Grants:Programs/Wikimedia Community Fund/General Support Fund/Creating free knowledge through educational, GLAM & capacity building projects & collaborations while enhancing diversity & social representation in He-WP & AR-WP/Yearly Report (2025)
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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.
Introduction and Strategic Framework In 2025, Wikimedia Israel (WMIL) began implementing a new strategic plan formulated in 2024. Our overarching goal is to promote the creation and accessibility of free and reliable knowledge, alongside the critical consumption of information, for and by Israeli society. Our strategic objectives include:
- Encouraging the public and cultural institutions to create and provide access to free, reliable knowledge.
- Increasing public awareness of critical knowledge consumption.
- Promoting the participation of marginalized groups in knowledge creation and expanding content about them (Knowledge Equity).
- Establishing WMIL as a sustainable organization.
These objectives are pursued through four main pillars: Education, Partnerships, Community, and Advocacy.
The Impact of Global and Local Context It is important to note that throughout most of 2025, Israel has been in a multi-front war. This situation significantly undermined the physical and emotional security of our staff, volunteers, and beneficiaries. Naturally, this had a profound impact on the processes, perceptions, and capacities of everyone involved in our activities.
1. Education: Broadening Horizons and Technical Skills Education is our primary field of action. We focus on teaching the general public through Wikipedia editing courses, educating cultural institutions on the importance of free content, and guiding academic faculty and students in Hebrew and Arabic.
- Advanced Courses: In 2025, we launched the "Advanced Wikipedia Course" as a direct response to feedback from beginners. This curriculum covers advanced editing skills, the use of AI tools, and multimedia uploads.
- GLAM Education: Over 20 cultural institutions participated in our GLAM course, learning about Wikipedia, Wikidata, and Wikimedia Commons. The program included professional mentorship and grants for outstanding practical projects.
- Academic Outreach: We shifted our marketing strategy from top-down (administrators) to direct-to-faculty engagement. By building a comprehensive database and running targeted social media campaigns (LinkedIn/Facebook), we successfully increased direct collaborations with lecturers.
- Arab-Jewish Collaboration: A standout program born from the current crisis is "Arab and Jewish Students Writing Wikipedia Together." This initiative promotes both content creation and intercultural dialogue, serving as a vital bridge in a fractured society.
- The Arabic Sector: We significantly increased participation among Arabic-speaking teachers and students. We integrated AI-assisted editing into teacher training to maintain relevance in a changing digital landscape.
- Critical Thinking: While we saw a decrease in the number of Hebrew-speaking classrooms due to various constraints, we launched a pilot workshop for high schools focused on critical thinking, evaluating sources across Wikipedia, AI, and social media.
2. Strategic Partnerships We prioritize partnerships with organizations that share our values. Three notable collaborations in 2025 include:
- The Accord Center: Their expertise in social psychology and intergroup relations has been instrumental in our mixed Arab-Jewish student programs, ensuring marginalized voices feel equal and centered.
- The National Library of Israel: Our collaboration has become seamless, particularly in the GLAM sector, where each organization’s strengths compensate for the other’s weaknesses.
- Anti-Disinformation Coalitions: Working with the Internet Association and FakeReporter, we are developing educational modules for critical thinking and plan a joint conference for 2026.
3. Community Health and Resilience 2025 was designated as the "Year of Community," with a focus on improving the atmosphere within the Hebrew Wikipedia.
- Non-Violent Communication (NVC): We hosted NVC courses for both advanced-permission holders and general community members.
- Working Groups: Three task forces were established to find operational ways to support new editors and improve the discourse culture.
- Learning from Challenges: Despite these efforts, the community climate remains volatile. We view this as a long-term process and remain committed to small, persistent steps toward cultural change.
4. Advocacy and Infrastructure To raise awareness and lower barriers to entry, we invested heavily in digital infrastructure:
- Instructional Media: We produced a series of instructional videos integrated into our curricula, the Wikipedia "Incubator," and our YouTube channel.
- Digital Learning: A new, free digital writing course is set to launch on a national platform.
- Resource Guides: We developed multilingual guides for uploading to Commons, a dedicated workspace for academic lecturers, and visual guides for migrating content from external platforms (e.g., Google Docs) to Wikipedia.
New Website: In September 2025, we launched a new website in Hebrew and English (with Arabic coming soon), serving as a hub for our activities and educational resources.
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)
Absolutely. Wikimedia Israel has constructed its 2026 work plan based on past successes while adapting to emerging challenges. The plan focuses on sustaining successful models, expanding target audiences, and developing tools to address the challenges and opportunities brought by Generative AI.
1. Education: Deepening Capacity and Diversifying Programs Our experience has shown that diversifying and deepening our educational offerings allows us not only to reach new audiences but also to build the capacities of those already active in our programs. This approach encourages continued contribution and peer support while expanding personal and professional knowledge.
- Sustaining & Expanding: We will maintain our core Wikipedia editing courses and article-writing programs in Hebrew and Arabic. Building on the momentum of 2025, we will expand the "Advanced Editing Course," which includes hands-on experience with AI tools for content creation.
- Continuous Support: We will offer informal follow-up Q&A sessions for alumni to ensure long-term retention.
- GLAM Evolution: Following the success of our GLAM initiatives, we will provide both "Beginner" and "Advanced" GLAM courses.
- New Specialized Training: We aim to develop a new course focused on expanding knowledge of Wikimedia Commons and Wikidata, specifically designed for active and veteran editors who require advanced technical skills.
- School Programs: We will continue to scale the "Reading Wikipedia in the Classroom" program for younger students and our "Critical Thinking Development" curriculum.
2. Community and Volunteers: Fostering Resilience and Dialogue We will continue to host our popular Friday guided tours ("Elef Milim"), writing competitions, and community meetups. In 2026, we plan to deepen these interactions by providing more tools and opportunities for face-to-face encounters, aimed specifically at improving the community climate and the culture of discourse.
- Leadership Engagement: We have successfully fostered productive relationships with high-level functionaries (administrators) in the community who also volunteer with WMIL. This synergy allows us to provide more effective and targeted support where needed.
3. Long-term Strategic Partnerships The association will continue to deepen significant partnerships, such as our ongoing collaboration with the National Library of Israel and FakeReporter. We will also strengthen our ties within the Hebrew and Arabic educational systems and expand our reach among academic institutions and lecturers, where we see significant potential for growth.
4. Strategic Marketing and Outreach In the coming year, we will invest in a visual language based on "impact stories" and testimonials from our program alumni to resonate our core messages. Our marketing strategy will combine early self-promotion with personalized outreach to strategic marketing partners to ensure maximum visibility and engagement.
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).
Criterion 4.1: Internal Engagement
[edit]WMIL creates and hosts collaborative spaces (physical, online, and hybrid) that allow members to take an active role in shaping the organization and the community:
- Thematic Working Groups: In 2025, we established three dedicated working groups to find operational solutions for improving the community climate and editor retention. These spaces empower members to become "implementation partners," contributing their expertise to the most pressing issues in the community.
- Tools for Respectful Discourse: We facilitate Non-Violent Communication (NVC) courses for association members and advanced-permission holders. These courses serve as a "safe space" for shared learning and the creation of an internal language that encourages collaboration over confrontation.
Criterion 4.2: Community Connection
[edit]The association operates with full transparency and openness toward the contributors and the community it serves, ensuring resource accessibility and expanding circles of participation:
- Digital Infrastructure and Knowledge Sharing: We launched a new website and a series of digital guides and videos in both Hebrew and Arabic. This infrastructure ensures full transparency regarding our activities and makes editing knowledge accessible to every potential contributor, thereby strengthening the link between the association and the general public.
- Field Engagement: Our "Elef Milim" tours and regular volunteer meetups serve as a direct, open channel to the community. These spaces allow us to listen to the needs of editors on the ground and respond immediately, particularly during complex periods that require community resilience.
- Community Gatherings: Dedicated community events held at least twice a year create opportunities for networking and reinforce a sense of belonging among participants.
Criterion 4.3: Partnerships & Collaboration
[edit]We develop effective partnerships both within the global movement and with external entities, focusing on professional synergy and shared core values:
- Strategic GLAM Partnerships: Our deep collaboration with the National Library of Israel serves as a model of full synchronization. This partnership is based on a "coordinated dance" where each organization leverages its strengths to create a significant impact in making cultural heritage assets accessible to the public.
- Multicultural Dialogue in Academia: Our collaboration with academic institutions and the "Accord Center" in the "Arab and Jewish Students Writing Together" program demonstrates how external partnerships enrich our activity.
3. Combatting Disinformation and Digital Literacy: We work closely with "FakeReporter" and the Israel Internet Association to develop educational modules for critical thinking.
Here you can find a review of our 2025 activities and how they align with the Affiliate Health Criteria: [1]
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)
Certainly, we would be happy to share our insights with the community
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.
In reference to Health Criteria 4.1, 4.2, and 4.3: Wikimedia Israel views feedback mechanisms as an integral part of an ongoing process of learning, transparency, and partnership—both with our program beneficiaries and our strategic partners. Therefore, we strive to collect data upon the conclusion of each activity, analyze it, and share our insights and conclusions with our partners. We believe this is the best way to improve and optimally address the needs of our beneficiaries and partners alike. The following are several examples of feedback from various activities conducted in 2025:
Impact Study: Assessing the Arabic Program's Effect on Beneficiaries
Impact Study: Assessing the Wikipedia Editing Courses Effect on Beneficiaries
Examples of feedback from participants in Wikipedia editing courses
Feedback for a critical thinking workshop
Feedback for “Thousand Words” Tours
How do Arabic-sector educational partners perceive our impact
Academic partners and participating students: perspectives on the impact of the program
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, neurodiverse people, people from lower socioeconomic status, young people, speakers of minority languages, underrepresented geographical regions (ESEAP, LATAM, SSA, MENA, SA)
- 6.2 Develop content about the following underrepresented topics or groups of people: women, speakers of minority languages, underrepresented geographical regions (ESEAP, LATAM, SSA, MENA, SA)
- 6.3 Support the retention of: Editors, Organizers, Partnerships
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)
Wikimedia Israel possesses extensive experience working with marginalized populations, yet we recognize that this is not our core area of expertise by definition. Therefore, to ensure success and foster meaningful impact within these communities, we have learned that we must collaborate with experts in the field. For instance, our work in universities through the 'Jewish and Arab Students Writing Wikipedia Together' program is supported by the Accord Center, which specializes in cross-cultural group dynamics. This support extends to the participating institutions, lecturers, and students alike. We have found that this principle works optimally in any program where engagement with beneficiaries requires unique sensitivity and specialized attention. Regarding the retention of editors and organizers, we operate according to two key principles: first, the cultivation of long-term personal relationships that foster reciprocity and mutual commitment. Second, a strategic decision to invest every possible effort in retaining veteran editors. This commitment is realized through a diverse range of activity channels, as previously detailed in our earlier responses.
[edit]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, Board members’ outreach, Volunteers from our communities
Part 2: Metrics for Year 1
[edit]| Wikimedia Metrics | Target (Year 1) | Results (Year 1) | Comments and tools used |
|---|---|---|---|
| Number of all participants | 9000 | 10628 | Including 7266 followers on social networks |
| Number of all editors | 1460 | 1789 | Dashboards |
| Number of new editors | 1360 | 1789 | |
| Number of retained editors | 120 | 1789 | |
| Number of all organizers | 209 | 235 | Excel tables |
| Number of new organizers | 95 | 235 |
| Wikimedia project | Target - Number of created pages (Year 1) | Target - Number of improved pages (Year 1) | Result - Number of created pages (Year 1) | Result - Number of improved pages (Year 1) |
|---|---|---|---|---|
| Wikipedia | 610 | 1565 | 1261 | 2293 |
| Wikimedia Commons | 3000 | 0 | 5713 | |
| Wikidata | ||||
| Wiktionary | ||||
| Wikisource | ||||
| Wikimedia Incubator | ||||
| Translatewiki | ||||
| MediaWiki | ||||
| Wikiquote | ||||
| Wikivoyage | ||||
| Wikibooks | ||||
| Wikiversity | ||||
| Wikinews | ||||
| Wikispecies | ||||
| Wikifunctions or Abstract Wikipedia |
11. Did you set other quantitative and qualitative targets for your project (other metrics)? (required): Yes
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 | Description | Target | Results | Comments | Methodology |
|---|---|---|---|---|---|
| Collaborations | It has been a breakthrough year in terms of creating new partnerships and maintaining existing ones in the year 2024. We have set the following goals for 2025 Retaining 70% of the significant collaborations from 2024 and before. In addition 3-4 new significant collaborations will be established. | 4 | 8 | I have highlighted only new collaborations that hold deep and long-term significance | The description of data collection is not applicable in this context, as we conduct regular meetings and work collaboratively toward shared goals |
| Index of satisfaction | On the final feedback questionnaire, participants should give a score of at least 4 out of 5 for their overall satisfaction with the Editing course and community events | 4 | 4 | In response to the question, did the course meet your expectations? The score is 4.48 and the instructor's level of guidance was 4.8. | Feedback forms |
| Index of persistence | At least 30 percent of the participants in the Wikipedia editing course will continue to edit for at least three months following completion of the course. | 30 | 30 | Since the option to track information about edits was removed from the dashboard, the score presented here is only an estimate based on our acquaintance with course graduates and the data we have on edits on the dashboard during 2025. | Excel files and dashboards |
| Unrepresented Groups and content | In this measure, we reflect the degree to which we support underrepresented populations and content. The goal in 2024 is to ensure that about 20% of the content or participants are underrepresented | 20 | 39 | While it is somewhat challenging to calculate an exact percentage, if we focus solely on the Arabic-language program and evaluate the metric based on participant numbers, we can report that out of 3,362 total participants (excluding social media reach and engagement), 1,334 are Arabic speakers living in the periphery. This represents 39% of the participants. Furthermore, since we also address content areas related to marginalized populations and include several schools from the periphery in our Hebrew-language program, we can state that at least 39% of our participants belong to underrepresented groups | Excel files and dashboards |
| N/A | N/A | N/A | N/A | N/A | N/A |
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).
The grant we received allowed us to invest in strengthening the human capital of Wikimedia Israel, both at the professional and leadership levels, with an emphasis on diversity and advanced technological skills. Below are the details: Diverse, Skilled, and Accountable Leadership (Criterion 3.1):We utilized the grant funds to develop leadership skills within the Hebrew Wikipedia community. This included a Nonviolent Communication (NVC) course tailored for users with advanced permissions, as well as an additional course open to the entire community. These courses were designed to improve the community climate and empower members to exercise leadership roles effectively. Furthermore, we initiated and supported a volunteer task force that meets monthly to build an actionable work plan aimed at supporting new editors and retaining veteran ones, while fostering active and creative leadership. This year, we also expanded our professional team with new employees and freelancers. All new staff operate under our core team, effectively turning our program center into a structured management hub with direct reports. This process has a dual significance: first, it develops a sense of capability, empowerment, and leadership within the permanent staff; and second, it establishes a robust succession plan (Succession Pipeline) for the organization's future activities. Diversity Balance (Criterion 2.2):Our staff, which is highly diverse in terms of gender and culture, participated in two key skill-development programs. The first was a course on Critical Thinking, which provided professional tools for the critical consumption of digital knowledge. This training helped us forge new collaborations and improve our educational curricula in this field. The second involved workshops on using AI tools as a writing assistant for Wikipedia. Following these sessions, we integrated AI-assisted editing into the syllabus for advanced editing courses, our Hebrew-language Critical Thinking program, and our teacher-training seminars in Arabic. By teaching these skills in academic institutions and excellence programs, we transformed a potential technological barrier into an opportunity to expand our circle of contributors. Regarding Diversity Balance (Criterion 2.2) in the field: our teacher-training seminars in the Arabic-speaking sector are primarily attended by women. Beyond gaining encyclopedic knowledge, these participants undergo a process of empowerment and self-efficacy. These processes ensure that the voices of diverse populations are heard not just as 'target audiences' but as part of the school leadership. Conflict of Interest Disclosure (Criterion 3.1):As required, we hereby declare that there are no conflicts of interest regarding our board members or staff. No such conflicts were identified during the current reporting year or in previous years.
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)
While the need to develop technological skills around Artificial Intelligence (AI) as an assistant for creating reliable knowledge is nearly self-evident in the current era, we have chosen to define 2026 as the 'Year of the Community.' Our primary goal for the coming year is to focus on developing community leadership capabilities and resilience among our various community members and editors.
We believe that the continuity and prosperity of the free knowledge movement depend first and foremost on a strong human community. Therefore, we intend to invest the majority of our resources and skill-building efforts in the following areas:
- Community Leadership Development: Strengthening the leadership capabilities of advanced-permission users and leading volunteers, enabling them to lead processes in an accountable, transparent, and inclusive manner. We plan to achieve this through coaching workshops and conflict management training.
- Improving the Community Climate (Safe & Welcoming Environment): Implementing skills in Nonviolent Communication (NVC) and intergroup dialogue, with the aim of ensuring that every member of the community feels safe, welcome, and valued. This capability will be acquired through facilitated sessions and dedicated working groups focused on improving discourse.
- Volunteer Retention and Empowerment: Building mechanisms to assist community leadership in supporting new editors and retaining veteran ones, based on the understanding that a thriving community requires constant cultivation of its human capital.
Through this focus, we aim to create a natural and organic Succession Plan, where leadership emerges from a robust, diverse, and healthy community capable of meeting the challenges of the future.
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).
The Board of Wikimedia Israel consists of nine members, three of whom are women. Alongside the Board, there is an Audit Committee composed of two members—one man and one woman. Details regarding the Board members and their contact information are published on the Wikimedia Israel website and are accessible to the public. All members of the Board and the Audit Committee are elected during the General Assembly. Details regarding the Board members. The association has also bylaws outlining the roles of the Board, the General Assembly, the association members, and other roles and matters. The association’s bylaws. The General Assembly is held annually, and all association members who have paid their membership fees are invited to attend. Invitations are sent personally via email, including several reminders to encourage participation. For those unable to attend in person, a remote voting form is provided, allowing them to vote for Board and Audit Committee members. Remote voting form. The minutes of the General Assembly, as well as the minutes of all Board meetings held throughout the year, are transparently published on the Wikimedia Israel website. As shown in these minutes, all decisions by the Board and the General Assembly are made through a democratic voting process. Meeting minutes. In any case where even a minor concern of a conflict of interest arises, the board member is required to sign a conflict of interest declaration. Conflict of interest declaration.
Regarding the Universal Code of Conduct (UCoC), this year we have focused on developing and adapting the code to the Israeli culture. The draft of the UCoC was submitted to the Board of Directors for review; the Board provided comments and raised questions regarding its content. An additional in-depth discussion is scheduled for early January to finalize and approve the code, after which it will be formally applied to all Wikimedia Israel activities. Wikimedia Israel - Friendly Space Policy (in draft status) In the meantime, we already require anyone registering for our activities to read the Wikipedia Code of Conduct and confirm their agreement to abide by its rules. This applies, for example, to registrations for volunteer meetups, community events, and more. Furthermore, Wikimedia Israel's course program, which teaches the general public how to edit Wikipedia, serves as an introduction to Wikipedia community life. As part of their training, program managers are introduced to the accepted rules of conduct on the Hebrew Wikipedia, including the UCoC. In conjunction with this, group leaders teach this topic to participants during the second study unit of the course, which focuses on collaborative writing and its implications. The instructions for group leaders are availablehere and the presentations for the participantshere. Wikimedia Israel is committed to full transparency and actively involves association members and the community in its ongoing activities. This engagement is carried out through several primary channels: Meeting Minutes The association maintains continuous contact with its members through newsletters and email updates regarding key decisions, invitations to assemblies, and upcoming events. Newsletter: January-February, March-April, May-July, August-October, Community and Volunteer Meetups: We hold both in-person and online meetups designed to listen to the community's voice, share work plans, and receive direct feedback on the association's activities. For example, this presentation, shared during the Winter 2025 meetup, outlines a community survey conducted in 2024 and offers practical suggestions for improving the community climate as part of our ongoing dialogue with its members. We also utilize 'Kikar HaIr' (the Hebrew Wikipedia's Village Pump) to share our activities with the community and issue calls to action. For example, here you can read a call to action regarding support for new editors and other initiatives aimed at improving the climate on Wikipedia.
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 | Amount spent (ILS) |
|---|---|
| Personnel costs | 1261151 |
| Operational costs | 45000 |
| Programmatic costs | 193849 |
| Total (Year 1) | 1500000 |
| Other revenue | 450928 |
| Remaining funds (Year 1) | N/A |
15. Please state the total amount spent from this fund in your local currency. (required)
1500000 ILS
16. Please provide an overview of the amount spent from this fund in the following budget categories in your local currency. (required)
- Operational costs: 45000 ILS
- Programmatic costs: 193849 ILS
- Staff and contractor costs: 1261151 ILS
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): 900352 ILS
- 17.2. Provide the total amount spent from other revenue sources in your local currency. (required): 450928 ILS
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.
- Financial Reporting: https://docs.google.com/spreadsheets/d/1mL3QV0lP9b-xWfJkBr0fddVnZ87LC9WXNLTl22CPyME/edit?usp=sharing
In-Kind Reporting: https://docs.google.com/spreadsheets/d/14SFpZtnjftuKo2soubOk3EFQCY1bDBYwVJQy8uYXKkw/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?: No
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
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