédia France - Axe 5.jpg

1
 
Strengths / weaknesses
The Wiki Loves Monuments 2014 awards ceremony

The previous campaign placed the emphasis on reaching out to the general public through various competitions. This method of communication showed promise with regard to raising the profile of Wikimedia projects. The Wiki Loves Monuments 2014 competition attracted 800 participants, and 150 people attended the prize award ceremony held at the Musée des Arts et Métiers as a result of a partnership currently being built up. The event also enabled us to attract high-profile partners such as Canon, the international photographic equipment manufacturer. Wikimédia France’s attraction for high-profile partners and the high levels of participation have encouraged us to pursue this approach. We have also attended various shows in France, particularly in the Paris region (e.g. the Educatec-Educatice show). While these events do not require a high level of financial investment, they do take up a lot of human resources, but the outcome has been positive in terms of the number of people we have met and informed at these events.

Our involvement with the general public has led to a rewarding observation: we have a good media presence. Requests for interviews may be closely linked to the movement’s activities (fund-raising, “right to be forgotten”, transparency, etc.), but Wikimédia France has also managed to create a media agenda with Wikicheese, for example. Secondly, requests have diversified over the year and message targets have been more varied. We need to support and encourage this trend in order to publicize projects to new audiences and extend it to issues that are crucial to the association and the movement. Wikimédia France may, however, find it difficult to capitalize on the (uneven) interest of journalists without having a special relationship with them, and this takes time to build up. There is currently not enough employee time to develop a trusting relationship with the media, but there is enough to provide a relatively effective and reactive interface.

Finally, if we are to broaden our audience we will also have to work with the politicians. To do this, there is a group which represents the European Wikimedia chapters and communities in order to provide a clear, coherent position on the major legislative and political changes that affect the Wikimedia movement’s vision, mission and values: the Free Knowledge Advocacy Group. The FKAG’s task is to build and create the infrastructure required to monitor the EU’s political procedures and initiatives, inform the participating chapters and the community in a comprehensible way of the political discussions taking place, of what is desirable or dangerous, and take the appropriate steps. Wikimédia France (through a decision taken by its executive board) has given financial support to the position of Dimitar Dimitrov, a Wikimedian in Brussels, and has delegated a large proportion of the lobbying activity to him, adapting the action taken there locally, if necessary.

2
 
Differences / similarities sought for the forthcoming campaign
The visual identity of the Public Domain festival was conceived in partnership with a communication school. We want to renew such partnerships to improve our communication.

The 2014-2015 campaign gave the executive board an opportunity to clarify Wikimédia France’s position on certain aspects of lobbying and to give preference to two: discretion and sharing. This trend should be maintained during the forthcoming campaign. However, we will probably need to do more to coordinate aspects of lobbying at a national level and take part in the debate in order to hold our place in the political landscape, take into account the ideas of members and even give them the means to take occasional action in this domain. As mentioned above, our media presence, and therefore our profile, is closely linked to our activities. We therefore think it wise to continue encouraging new events and increasing the number of strategic partnerships, which is why we are considering experimenting with new competitions (such as Wiki Loves Earth) and evaluating the relevance of our presence at shows in order to select those events that have the strongest impact. In the previous campaign, we invested in the production of communication materials (brochures, kakemonos, canvases, etc.). We should now make use of these tools and of the experience acquired by our volunteers at previous editions of the various competitions, for example.

3
 
Lessons learned

We believe that it would be very useful to renew our various partnerships with external organizations, such as the design school that produced the communication for the “Festival du Domaine Public”. Through our partnership with a school we were able to make several dozen young students more aware of the Public Domain, free Creative Commons licences and the dissemination of free culture. We have drawn up a learning pattern on this subject: “Festival advertisement”.

Presentation of the programme

1
 
General presentation
Wikimédia France booth at the Salon du livre de Paris. We want to increase our presence in national fairs.

The aim of the forthcoming campaign is still to raise the profile of Wikimedia projects and attract a wider audience to them.

To achieve this, we intend to run a membership campaign, the main aim of which is to achieve 500 members (compared to 340 currently) and the secondary aim is to diversify the profile of Wikimédia France members, particularly by reducing the gender gap (presence de 15% women, compared to 10.5% currently).

The first priority of the campaign is based on an increased presence at national shows. The advantage of the shows is that they attract a large number of enthusiasts in one place; these people often have expertise and are potential contributors. We therefore aim to attend 10 themed shows such as the “Salon du Livre”, “Geekopolis”, the “Salon Educatec-Educatice”, the “Salon du Logiciel Libre”, “Ubuntu Party” etc. In addition, to further raise our profile, we will not simply run a stand but will also try to systematically propose a talk at the conferences held alongside these shows (along the lines of what we did at the “Convergences Forum”). We believe that we should be able to attract 10 new members at each show and obtain 20 information sheets.

The second priority involves organizing three competitions:

  • Wiki Loves Monuments 2015
  • Wiki Loves Earth 2016
  • Public Domain Remix

Based on our members’ wishes concerning competition themes, we have decided to organize a new edition of Wiki Loves Monuments and support the organization and implementation of the Wiki Loves Earth competition. We would also like to work on the Public Domain Remix competition once again. With these three challenges, we will be adding to content and also reaching out to a wide range of potentially interested audiences, particularly with the Wiki Love Earth competition, as COP 21 will be held in France in 2015. These competitions will include a variety of events such as opening evenings, prize award evenings and workshops.

The third priority is based around a communication campaign involving the social networks, a poster campaign and an online campaign. We are considering working with an agency that we will have selected in advance via an invitation to tender, with preference given to offer from pro bono agencies.

Alongside these initiatives, we will continue to improve our usual communication methods, firstly by introducing a cycle of “media-training” sessions for stakeholders required to speak on behalf of Wikimédia France and secondly by updating the documents that we send out most (such as “Welcome to Wikipedia” or “Projects Partners Perspectives”, as explained in Axis 1) or creating new titles that are currently missing (such as “Welcome to Commons”). Finally, we should mention the small amount of lobbying done by Wikimédia France. For the coming year, Wikimédia France will be choosing conciseness and sharing. Conciseness because Wikimédia France does very little lobbying and “political” intervention, but the issue of freedom of panorama is a real obstacle to the development of projects and therefore has a very direct impact on us. We are therefore considering the possibility of taking part in the debate on this theme. Sharing for practical reasons and because it fits in with our wishes; we have delegated a great deal to the team we have set up in Brussels with Dimitar Dimitrov. Dimitar is operating at a European level, which is more relevant for the issues that interest us (copyright and everything linked to the status of publishers and web providers). While we do take action at a national level, such as mail-shot campaigns aimed at elected representatives, we do so as part of a European action, under the umbrella of “Wikimedia Europe”.

Focus on an action − Wiki Loves Earth
Wiki Loves Earth logo

Previous experience has shown us that photo competitions have a strong event potential and offer a wide range of communication opportunities: competition launch, publication of the results, prize award evening, etc.

In addition, because it is relatively simple to take part (everyone is something of a photographer), photo competitions provide an easy entry to projects and are useful providers of new contributors. Based on these two ideas, we are intending to become involved in the Wiki Loves Earth competition. Added to this is an opportune topical event, as the w:2015 United Nations Climate Change Conference (“COP 21”) is to be held in Paris in 2015. The earth, the climate and the environment will be at the heart of the French debate. It will therefore be easy to make it our news. These events will also mobilize a good number of potential partners, and thus give our initiative greater effect. For the moment, we have already been contacted by the WWF which will be launching its Earth Hour campaign this year.

2
 
Participation
Link to online/offline involvement

We would like to conduct IRC Hours to organize discussion time with the community on IRC every half-year. The process has already been tested and approved by the Wikimedia Foundation. The aim is to create a greater feeling of openness between the work of the association and contributors to the different Wikimedia projects.

Strategy for involving volunteers

In the forthcoming campaign we intend to send out questionnaires to members before each quarter in which events are to take place to help us prepare our actions more effectively, particularly our participation in shows and the organization of the 3 competitions. The questionnaires will aim to gain a closer view of the issues and the involvement of members and will take into account the members’ various comments and suggestions.

3
 
Added value for the movement
Learning linked to the programme, for the movement

The membership campaign that we intend to launch should enlighten us on a number of issues. Firstly, we will be able to test both the relevance of the message we use and the dissemination channels we choose. This first attempt will then help other Wikimedia organizations to fine-tune their own message. Secondly, our invitation to tender and our wish to obtain a pro bono service will help us to test our image and reputation with the communication agencies.

Connections with the movement’s priorities

We are looking to conduct actions to increase the size of the Wikimedia community and therefore the number of members of the association through our various strategies: the 3 competitions that we intend to organize, the 10 shows in which we are to take part and the organization of a membership campaign.

By creating and improving materials such as the "Welcome to Wikipedia" and "Welcome to Wikimedia Commons" guides, we will be responding to one of the priorities, which is to make the environment favourable to Wikimedia projects.


Quality policy

Depending on our quality approach we measure projects in three impacts (Wikimedia projects, association and society), we defined realistic goals for next year.

Some indicators will have to change to align with the Global Metrics indicators such as the number of bytes for example (we now note the number of edits).

Realistic goals set out in the following Excel table will allow us to write stories with these data.

https://docs.google.com/spreadsheets/d/1SObKX40aP1mrF3VriGoAK8-gyza4SZHkfkZw9SMdeaE/edit#gid=0


A more responsible image

In brief, what is the priority about?

Contents
  1. Results of the past year
  2. Presentation of the programme
  3. Quality policy


Results for the past year


Infographie FDC 2014-2015 - Wikimédia France.jpg

1
 
Strengths / weaknesses

The last campaign was mainly given over to developing a strategy for communication tools used to present our association. Flyers, goodies and reviews have been redesigned to be aimed at precise targets. Alongside the strategic aspect, we also worked on graphics to help us put forward our image and disseminate our information more effectively. We also began similar work on the website, which we would like to see fulfilling a number of aims: in addition to presenting the work of the association, we want it to be a real lever for giving empowerment to our target audiences. This rethink has also affected our publication policy for the social networks. We now publish a post every week, accompanied by a visual. This has led to a 25% increase in our followers and a 35% increase in visits to our online pages.

During our last AGM, workshops were held with facilitators specialized in design thinking. We want to continue to use such methodologies to help with project creation.

Our communication requirements have also been deployed in the institutional aspects. We have used the different times of the year as real opportunities to communicate. For example, the activity report has been totally redesigned to highlight our 2-year action plan, while the general meeting has been turned into a real event. We have taken advices from consultants specializing in design thinking to give us the tools to move forward with our projects. We believe that these institutional “objects” are all opportunities for communicating with our environment.

Communication with donors has also evolved and we have decided to make our messages more personalized to them. To achieve this, we have divided our donor base into 12 segments and created a different message for each segment. At the end of the campaign, we observed that the average donation had increased by up to +21% from 10€ to 19.99 €. However, the strategy failed to work, and was even counter-productive, with large donors (the > 300 € donation range), as these were down by as much as -9%. We believe that we are not sufficiently pro-active; we intend to target new donors and communicate more regularly with our current base. We have learned that technical problems with the CRM we use have led to delays in processing our recurrent operations. We will need to look into this and probably do some development work. Finally, a highlight of the campaign was the launch of our first crowdfunding operation. Apart from diversifying funds, the scheme had several aims: reaching out to new audiences, increasing volunteer participation in the design of a project, arousing media interest and organizing convivial gatherings (particularly with certain donors). We managed to achieve these various aims and are therefore keen to repeat this type of operation. We believe that crowdfunding could be a real lever for participation.

2
 
Differences / similarities sought for the forthcoming campaign
The Wikicheese project was a huge success, beyond the funds raised. We want to convert the try and launch more crowdfunding campaigns.

The last campaign was the one in which we introduced our global strategy. For this campaign, we are looking to get down to the detail. We have begun work on redesigning our communication tools in order to promote our work and reach out to new audiences. The project to redesign the association’s website was begun a few months ago and will be completed and finalized for the forthcoming campaign with strong member involvement in the process (meeting and regular progress reports). The forthcoming campaign will also be used for further discussion and action. We will carry out an evaluation of our past actions, particularly those concerning the association’s quality policy. We intend to carry out an inventory of our quality reference document, the processes we have put in place and our interactions with the association’s different stakeholders, including the members of the dedicated working group (quality group) and the association’s employees. There may have been obstacles restricting our progress in defining indicators. We therefore need to analyze these problems and obstacles, see if they are still there and find solutions to ensure that emulation relating to the quality policy is as effective as possible. We also intend to work on introducing practical action plans, following the definition of our different strategic priorities. The action plans drawn up for the forthcoming campaign will set the outlines for the actions in each priority and also define a coherent strategy for each priority. In addition, to continue with this learning and hindsight approach we are planning to capitalize on the approvals and labels we have obtained or are in the process of obtaining in order to reach out to new audiences. We are also planning to have the association recognized as being in the public interest. These different levers mark a clear separation between the previous campaign and the next one, which aims to achieve better communication and interaction with our priority audiences.

3
 
Lessons learned

The Wikicheese experience has shown that crowdfunding has an extraordinary ability to bring people together. We are well aware that the subject (cheese) of our crowdfunding project is a factor for success, but the teasing effect that is created by this call for contributions and the convivial atmosphere that is created during contribution sessions (Wikipedia article creation and improvement) are also key factors that we would like to reproduce for other topics. See also our learning pattern “A Successful Crowdfunding Operation”.

Presentation of the programme

1
 
General presentation
Wikirevue n°8.pdfWikirevue n°8.pdf
The WikiRevue has proven to be a powerful communication tool with partners and donators alike. We want to develop it further, with a redesign and a digital version.

Our strategy for this campaign is to encourage direct contact with everyone involved in Wikimédia France. We believe that adapting our message in this way can have positive effects in terms of participation. We are looking to achieve this by printing and circulating our materials on a larger scale. The new version of the activity report has proved invaluable in our relations with partners and even the general public. The WikiRevue will also be totally redesigned under the supervision of the editorial committee which is currently being set up. Its content will also be modified to make its digital format as interactive as possible. However, we will not just be using paper material. We want to increase our audience by offering viral videos on a YouTube/Dailymotion channel, interviews, educational software, etc. As a sign of our determination to come closer to the stakeholders in our ecosystem, we will be organizing more evening events for major donors in different geographical areas. This trend will be reinforced by a wider use of crowdfunding for local groups and the resulting opportunities for forging links with local donors.

During this campaign, we will be working to prepare our next two-year action plan. This will require a great deal of commitment from our strategy group. In connection with this, the 2015 strategy weekend is dedicated to learning how to use collective intelligence and design thinking tools. The Executive Board, employees and heads of local groups or topics will all be invited. We hope to use this learning to facilitate and improve production as a result of interactions between employees and volunteers.

The quality framework being developed within Wikimédia France will be completed to meet the expectations of the Global Metrics and to provide greater clarity and quality reports to all the actors of Wikimedia (Program & Evaluation team,volunteers, chapters, staff...). We particularly focus on the pictures reuse rate, number of bytes added (added to the number of edits currently recorded), number of active editors as well as the number of improved and / or modified articles.

Our efforts to draw up an effective quality policy also involve obtaining approvals and labels, which offer the association real added value. Following on from the work done in the 2013 - 2014 campaign, and in order to improve our organization, we intend to develop communication strategies aimed at the target audiences for these approvals and labels (representatives of the French education system, donors, sponsors, etc.).

Focus on an action − goodies & swag

Up to now, uncertainty about the user rights for Wikimedia project logos has prevented us from producing the goodies that we have regularly been asked for in our chapter. We have regretted this situation, as we have felt that certain branded objects have the ability to bring people together and give the association a higher profile. Following a brief discussion with the Wikimedia Foundation fundraising department, we have finally managed to remove the obstacles and are thinking about a range of goodies to meet our stakeholders’ needs and requirements. We will be offering these products to our members and the public through an e-shop. The aim here is not to make a commercial profit but to offer the public which supports our values the opportunity to show their support. For the moment, we are considering producing a few items of clothes and some bags with the Wikimédia France colours for our members representing the association during events.

2
 
Participation
Link to online/offline involvement

The project quality and evaluation working group is currently made up of a few active members. We intend to increase the size by inviting new people such as a volunteer who has produced a report on promoting voluntary activities. We also want to talk to volunteers about more regular physical or virtual discussions in order to share everybody’s learning. The page dedicated to quality on the association’s internal wiki will be improved and will give all association members the information they need about issues linked to the quality policy currently in place.

Strategy for involving volunteers

For the forthcoming campaign, the association intends to develop the work of the editorial committee that will be put in place in Q4 of the current campaign. Also, concerning the updates to the web networks, such as the website, members will be invited to develop the content and add to the flow of news about what the association is doing. Volunteers will be made available where they are in a position to act as communication relays on the social networks to give a boost to crowdfunding campaigns. We have also seen that a project like Wikicheese requires a large number of volunteers to see it through successfully.

Over thirty volunteers take part in each event to improve the listing of cheeses on Wikipedia.

3
 
Added value for the movement
Connections with the movement’s priorities

The quality policy fits in with one of the movement’s priorities concerning the ability of each structure to learn from its errors and improve its strengths. The quality policy and quality reference document that have been in operation for less than a year will be used to interpret the information that is fed back and analyzed. We will thus be able to put words on the numbers and carry out a quantitative and qualitative evaluation of our actions in order to improve them, capitalize on our strengths or, if necessary, change the way in which we run some of them.

After several month of the quality standard application in the association, and although we do not yet have the necessary perspective in relation to this approach, we can identify learning about the movement, including the importance of implementing such an approach. Whatever the size of the structure, implementing a quality approach and apply a repository with indicators permits an entity to test its ability to implement process involving all actors of the structure and movement. Quality framework is both a process and a tool that links a large number of actors.

Quality policy

Depending on our quality approach, we measure projects in three impacts (Wikimedia projects, association and society), we defined realistic goals for next year.

Some indicators will have to change to align with the Global Metrics indicators such as the number of bytes for example (we now note the number of edits).

Realistic goals set out in the following Excel table will allow us to write stories with these data.

https://docs.google.com/spreadsheets/d/1SObKX40aP1mrF3VriGoAK8-gyza4SZHkfkZw9SMdeaE/edit#gid=0


Staff and contractors - logo for Wikimedia France.png Staff and contractors: upcoming year's annual plan

1. Please describe your organization's staffing plan or strategy here, or provide a link to your organization's staffing plan or organogram.

The employee team is always positioned in support of volunteer actions.

The changes for this campaign are as follows:

  • The creation of two special advisor positions aims to create a more transverse relationship between the different departments;
    • One of the advisor positions, occupied by Cyrille Bertin, is now dedicated to funding and participation, as we believe that the use of crowdfunding schemes can be a lever for empowerment;
    • The other special advisor position, occupied by Anne-Laure Prevost, is intended to create a more transverse relationship between the development department and the resources department: the two departments both have links with the outside world in terms of communication and relations with institutions.
  • As Ania Szyszka’s contract has come to an end, a new accountant, Jonathan Balima, has been recruited on a fixed-term contract during which he will be trained and will possibly continue, in autumn, on a sandwich course basis;
  • Maud Launay, a trainee in the network department, will continue working for Wikimédia France as part of a professional thesis under the auspices of the “Industrial Training through Research Agreements” plan (CIFRE). Her presence will help us provide more support for the regions and enable us to take a step back and look at what we do from a research point of view.

Organigramme Wikimédia France 2015.jpg

2. List of staff by department or function.
You can use this table (or substitute your own list) to show us the number of FTEs (fulltime equivalents) for each department or function, where one person working at 100% time would be counted as 1.0. We need this information about the total number of staff (FTEs) you will have hired by the end of the current funding period, and staff you will have hired by the end of the proposed funding period.


Table 4

FTEs
Department or function End of current funding period End of upcoming funding period Explanation of changes
Head 2 2
Network 1.5 2.5 Recruiting of a Ph D. student
Financial 1 1
Development 2 2
Ressources 2 2
Total (should equal the sum of the rows): 8.5 9.5

Table 4 notes or explanation of significant changes:

3. How much does your organization expect to spend on staff during the current funding period, or in the twelve month period before your proposed grant will start (e.g. 1 July 2014 to 30 June 2015), in currency requested and US dollars?

We expect that our staff costs during this year will be around: 502 285 € (562 072 USD)

4. How much does your organization expect to spend on staff during the proposed funding period (e.g. 1 July 2015 to 30 June 2016), in currency requested and US dollars?

We expect that our staff costs for the next year will be: 598 573 € (669 821 USD)


Financials - logo for Wikimedia France.png Financials: upcoming year's annual plan

Detailed budget: upcoming year's annual plan[edit]

Please link to your organization's detailed budget showing planned revenues and expenses for the upcoming funding period (e.g. 1 July 2015 and 30 June 2016). This may be a document included on this Wiki (Meta) or as a publicly available spreadsheet.

Revenues: upcoming year's annual plan[edit]

This section is about your organization's anticipated revenues for the upcoming funding period you defined in the Overview section (e.g. 1 July 2015 to 30 June 2016).

1. Does your organization plan to draw on its operating reserves during the upcoming funding period to support its expenses? If so, please provide the amount you intend to draw from your reserves here. This should not be included as revenue in the table below.
No, we do not plan to draw on any fund from our reserve.
2. Please use this table to list your organization's anticipated revenues (income, or the amount your organization is bringing in) by revenue source (where the revenue is coming from) in the upcoming funding period (e.g. 1 July 2015 and 30 June 2016). Use the status column to show if this funding is already guaranteed, if you are in the process of requesting funding, or if you are planning to request funding at a later time. Please feel free to include in-kind donations and resources in this table, as applicable, but use the status column to show that they are in-kind resources.

Table 5

Anticipated revenues for the upcoming funding period
Revenue source Currency requested US dollars Status (e.g. guaranteed, application)


FDC grant 600,000 671,418
Direct donations 287,345 321,548
Direct debit donations 72,000 80,570
Memberships 2,000 2,238
Major donors 15,000 16,785
Sponsorship 0 0
Grant 0 0
Call for project 15,000 16,785
Crowdfunding 10,000 11,190
E-shop 2,000 2,238
Other 14,000 15,666
Total revenues (should equal the sum of the rows): 1,017,345 1,138,440 -


Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.


Operating reserves: upcoming year's annual plan[edit]

Please use this section to report information about your organization's current and planned operating reserves.

1.How much does or will your organization have in operating reserves on each of these dates?

Table 6

Total amount of operating reserves. Currency requested US dollars
1 March 2015 103,000 115,260
End of the current funding period (e.g. 30 June 2015). 113,000 126,450
End of the upcoming funding period (e.g. 30 June 2016). 113,000 126,450


2. Does your organization have a reserves policy in place, or a strategy about maintaining, reducing or adding to your reserves? Please share your organization's thinking about reserves here in one or two sentences, or by sharing a link to your organization's more detailed policy.
  • We have an operating reserves of that will represent two months of staff costs on July 2015 (about 50k€ per month). We do not intend to change our reserve. The reason behind this policy is that we want to be able to keep the chapters running even if we have some delays in our incomes, however if we encounter huge troubles on our incomes, as all french organization with staff we have inassurance on staff costs called AGS <http://www.ags-garantie-salaires.org/>
3. If your organization plans to use FDC funding to increase its reserves in the upcoming funding period, please list the amount of FDC funding your organization will use to build its reserves here (in the currency requested and in US dollars). Please note that there is a policy that places some restrictions on how much FDC funding your organization can use to build its reserves.
  • We don't want to increase our operating reserves.


Expenses: upcoming year's annual plan[edit]

1. Expenses by program (excludes staff and operations).
Program expenses are the costs associated specifically with your organization's programs. These costs do not include operating expenses or staff salaries, which will be described in separate tables. For example, program expenses 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. The programs listed in this table should correspond to the programs you have listed in the programs section of this proposal form.


Table 7

Program / initiative In currency requested In $US
Axe 1 5,483 6,136
Axe 2 40,927 45,799
Axe 3 41,454 46,388
Axe 4 21,768 24,359
Axe 5 53,106 59,428
Axe 6 50,482 56,490
Total program expenses (should equal the sum of the rows) 213,220 238,600

Table 7 notes: If your organization has significant funding other than FDC funds for specific programs, please make a note of that here.


2. Total expenses. Please use this table to summarize your organization's total expenses overall.
These are divided into three expenses categories: (1) staff expenses from Table 4 (including staff expenses for both staff working on programs and operations), (2) expenses for programs from Table 7 (does not include staff expenses or operations expenses), and (3) expenses for operations (does not include staff expenses or program expenses). Be sure to check the totals in this table to make sure they are consistent with the totals in the other tables you have submitted with this form. For example, your total program expenses excluding staff will be equal to the total in Table 7, while your total staff expenses will be equal to the total in Table 4 and your total expenses will be equal to the total in Table 1.


Table 8

Expense type In currency requested In $US
Program expenses (total from Table 7, excludes staff) 213,220 238,600
Operations (excludes staff and programs) 206,052 230,579
Upcoming staff total expenses (from Table 4) 598,573 669,821
Amount to be added to operating reserves (if applicable)
Total expenses (should equal the sum of the rows) 1,017,845 1,138,999

Table 8 notes:


Political - logo for Wikimedia France.png Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities

Please 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.


Please do not make any changes to this proposal form after the proposal submission deadline for this round. If a change that is essential to an understanding of your organization's proposal is needed, please request the change on the discussion page of this form so it may be reviewed by FDC staff. Once submitted, complete and valid proposal forms submitted on time by eligible organizations will be considered unless an organization withdraws its application in writing.