Grants:Programs/Wikimedia Community Fund/General Support Fund/Annual plan of Wikimedia Serbia for 2025/Final Report
|
|
Part 1: Understanding your work
[edit]Per the recent update on the Wikimedia Foundation Affiliates Strategy process, Wikimedia Affiliates that are General Support Fund grantees will fulfill their affiliate reporting requirements through their final or yearly grantee report.
If you are a Wikimedia Affiliate, you will use this form for your affiliate reporting and to address the affiliate health criteria. You do not need to submit a separate report to AffCom. Follow the guidance in the green boxes to report on how you met the corresponding affiliate health criteria.
If you are not a Wikimedia Affiliate, aligning your responses with the affiliate criteria is optional and not required.
1. Please share to what extent your programs, approaches, and strategies contributed to addressing the challenges you shared in your proposal. If they did not contribute as you believed they would, please share what obstacles you faced and what, if anything, you learned from them? (required)
For affiliates, use this space (Question 1.) to address Affiliate Health Criterion 1.1 (Goal delivery). Describe how you actively delivered on mission goals, e.g. content creation.
Our programs and activities in 2025 contributed significantly to addressing the challenges outlined in our proposal, while also responding to a complex external environment. In addition to long-standing structural challenges such as editor retention and funding diversification, Wikimedia Serbia operated in a year marked by political uncertainty, temporary blockades within the university system, reduced operational activity of certain ministries, and internal staffing changes. These factors directly influenced the pace and scope of some program activities.
Despite this, Wikimedia Serbia maintained continuity across its core program areas, Education, GLAM, and Community-related initiatives, prioritizing stability, relationship-based partnerships, and organizational resilience.
Education Program
[edit]The Education Program faced particular challenges in 2025 due to blockades and disruptions within parts of the university system, which affected scheduling, institutional responsiveness, and implementation timelines. In many cases in the first 10 months of 2025, activities were postponed or adjusted due to limited administrative capacity within educational institutions.
Despite these constraints, we maintained contact with partner schools and universities wherever conditions allowed, adapting formats and timelines when possible. The focus shifted from expansion to preserving existing relationships and institutional continuity, recognizing that safeguarding partnerships during a period of instability was more important than short-term numerical growth.
The Edu Wiki Camp and the Wiki Ambassador network remained key retention and capacity-building mechanisms. One of the main lessons learned is that during politically sensitive or administratively unstable periods, strong professional relationships with professors and students become even more critical than formal institutional agreements.
GLAM Program
[edit]The GLAM Program demonstrated relative resilience, although reduced operational intensity within some public institutions and ministries has affected funding opportunities and decision-making timelines. Limited public funding availability influenced the scale of certain initiatives.
Despite these constraints, partnerships with cultural institutions were maintained and expanded mainly through the Wikipedian in Residence project. Continued advisory support on digitization and open access strengthened institutional trust. The experience of 2025 confirmed that long-term partnerships provide stability even when public-sector funding cycles fluctuate.
Diversity Program
[edit]Community-focused activities continued through edit-a-thons, competitions, external projects and microgrants. Decentralization remained a strategic priority, enabling activities outside major urban centers, like Belgrade, and strengthening local organizers and minority groups.
However, broader socio-political uncertainty also influenced volunteer availability and engagement patterns. Retention of new editors remains a complex issue, particularly in periods when external pressures reduce volunteer time and institutional support.
The key learning is that decentralized leadership and external project and microgrants mechanisms increase resilience by distributing initiative and responsibility across multiple local actors.
Organizational and staffing changes
[edit]Internally, 2025 included staffing changes that required the redistribution of responsibilities and temporary adjustments in workflow. While such transitions created short-term operational pressure, they also provided an opportunity to reassess internal processes and clarify role definitions.
The organization maintained program continuity despite these changes, demonstrating institutional maturity and adaptability. Strengthening internal documentation and clearer division of responsibilities became a priority in order to mitigate the impact of future transitions.
Financial sustainability
[edit]The General Support Fund continued to provide essential operational stability. However, reduced activity within certain ministries and limited public funding availability affected external grant opportunities. Some planned funding applications did not materialize or were delayed due to factors beyond our control.
This context reinforced the importance of cautious financial planning, diversification efforts, and maintaining in-kind partnerships to reduce operational costs.
Lessons learned
[edit]The primary lesson from 2025 is that organizational resilience depends on:
- Strong and trust-based institutional partnerships;
- Distributed leadership within the community;
- Clear internal processes that withstand staffing changes;
- Financial planning that anticipates public-sector volatility.
While political and institutional instability affected certain activities, Wikimedia Serbia did maintain program continuity, preserve partnerships, and safeguard its strategic priorities. Rather than focusing solely on expansion, 2025 became a year of consolidation, resilience-building, and adaptive management.
2. Is there a plan to build on the key successes you had? If yes, please describe the plan and if no, please share the limitations to do so. For instance, did the activities lead to any new priorities, ideas for activities, or goals for the future? (required)
Throughout 2025, Wikimedia Serbia continued to learn through program implementation, but also through adapting to an unstable external environment. The year required flexibility and prioritization. Rather than focusing solely on expansion, we concentrated on preserving partnerships, stabilizing internal processes during staffing changes, and identifying sustainable practices aligned with our strategic goals. Below, we highlight several segments that proved significant for the organization’s further development and will shape our next phase.
Stabilization and strategic repositioning of the Education program
Due to prolonged university closures and disruptions affecting a large number of high schools, it was not possible to implement educational activities at the scale originally envisioned. However, this period allowed us to reassess engagement models and strengthen institutional relationships through continuous communication, planning, and adapted formats where feasible.
Moving forward, once institutional conditions normalize, we plan to reactivate and scale educational partnerships based on a more structured model. This includes strengthening the Wiki Ambassador network, introducing clearer retention pathways for students, and expanding adult education formats, particularly by building on previous experience with lifelong learning initiatives and cooperation with educational and library institutions. The experience of operating under constraints reinforced the importance of institutional anchoring and diversified educational formats (formal and non-formal).
Consolidation and long-term partnerships
Wikimedia Serbia continues to implement the majority of its programs in cooperation with institutions and organizations, recognizing that partnerships multiply impact and enhance sustainability. In 2025, given reduced activity within parts of the public sector and slower administrative processes, the focus shifted from partner expansion to consolidation of existing collaborations.
We will build on this by prioritizing:
- longer-term cooperation models (including structured multi-month collaborations and institutional agreements),
- partnerships that contribute to content diversity and decentralized engagement,
- cross-regional and international cooperation within the Wikimedia movement and beyond.
The lesson from 2025 is that stable, trust-based partnerships are more resilient during periods of political and institutional uncertainty.
Strengthening organizational capacity and internal resilience
Resource development and organizational stability were among the central priorities. The year included staffing transitions that required the redistribution of responsibilities and the strengthening of internal documentation and workflow processes. Rather than slowing down, this phase enabled us to clarify roles, improve internal coordination, and reinforce governance practices.
In terms of funding diversification, we continued applying for national and international calls. Although the unstable political context, reduced ministry activity and internal changes limited many opportunities, the experience strengthened our proposal development capacity and expanded our institutional network.
In 2026 and beyond, we aim to build on this foundation by:
- re-scaling activities responsibly
- further diversifying funding sources
- strengthening decentralized leadership and local organizer development
- fostering cross-regional cooperation and peer-learning within the Wikimedia movement
Overall, 2025 reinforced the importance of resilience, strategic pacing, and institutional continuity. The next phase will focus on responsible growth built upon stabilized structures, empowered organizers, and sustainable partnerships.
3. Please provide a link to reports that detail the activities that took place in the last year. This can include an annual report, Meta pages, and websites. If there are no links available, briefly describe the implemented activities and programs below or upload any files. (required)
For affiliates, use this space (Question 3.) to address Affiliate Health Criteria 2.1 (Affiliate health & resilience), 4.1 (Internal engagement), 4.2 (Community connection), and 4.3 (Partnerships and collaboration):
- Describe your activities engaging new users, new members for your decision-making body(ies), and developing leaders and organizers (2.1).
- Describe your activities creating or hosting spaces to encourage greater collaboration and engagement among your members (4.1).
- Describe how you engage with the contributing community that you serve and/or support (4.2).
- Describe your partnerships with other affiliates or with non-Wikimedia entities (4.3).
Affiliate Health Criteria (2.1, 4.1, 4.2, 4.3)
Engaging new users and developing leaders (2.1)
In 2025, Wikimedia Serbia continued to engage new users primarily through workshops, edit-a-thons, competitions, and decentralized initiatives supported through external projects and microgrants. Although the education sector faced prolonged disruptions, onboarding activities were maintained where possible, and online engagement remained stable. The Education program was and still is the biggest driver of new editors.
Particular emphasis was placed on developing local organizers and gradually expanding their responsibilities. Through various activities, volunteers were supported in independently designing and implementing activities. Transparency in governance and regular communication with active members ensured that interested contributors could engage in strategic discussions and organizational processes, contributing to long-term leadership sustainability.
Creating spaces for collaboration and internal engagement (4.1)
Wikimedia Serbia maintained regular coordination meetings involving staff and board members. Wikimedia Serbia also had regular check-in meetings with leaders of external projects and community gatherings. These meetings and gatherings served as platforms for shared planning, problem-solving, and reflection.
In addition to formal meetings, collaborative spaces were created through joint campaign organization and peer support among organizers. Strengthening documentation practices and clarifying internal roles during 2025 contributed to improved coordination and more transparent decision-making processes.
Community connection (4.2)
Engagement with the contributing community is maintained through continuous communication channels, thematic campaigns, edit-a-thons, competitions, and direct consultations with active editors. Even during periods when in-person educational activities were limited, the online community remained active and engaged.
Feedback is gathered through structured event evaluations, regular check-ins with organizers, and informal discussions. In 2025, particular attention was given to understanding volunteer workload and motivation in a challenging external environment. This strengthened our awareness of community well-being and reinforced the importance of sustainable pacing.
Partnerships and collaboration (4.3)
Partnerships remain one of the focuses to Wikimedia Serbia. In 2025, cooperation with educational and cultural institutions continued, although the broader political situation and reduced institutional activity slowed certain processes. The focus shifted from rapid expansion toward maintaining long-term, trust-based relationships.
At the regional and international level, Wikimedia Serbia remained actively engaged within the CEE network through being a part of the Steering Committee of the CEE Hub, being involved with Edu Wiki Hub, Content Partnership Hub, Let's Connect and Wikimedia Europe. Participation in regional and global conferences and peer-learning exchanges contributed to knowledge sharing and alignment with movement-wide priorities. These partnerships continue to support both programmatic development and organizational learning.
4. Are you interested in sharing what you achieved or learned this year with the wider community through different peer learning programs (e.g. Let's Connect program, Diff)? (optional)
Wikimedia Serbia will continue its practise in sharing its experiences and lessons learned with the wider Wikimedia movement.
- Newsletters: WMRS regularly prepares thematic newsletters (Education, GLAM, CEE, and local updates), where activities, results, and reflections are presented to regional and international audiences. These newsletters serve not only as reporting tools but also as platforms for sharing practical models and approaches.
- Conferences and thematic meetings: We actively participate in regional and international conferences, including CEE, GLAM, EDU, Wikimania and Wikimedia Europe spaces, where we present relevant topics and practical experiences.
- Let’s Connect: WMRS remains open to contributing to Let’s Connect sessions and peer-learning clinics. Building on previous contributions, we are willing to share experiences. Wikimedia Serbia was part of the Let’s Connect working group until July 2025 and had a session about #1Lib1Ref Campaign.
- Diff: When projects demonstrate broader relevance or innovative approaches, WMRS prepares articles for Diff. While this channel has been used selectively, we recognize the potential to increase our visibility and share more structured reflections in the future.
- Regional and global cooperation: Best practices and program models are continuously exchanged through active engagement within the CEE Community and cooperation with the CEE Hub, but also involvement in the Steering Committee of the CEE Hub. This regional collaboration remains one of the key channels for peer-learning and mutual support. Wikimedia Serbia was also involved within Content Partnership Hub and Edu Wiki Hub.
5. Did you collect feedback from your community or target groups on how the activities implemented impacted them? If yes, please attach/provide information on the results (e.g. community surveys, stories, impact booklets/reports, interviews with partner institutions, etc). Did you collect other impact-specific data? (required)
For affiliates, the response to Question 5. also partially addresses Affiliate Health Criteria 4.1 (Internal Engagement), 4.2 (Community Connection), or 4.3 (Partnerships & collaboration), where applicable.
Yes, feedback collection remains an integral part of how Wikimedia Serbia evaluates impact and adapts its programs. In 2025, this process was particularly important due to external instability and internal organizational adjustments.
We collect feedback through several complementary mechanisms. After major events, workshops, and training programs, participants complete structured evaluation forms assessing learning outcomes, organizational quality, and perceived impact. These insights are used to refine formats, adjust timelines, and improve follow-up engagement. Results from these evaluations are available for WikiLive (link) and the Edu Wiki Camp (link).
Project leaders and organizers participate in regular coordination meetings where implementation challenges, community dynamics, and capacity constraints are openly discussed. In 2025, these discussions helped us better understand how political instability, educational disruptions, and staff changes influenced volunteer availability and institutional responsiveness. This led to more realistic planning and clearer prioritization.
We also maintain ongoing communication with active community members through informal conversations, online channels, and direct consultations during planning processes. Rather than relying solely on numerical indicators, we increasingly focus on qualitative signals, such as motivation levels, readiness to take on leadership roles, and partnership sustainability.
Institutional partners provide feedback through post-activity consultations and continued dialogue. In a year when many public institutions operated with limited capacity, this communication helped us preserve trust and jointly reassess expectations.
In addition to qualitative insights, we track quantitative impact metrics (participant numbers, articles created or improved, references added, file uploads, and number of organizers involved). However, 2025 reinforced our understanding that long-term impact is better measured through continuity of engagement and partnership resilience than through short-term outputs alone.
A detailed internal report also includes statements from volunteers, interns, Wiki Ambassadors, and partners, where they share their impressions and the most important lessons learned during their engagement.
6. During the fund period, did your efforts do any of the following? (required):
For affiliates, the response to Question 6. also partially addresses Affiliate Health Criterion 2.2 (Diversity balance).
- 6.1 Bring in participants from the following groups: women, people with disabilities, LGBTQ+ groups, people from lower socioeconomic status, young people, speakers of minority languages
- 6.2 Develop content about the following underrepresented topics or groups of people: women, people with disabilities, LGBTQ+ groups, underrepresented geographical regions (ESEAP, LATAM, SSA, MENA, SA)
- 6.3 Support the retention of: Editors, Organizers, Partnerships, Wikimedians in Residence positions
7. What, if any, effective tactics or approaches can you share that worked well when dealing with the programs under points 6.1-6.3 that you selected? (optional)
In complex social and political environment, Wikimedia Serbia used personal contact with representatives from relevant NGOs, institutions and individuals, in order to get them involved with our activities within our Diversity Program. We focused on important dates (example: International Day of People with Disabilities, Pride Month, Women's Day, International Romani Day etc.), which we used as an occasion for cooperation and implementation of joint activities.
8. If you developed partnerships, which of the following factors most helped you to build partnerships? Please pick a MAXIMUM of the three most relevant factors (optional):
Permanent staff outreach, Volunteers from our communities, Partners proactive interest, Board members’ outreach
Part 2: Metrics
[edit]| Metrics name | Target | Result | Comments and tools used |
|---|---|---|---|
| Number of all participants | 2550 | 1271 | In 2025, WMRS reached a total of 1,271 participants compared to the originally planned 2,550. While this represents a lower numerical outcome than anticipated, it must be understood in the context of a year marked by significant disruptions in the education sector. For much of the year, universities were closed and a large number of high schools operated under blockades, which directly limited the scope of our in-person educational activities, traditionally the main driver of participant numbers.
Despite these challenges, community-based activities remained strong, with the Diversity Program even exceeding its planned participation. Rather than focusing solely on numbers, 2025 became a year of maintaining connections, preserving partnerships, and ensuring that engagement remained meaningful and sustainable under difficult circumstances. In that sense, while the total number was lower than planned, the level of commitment and continuity achieved during a complex year reflects the resilience of both the organization and its community. |
| Number of all editors | 1768 | 668 | In 2025, we engaged 467 newly registered editors and retained 201 editors. While these numbers are lower than initially projected, they reflect the broader context in which the year unfolded.
The prolonged closure of universities and disruptions within schools significantly reduced opportunities for large-scale onboarding activities, which traditionally generate a high number of new contributors. Instead of prioritizing volume, we focused on maintaining meaningful engagement with those who were able to participate. Encouragingly, nearly half of the planned retained editors remained active, demonstrating that even in a challenging environment, the quality of engagement and support mechanisms contributed to sustained participation. The experience reinforced the importance of structured follow-up, mentorship, and realistic pacing in community growth. |
| Number of new editors | 1400 | 467 | |
| Number of retained editors | 368 | 201 | |
| Number of all organizers | 121 | 68 | |
| Number of new organizers | 50 | 30 |
| Wikimedia project | Target - Number of created pages | Target - Number of improved pages | Result - Number of created pages | Result - Number of improved pages |
|---|---|---|---|---|
| Wikipedia | 6460 | 1140 | 1018 | 5844 |
| Wikimedia Commons | 12090 | 14443 | ||
| Wikidata | 2950 | 2411 | ||
| Wiktionary | ||||
| Wikisource | 550 | 20 | ||
| Wikimedia Incubator | ||||
| Translatewiki | ||||
| MediaWiki | ||||
| Wikiquote | 600 | 3234 | ||
| Wikivoyage | ||||
| Wikibooks | 27 | 42 | ||
| Wikiversity | ||||
| Wikinews | ||||
| Wikispecies | ||||
| Wikifunctions or Abstract Wikipedia |
Tool used and comments (optional):
11. Did you set other quantitative and qualitative targets for your project (other metrics)? (required): No
11.1. Other Metrics.
In your application, you outlined some other open metrics that you would like to measure. Please fill out the achieved results for each of the open metrics you defined.
| Other Metrics name | Metrics Description | Target | Result | Tools and comments |
|---|---|---|---|---|
Part 3: Skill Development / Capacity Building
[edit]12. Reflecting on your programmatic (external) and organizational (internal) work, did your grant support you to undergo any skill development that made a difference to your success? If yes, what skill was developed, and how did it lead to success? (e.g. received coaching on public speaking, attended training on nonviolent communication, hosted professional development conversations on leadership, learned and used a new tool for project management, etc.)? Can you share any materials? (required)
For affiliates, use this space (Question 12.) to address Affiliate Health Criteria 2.2 (Diversity balance) and 3.1 (Diverse, Skilled, and Accountable Leadership):
- Describe actions taken to prioritize gender balance in affiliate leadership, as well as any areas of diversity relevant to your affiliate's context (2.2).
- Describe the management, financial, or other leadership skills of your affiliate leaders. If you have a succession plan, please include it here (3.1).
- Describe any training or skill development (as outlined in the question above) (3.1).
- Incorporate into the annual report a disclosure of conflict of interests (if any) from the leadership (3.1).
Yes. In 2025, skill development was less focused on expansion of technical training formats and more oriented toward strengthening organizational resilience, adaptive management, and leadership capacity in response to external instability and internal staffing transitions.
Adaptive program management and institutional communication
Due to prolonged disruptions within the education sector and reduced activity in parts of the public administration, WMRS had to develop stronger capacities in adaptive planning, risk mitigation, and institutional communication. Staff and leadership refined their ability to adjust timelines, redesign activities, and maintain partnerships under constrained conditions. This strengthened our strategic pacing and long-term planning capacity.
Governance and internal coordination
Internal staffing changes required clearer role definitions, improved documentation practices, and stronger coordination mechanisms between staff and board members. Through regular strategic meetings and structured reporting processes, we strengthened internal communication, decision-making transparency, and workflow clarity. These improvements contributed significantly to maintaining continuity during a volatile year.
Leadership development through decentralization
The microgrant and decentralized engagement model further developed leadership skills among local organizers. Supporting volunteers in independently planning and implementing activities enhanced their project management, communication, and partnership-building skills. This distributed leadership approach increased organizational resilience and reduced reliance on centralized coordination.
Community care and sustainability awareness
The year reinforced the importance of balancing productivity with sustainability. Informal consultations and community discussions improved our sensitivity to volunteer workload, motivation, and well-being, an important dimension of long-term impact that goes beyond technical skill acquisition.
Overall, the grant enabled us not only to implement activities but to strengthen the organizational competencies necessary to sustain operations in a challenging external context.
13. What is one capacity/skill area that you would like to focus on for the next year? And how do you plan to achieve this capacity? (required)
In the coming year, Wikimedia Serbia aims to strengthen its capacity in structured leadership development and community sustainability, with a particular focus on retention and integration of new editors.
The experience of 2025 demonstrated that organizational resilience depends on distributed leadership, clear internal processes, and an engaged community capable of sustaining activities even during periods of institutional instability. External disruptions in the education sector and internal staffing transitions highlighted the importance of succession planning, shared responsibility, and stronger onboarding models for volunteers as well.
Moving forward, we aim to further develop mentorship relationships between experienced Wikimedians and newcomers, ensuring that new editors are not only trained but meaningfully integrated into the community. At the same time, we plan to invest in leadership development among active volunteers and organizers, gradually expanding their responsibilities and strengthening their project management and facilitation skills. Strengthening internal documentation and knowledge-transfer practices will also remain a priority to support continuity and reduce dependency on individual roles.
By focusing on both leadership sustainability and community integration, we aim to build a more resilient and self-sustaining organizational model that can adapt to changing external conditions while maintaining long-term impact.
14. If you have additional information or reflections that don’t fit into the above sections, please write them here. Use the space below to upload any additional documents that would be useful to understand your report.
For affiliates, also use this section (Question 14) to fulfill the Affiliate Health Criteria requirements.
- Describe and link to any public-facing documentation for affiliate governance, including affiliate leadership and membership with a breakdown of the demographics; how elections are conducted; how conflicts of interest are declared; and how decisions are made and communicated (2.2, 2.3, 3.1).
- Describe and link to any public-facing documentation for activities incorporating, promoting awareness about, or enforcing the Universal Code of Conduct in your affiliate's activities (3.3).
- Describe and link to any public-facing documentation for internal membership engagement, such as notes from your regular meetings and how you communicate to or involve your membership (4.1).
In this section, we would like to provide additional reflections on the broader organizational and contextual developments that shaped our work in 2025.
The year was marked by significant external instability, including prolonged disruptions within the higher education sector, blockades affecting universities and a considerable number of high schools, as well as reduced institutional activity within parts of the public administration. These circumstances directly impacted the scope and pace of several planned activities, particularly within Wikimedia Serbia's activities. In response, Wikimedia Serbia shifted its focus from expansion toward stabilization, preserving institutional relationships and maintaining communication channels with partners until conditions allowed for renewed implementation.
Internally, the last year also required careful organizational coordination. In 2025, both the Executive Director and the Finance Manager, each with more than ten years of experience within Wikimedia Serbia, resigned from their positions, representing a significant organizational challenge, as these roles are central to strategic leadership and financial stability. Excessive effort was invested in stabilizing operations, redistributing responsibilities, and ensuring continuity of work during the transition period. Staffing adjustments and redistribution of responsibilities increased the workload for the team, particularly during transitional periods. However, these changes prompted a constructive review of internal processes, clearer role definitions, and improved documentation practices. As a result, the organization emerged with more structured workflows and strengthened governance mechanisms.
Another important reflection from 2025 concerns community safety and well-being. Operating in a politically sensitive environment required heightened awareness of community dynamics and responsible communication. While no large-scale incidents escalated to the level seen in previous years, the broader climate reinforced the importance of maintaining open communication channels with editors, monitoring potential risks, and staying aligned with Wikimedia Foundation support structures where necessary.
Overall, 2025 was less defined by program expansion and more by institutional resilience. The organization prioritized stability, continuity, and responsible pacing, ensuring that partnerships, community engagement, and governance structures remained intact despite external uncertainty.
We attach this independent analysis as contextual background to illustrate the broader environment in which the 2025 program implementation took place, marked by political and institutional instability that impacted public-sector responsiveness and partnership opportunities - [1]
Part 4: Financial reporting
[edit]For affiliates, also use this section (Part 4: Financial reporting) to address Affiliate Health Criterion 3.2 (Financial & Legal Compliance).
| Description | Planned / received budget for this category (EUR) | Amount spent (EUR) |
|---|---|---|
| Personnel costs | 122952 | 123951.31 |
| Operational costs | 26277 | 27182.11 |
| Programmatic costs | 30555 | 25718.91 |
| Total General Support Fund | 179184 | 176852.33 |
| Other revenue | 491 | 0 |
| Remaining funds from General Support Fund | 2331 |
15. Please state the total amount spent from this fund in your local currency. (required)
176852.33 EUR
16. Please provide an overview of the amount spent from this fund in the following budget categories in your local currency. (required)
- Operational costs: 27182.11 EUR
- Programmatic costs: 25718.91 EUR
- Staff and contractor costs: 123951.31 EUR
17. Did you have any other revenue sources (e.g. other funding, membership contributions, donations)? (required): Yes
- 17.1. Provide the total amount received from other revenue sources in your local currency. (required): 491 EUR
- 17.2. Provide the total amount spent from other revenue sources in your local currency. (required): 0 EUR
18. Provide a financial report document which will provide the details of funds received and spent in the currency of your fund. (required)
- Upload Documents, Templates, and Files.
- Report funds received and spent, if template not used.
- https://docs.google.com/spreadsheets/d/1f7antUAh2Tw5WFuGpRU_WHky2cj0R03GBqAi63bM3NE/edit?usp=sharing
18.2. If you have not already done so in your financial spending report, provide information on changes in the budget in relation to your original proposal. (optional)
N/A
19. Do you have any unspent funds from this funding?: Yes
- 19.1. Please list the amount of unspent funds in your local currency. (required)
- 2331
- 19.2. Explain why you did not use the amount. (required)
- The remaining unspent balance resulted from modest cost savings and adaptive budget management in 2025, including targeted reallocations between budget categories to reflect operational priorities and adjustments in activity implementation. As highlighted in the internal report, resources were shifted to cover essential procurement (equipment and promotional materials) and to support measures that ensured organisational continuity during staffing transitions, while keeping WMRS strategic priorities on track.
Additionally, parts of the planned programme activities, especially within the Education Program, were implemented in an adjusted scope and timeline due to staffing changes and disruptions affecting educational institutions, which directly influenced the pace of spending.
- 19.3. What are you planning to do with the underspent funds?
- B. Propose to use them to partially or fully fund a new/future request with PO approval
- 19.4. Please provide details of hope to spend these funds.
- We propose to use the underspent amount (2,331.67 EUR) within the following Fund period (in 2026), subject to PO approval, to cover minor eligible program and communication-related costs. This will include small procurement of materials/support items (e.g., printing and/or basic promotional/communication materials, or other low-value operational supplies directly linked to program delivery). The expenditure will remain aligned with WMRS strategic priorities and the internal budget adjustments described in the internal report.
20. Final confirmations (required)
- 20.1. Are you in compliance with the terms outlined in the fund agreement? You must be in compliance with relevant tax laws and regulations restricting the use of the Funds as outlined in the grant agreement. In summary, this is to confirm that the funds were used in alignment with the Wikimedia Foundation mission and for charitable/nonprofit/educational purposes.
- Yes
- 20.2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement?
- Yes
- 20.3. Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Funds as outlined in the grant agreement? In summary, this is to confirm that the funds were used in alignment with the WMF mission and for charitable/nonprofit/educational purposes.
- Yes
This is an automatically generated Meta-Wiki page. The page was copied from Fluxx, the web service of Wikimedia Foundation Funds, where the user has submitted their report. Please do not make any changes to this page because all changes will be removed after the next update. Use the discussion page for your feedback. The page was created by CR-FluxxBot.