Grants:APG/Proposals/2019-2020 round 1/Wikimedia CH/Proposal form

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1. In order to support community review, please provide a brief description of your organization's work in the upcoming funding period.

Wikimedia Switzerland is happy to herewith present its plans for 2020 which are not only aligned to its own 2017-2020 Strategy but also to the wider Movement Strategy and efforts. 2020 sees indeed a continuation of progress, learnings and impact reached in 2019.

As you know, WMCH uses the image of a house to represent its strategic impact directions for the years to come. Resting on a solid floor that represents its legal background, WMCH has three main pillars: GLAM, Education and Community. In addition, the association summarized activities tied to outreach and public relations on a local and global level under the theme of “International and National (Public) Relations”. The aim here is to align efforts in this area allowing for a more structured approach and greater impact, a strategy which already bears its fruits.

You will therefore herewith find four 2-pagers outlining our plans for 2020, comprising each:

  • a short introduction
  • our foreseen metrics as well as
  • an infographic with budget relating to the different programmatic areas that we are focused on.

Please also have a look at our latest progress report to better understand where we are heading to; in addition, within the progress report, you’ll find the complete strategies (short and long versions) for WMCH’s three main pillars – GLAM, Education and Community - with relevant logic models.

Our consolidated budget can be found here. You will note, that it remains more or less the same than in 2019. Some points to consider are:

  • Our Admin./Fundraising Officer (50%) has been outsourced
  • Our finance and accounting has been outsourced for 50%
  • WMCH still doesn’t have a physical office and staff works virtually
  • The GLAM budget stays the same; Education is slightly reduced, whereas Community and International PR – Outreach see a slight increase
  • WMCH is now working with fundraising systems and a proper CRM which means slightly higher fundraising costs
  • WMCH has now also moved onto analytical accounting, which makes planning and forecasts more precise.

HR costs in Switzerland remain a major factor within our budget. We tried to reduce this by seeking outsourced solutions; on top of that, WMCH has thoroughly revisited its HR and remuneration policies in 2018. We are aligned with Swiss standards in the NGO sector, but remuneration remains a major issue for staff retention. Our staff has the specificity to be multilingual, which is a MUST for Switzerland, while at the same time specialists as well as generalists in their respective fields. On top of the virtual nature of the work and the required flexibility due to part-time engagements, it makes recruiting particularly tough.

What is more, WMCH continues to make a substantial effort to raise its own funds wherever possible. In 2019, the association has worked hard on its fundraising systems and CRM in order to be able to address fundraising issues more professionally and effectively. So-called “friendraising efforts” will again be rolled-out in 2020, as soon as a strategy has been drafted and potential donors and partners can be accompanied accordingly. WMCH is closely working alongside other Chapters in order to exchange experiences and move forward in terms of becoming self-sustaining and sustainable.

Thanks for reading us and we are of course happy to answer your questions!

2. Name, fiscal year, and funding period.
  • Legal name of organization: Wikimedia CH
  • Organization's fiscal year: 01 Jan-12 Dec
  • 12-month funding period requested: 01 Jan 2020–31 Dec 2020
  • Currency requested: CHF
  • Name of primary contact: Jenny Ebermann

3. Amount requested.

Table 1

Currency requested US$
Total expenses for the upcoming year 1'309'581.4 1'316'103.12
APG funding requested for the upcoming year 150'000 150'747
Amount of funding received from WMF for the current year 150'000 150'747

4. How does your organization know what community members and contributors to online projects need or want? Does your organization conduct needs assessments or consult the contributors and volunteers most involved with its work?
  • Every end of the year, we are conducting a survey to see how we serve our community and members; on top of that, numerous meet-ups and offline meetings are used to gather data and gain insights into what should be done more of or discontinued etc. Our newly drafted community strategy is a direct result of these efforts.

5. Please provide a link to your organization's strategic plan, and a link to your separate annual plans for the current and upcoming funding periods if you have them.

Table 3

Shared metrics

  1. Participants: The number of people who attend your events, programs or activities, either in person or virtually. This definition does not include people organizing activities, social media followers, donors, or others not participating directly.
  2. Newly registered: The number of participants that create new accounts on a Wikimedia project. These include users who register up to two weeks before the start of the event.
  3. Content pages: A content page is an article on Wikipedia, an item on Wikidata, a content page on Wikisource, an entry on Wiktionary, and a media file on Commons, etc. This metric captures the total number of content pages created or improved across all Wikimedia projects.

Grantee-defined metrics

  1. Content reused by other Wikimedia projects: These metrics identify how much content, produced by Wikimedia CH programs during 2018 and during the past years, have been reused and included on other Wikimedia project pages. An example are the images produced by GLAM projects or the Wikisource content.
  2. Number of people reached in Switzerland: This metric is derived from the enabler "communication“ and demonstrates the reach/outreach Wikimedia CH has with its activities in Switzerland. It includes donors, readers of newspaper-articles etc.
Program Participants Newly registered Content pages Content reused by other Wikimedia projects Number of people reached in Switzerland
1 GLAM 150 25 15 000 2 000 250 000
2 Education 800 100 1 000 2 000 400 000
3 Community 1 000 100 20 000 5 000 500 000
4 International and National (Public) Relations NA NA NA NA 300 000 - 400 000
TOTAL FOR ALL PROGRAMS 1 950 225 36 000 9 000 1 450 000 - 1 550 000

Table 3 notes:

  • All metrics have been increased except "Content pages" and a little bit "newly registered".
  • The "Content pages" have been reduced to 50% to increase the "Content reused". After the long season of mass uploading, the goal is now to improve the content of Wikimedia projects using this material. In this case more quality less quantity.
  • "Newly registered" is decreased a little bit because it has been kept the same for all programs except a small reduction in GLAM. In this case the reason is the same: more quality less quantity. Working with low represented communities means more work and more engagement.

Annual plan summary[edit]

Annual Plans:[edit]

Program 1: GLAM[edit]

GLAM Program 2020 Wikimedia Switzerland

Based on our mid-term GLAM Strategy which has been in place since 2018, WMCH will continue following its strategic direction for the GLAM Program. To implement the action plan, WMCH will keep the framework presented in last year’s annual plan consisting of the three pillars ‘GLAM Organization’, ‘GLAM Partnerships & Projects’ and ‘GLAM Digital Competence & Technology’.

In terms of GLAM Organization WMCH will keep moving towards an organizational transformation with the purpose of implementing a sustainable project environment for GLAM, which will allow to work efficiently and grow our programs in the near future. WMCH will analyse other HUB organizational models and learn from other Chapters. Based on the results, a HUB approach and an action plan adapted to the Swiss GLAM landscape and environment will be elaborated. WMCH aims to integrate Wikimedia projects within the processes of GLAM institutions. This will require awareness building, knowledge transfer (knowledge as a service) and training of GLAM executives & employees. Therefore, in terms of internal process consolidation, it is crucial to improve WMCH’s own processes and policies for GLAM by building for example a GLAM portal, where all required information and knowledge will come together and will be accessible for GLAM institutions.

Having a closer look into WMCH’s strategic objectives and the GLAM Partnerships & Project program, the association will closely follow the Wikimedia Movement Strategy (in 2020 and beyond) and focus on Continuity, by building on long-term relationships and scalable formats, as well as Diversity to expand its impact on new GLAM institutions and regions. WMCH’s culture of multilingualism offers an opportunity to support diversity, which definitely should be built upon. Furthermore, the active collaboration and exchange of knowledge with other Chapters is fostered, especially with the ones close to Switzerland, such as WMDE and WMAT and, hopefully in the near future, WMIT and WMFR. WMCH also aims to engage, learn and contribute to the GLAM activities with other Chapters in the area of ‘Open Cultural Heritage & Data’ projects. Please find below a programmatic outlook, just to mention a selection of planned activities:

  • International Museum Day 2020: Continue to participate in the International Museum Day, the 3rd year in sequence and work on the coverage of Museum content in Wikipedia, Wikimedia Commons and Wikidata. In 2019 WMCH scaled this activity and launched a campaign together with WMDE and WMAT. The aim is to increase WMCHs impact and the association is thus trying to commit WMIT and WMFR to jointly participate.
  • International Archives Day/Week 2020: Continue to participate in the International Archives Week, the 2nd year in sequence and work on the coverage of Archives and their content in Wikipedia, Wikimedia Commons and Wikidata. In 2019 WMCH launched this campaign together with the Association of Swiss Archivists. In 2020 WMCH’s aim is to launch it together with nearby chapters.
  • Open Cultural Hackathons & Datathons: Since many years WMCH supports associations, communities and universities organizing Hackathons related to open cultural heritage as well as Datathons helping to inject open cultural data into Wikidata. The GLAM Hack celebrates its 5th anniversary in February 2020. The next Open Cultural Hackathon is planned for June 2020 and will be hosted by the University of Applied Sciences in Chur.
  • GLAM + Wikidata Projects: Continue on the pathway of developing GLAM + Wikidata Projects. There are planned activities with SBB Historic and the Montreux Jazz Archives and WMCH aims at generating more opportunities in this area.
  • GLAM on Tour Events: Continue the GLAM on Tour program and organize two GLAM on Tour events in two different language regions under the aspect of Continuity and Diversity.
  • Edit-a-Thon Ateliers: Continue with the Edit-a-Thon ateliers in cultural institutions across the country, organized by the GLAM Wikipedia community and supported by WMCH.
  • GLAM Network & Knowledge Sharing: Strengthen the existing GLAM Partners Network, which has been expanded across Switzerland. Reach out to new partners, engage them and implement joint activities & projects. A first joint workshop between the GLAM Network and ‘Friends of OpenGLAM’ has taken place in 2019 and will continue in 2020 to discuss areas of interests around Wikimedia projects. The elaboration of a joint mid-term action plan will be included
  • Explore new formats: In 2020 WMCH aims at exploring new formats and projects such as KulTour, the little sister of the GLAM on Tour, 1lib1ref. Eventually, the association will look into Citizen Science.

With its third leg, ‘Digital Competence & Technology’, WMCH aims to offer services requested by its GLAM partners and GLAM community members. WMCH is constantly in exchange to improve the functionalities of the GLAM statistical tool and the WMCH map service, based on the needs of our GLAM Partner Network. For 2020, the aim will be to share applications with other chapters and the WMF, engage and contribute in GLAM Tech projects and initiatives developed by WMSE as well as support other innovative tech-oriented projects. An example is X-ode, a cross-reality project which is developed in collaboration with the HES-SO (Geneva) and Concordia University (Montreal). It is a project, which will use and integrate Wikimedia projects as a knowledge base. X-ode submitted a project proposal for funding to Innosuisse this year.

Planned outcome (target) Explanation
Total # of participants 150 Decrease of metric compared to 2019 due to running smaller events, or launching online projects, or working within the GLAM institution, having only one institutional account. Therefore, it is very difficult to measure the exact number of effective participants.
# of new editors 25 Decrease of metric. In Switzerland mostly experienced users participate in GLAM activities.
#number of content pages created or improved 15 000 Decrease of metric. Mass uploads from big institutions have been performed already. GLAM+Wikidata projects are now in focus.
Content reused by other Wikimedia projects 2 000 Increase of metric. This metric has been reached quickly for GLAM in the last two years.
# of people reached in CH 250 000 Increase of metric. This metric has also been reached very fast for GLAM during the last two years.

Program 2: Education[edit]

Education Program 2020 Wikimedia Switzerland

WMCH has reviewed the strategy concerning education and adapted it during 2019. The major intervention areas, identified for 2020, are:

  1. Schools - until Middle School level
  2. Universities and High Schools – related to activities with a higher level of education
  3. Lifelong training - linked to recurrent training and to the certification of skills
  4. Reorganization and diversity – related to the infrastructure with a specific emphasis on diversity

WMCH’s approach for 2020 mainly follows the idea to offer professional services and tools, methodologies and case studies to the main actors in the field of education, namely teachers, educators, cantonal departments, universities, etc. To satisfy the increasing number of requests for content and activities, WMCH decided to play more of a supporting role instead of becoming a main player. By doing so, it is aiming at motivating important actors already active within the education field in Switzerland to become motivators and mentors. This will ultimately allow for a replication of education programs within all cantons and also increase WMCH’s partnerships and visibility. From WMCH’s viewpoint, this proceeding is closely aligned with the overall strategy 2030, specifically tackling the area ‘knowledge as a service’.

During 2019 WMCH has received several requests from important partners to continue or to start new activities like the Service Civil International, UNESCO, Women++, University of Zurich, University of Fribourg etc.; we believe that these kinds of collaboration are very fruitful.

This choice doesn’t mean of course that WMCH will only play a secondary role working behind the scenes, but that the association will select the most innovative activities where it can become active with the most impact. On one hand, frameworks, materials and tools will be prepared and on the other, WMCH will play a crucial role supporting its volunteers and/or partners.

Within its fourth area of activity – reorganization and diversity – WMCH will become active by conducting interventions where knowledge gaps are identified (like for visual impaired students or students with disabilities) and by reorganizing the program in order to have a more efficient and scalable structure in place. The deployment of tools, helping and supporting WMCH’s education program is also planned. In 2019 for example, research has shown that teachers are developing platforms using Mediawiki; WMCH will support these initiatives thus improving the tools and moving forward with their development. All intervention areas in terms of education are aligned with the 2030 movement strategy but this 4th area, has been especially created to monitor the whole education program and to be able to conduct small corrections and reviews in line with the 2030 objectives.

The budget is a little bit lower for 2020, because WMCH is doing its best to work with in kind donations (important discounts or equipment/locations for free) as much as it can.

Planned outcome (target) Explanation
Total # of participants 800 Increase
# of new editors 100
#number of content pages created or improved 1 000 Increase
Content reused by other Wikimedia projects 2 000 We will also consider OSM modifications for maps used in Wikimedia projects.
# of people reached in CH 400 000

Program 3: Community[edit]

Community Program 2020 Wikimedia Switzerland

WMCH reviewed its strategy concerning community involvement in 2019. The major intervention areas that have been identified are:

  1. Community health - related to conflict resolution and long-standing community support
  2. Community building - related to the retention of newly acquired community members
  3. Community outreach - linked to the acquisition/outreach to new community members
  4. Collaboration with communities and Chapters

WMCH will keep this focus for 2020. The association will continue to support not only a specific category of users, but the community as a whole, with a particular emphasis on those users considered most disadvantaged or those who are currently not managed actively due to clear difficulties (for example the visually impaired). WMCH is closely following the discussion around the Movement Strategy 2030 and specifically the working groups addressing community issues.

The program for 2020 will just see some little changes – for example a more substantial support to les sans PagEs – but in its essence, will remain the same. WMCH has indeed seen a number of successes and encouragements from the community in 2019, which prompts it to continue on the now established path.

Knowledge equity deserves to be mentioned here, because Wikimedia Switzerland is aiming at supporting minorities, improving already existing programs or extending its already existing programs to increase their impact. Switzerland is a mosaic of cultures and of communities and this specific topic matches very well the Swiss context.

Finally, the newly established partnerships with other communities like that of Swiss OpenStreetMap (SOSM) are bearing many fruits. WMCH is also in the process of establishing new ties with other like-minded associations (such as Women ++ for example): initiatives which will definitely be continued in 2020.

We evaluate the impact of Program Line 3 more conservatively because some projects have been moved into more specific Impact Directions and because our new strategy related to Community will only see its first year of implementation and learnings in 2019:

Planned outcome (target) Explanation
Total # of participants 1 000 Increase
# of new editors 100
#number of content pages created or improved 20 000 We reduced this metrics a little bit to be able to stress more the metrics related to community building.
Content reused by other Wikimedia projects 5 000 Increase
# of people reached in CH 500 000

Program 4: International and National (Public Relations)[edit]

Outreach Program 2020 Wikimedia Switzerland

At WMCH we believe that as an association of such notoriety we can and should use our unique position to influence and make our point wherever necessary and possible. As 2019 has shown, this can successfully be done in Switzerland, where WMCH is already seen as a prominent partner and stakeholder when it comes to issues related to the digital world and its environment. WMCH’s involvement on the European and international level is also seen as crucial since on one hand European law influences what is happening in Switzerland and on the other hand, many organisations and associations have their headquarters here: thanks to its special status, Switzerland is home to many organisations such as the UN, the international sports movement, etc. but also to non-profits, foundations and associations. Moreover, many international companies and start-ups do also have their European headquarters in Switzerland which allows WMCH to diversify its efforts and tackle various prominent partners, namely their CSR (Corporate Social Responsibility) departments, technology and innovation/media labs and hubs etc.

So far, WMCH has partnered very successfully with the association ParlDigi since 2018, reaching out to public authorities but also many other potential partners in Switzerland and thus beginning to establish itself as a trusted partner. In 2020, this precious work as well as WMCH’s implication in the FKAGEU network and the EU outreach will be continued. What is more, WMCH will continue reaching out to its neighbour Chapters seeking to pool resources and projects as well as participating in the wider Wikiverse activities where necessary. Wikifranca is a very good example, where in 2019 activities started to be jointly coordinated for the French-speaking countries and where Switzerland participated with scholarships, funding and attendance.

Finally, important steps forward were made in 2019 concerning a potential collaboration with international organisations and Foundations such as UNESCO (Swiss office), the PeaceNexus Foundation and the International Federation of Red Cross and Red Crescent Societies. These steps will be pursued in 2020.

Our Program line 4 completely embraces the Wikimedia Movement Strategy enforcing it nationally and internationally through its activities, notably by building partnerships and capacity as well as by ensuring sustainable revenue streams.

The impact in Program Line 4 is mainly measured through the PR value as this is a reliable way of evaluation in a given year as well as through fundraising and capacity building goals. Media clippings and other efforts will help us in that sense. Of course, it takes a long time to build and sustain viable partnerships, hence time will help assessing the effectiveness of all undertaken measures. WMCH is also still trying to augment the so-called “top of mind awareness” as many people don’t even know that there is an association behind Wikipedia and other wiki projects.

Planned outcome (target) Explanation
Total # of participants NA
# of new editors NA
#number of content pages created or improved NA
Content reused by other Wikimedia projects NA
# of people reached in CH 300 000 - 400 000 Based on calculations of the PR Value (Advertising Cost Equivalent - measure of difference in cost between paying for advertising space and placing an equivalent editorial piece) and the approx. number of people reached through the activities.

Verification and signature[edit]

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. General operating support through the FDC may not be used to cover political and legislative activities, although you may make a separate grant agreement with the WMF for these purposes.
I verify that no funds from the Wikimedia Foundation will be used
for political or legislative activities except as permitted by a grant agreement

Please sign below to complete this proposal form.

IMPORTANT. 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 or fails to remain eligible for the duration of the FDC process.
Please sign here once this proposal form is complete, using four tildes. Jenny WMCH (talk) 18:34, 14 October 2019 (UTC)