Grants:Simple/Applications/Wikimedia Poland/2020

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Application or grant stage: Approved
Applicant or grantee: Stowarzyszenie Wikimedia Polska (Wikimedia Poland Association)
Amount requested: US$93,000.00
Amount granted: TBD (to be added by WMF)
Funding period: 1 MAY 2020 - 31 DEC 2021
Midpoint report due: 15 April 2021
Final report due: 30 January 2022

Background[edit]

Annual Plan[edit]

Notes to Annual Plan document:

  • The above plan contains activities and programs financed through other means and not part of this sAPG application. We present the plan here in its entirety for context, if needed. Please refer to the Programs section below for plans relating to sAPG-funded activities and Programs.
  • The plan is constructed on the basis of Balanced Scorecard and constitutes a one-year slice of our 3-year strategy (linked below)

Budget Plan[edit]

Notes to budget plan:

  • Certain sAPG budget line items have been or will be included in WMPL's grant applications to the Polish government. Since these are critical expenses, and we cannot rely on receiving money from these government grants, we included them in this application as a backup. The budget document contains conditional expenses (marked in blue) we would like to fund in the event of receiving the funding described above. This conditional redirection of funds would not change the amount requested.
  • We expect to have a final decision on our government grant requests by end of June, and commit to updating WMF Grantmaking staff as soon as we receive word from grantors.

Staffing Plan[edit]

Strategic plan[edit]

Introduction[edit]

We are one of the first established chapters (registered in 2005). Since then, we have developed strong identification with the Movement's values and bonds with our editing community, a fair financial stability (compared to an NGO of our size), and a considerable institutional memory. However, from the governance point of view, we used to be an early wiki-bazaar which awaited for the spectrum of delegation to be expanded.

It was exactly two years ago when we entered our path towards a deeper understanding of Wikimedia Poland, its components and key stakeholders. With the support granted by the Foundation, we have conducted an organizational audit that revealed existing assets as well as potential areas for improvement. (It is worth mentioning that the TOWS analysis indicated that we wished for our organization to take advantage of manifold opportunities we then considered as underused).

Furthermore, we have experienced a bold change in our leadership, elected new members of the Board and promoted a long-term Funds Dissemination Committee member to the role of the President of our Association. Subsequently, our board has prepared a 3-year strategic plan using the Balanced Scorecards and SMART methods, and hired our first paid manager with a strong background in a similar organization (who happens to be a retired Wikipedian as well) as the Chief Operating Officer.

Currently, we are executing the strategic plan. We are building our capacity, improving our internal processes, and reinforcing visionary thinking through low-level decisions. Among our activities which are meant to be investments, there are: hiring a fundraiser, introducing junior volunteer support and administrative staff in order to better allocate the existing human capital, and moving the office which would allow us to meet the needs of our key stakeholders.

Programs[edit]

Income Diversification Push

WMPL Income structure 2019.svg

SMART objectives:

  • 1% of the Yearly Income Tax income not more than 80% of WMPL yearly income
  • a communications audit and marketing strategy conducted by end of Q3 2020
  • collect funds from at least 4 earmarked Polish grants, including:
    • at least 1 grant by a local government
    • at least 1 grant by the central agency
    • at least 1 grant by a Polish NGO
  • collect funds from at least 3 fundraising campaigns, including:
    • at least 1 campaign in collaboration with partnering institutions
    • at least 1 campaign on online platforms
  • generate at least 2.000,00 PLN as financial income

Activities:

  • invest existing funds in multi-year low-risk financial instruments and rotate operational funds with low-risk financial instruments
  • apply for public as well as private grants
  • apply the Total Fundraising Organization methods
  • introduce the chargeable public benefit activities (under Polish law, Public Benefit Organizations may perform both chargeable and non-chargeable activities which are not considered as commercial activity)
  • create a paid role dedicated for managing fundraising campaigns

Over the years, Wikimedia Poland has collected a significant amount of financial resources which make our organization less exposed to temporary turmoils. However, these resources were never a significant source of financial income, and only very recently we improved our investment practice allowing government bonds. We have never decided to benefit from existing local programs and funds for NGOs neither. Our fundraising activities have been strictly focused on encouraging the readers to dedicate us 1% of their Yearly Income Tax, and our contracts with the Foundation enabling the use of CentralNotice banners for annual fundraising campaigns played here the central role.

Fundraising based on a big number of individual donors was comparatively low-cost and not distracting; it allows Wikimedia Poland, in a similar way to the Wikimedia Foundation, to exercise its independence and focus on Wikimedia priorities and mission.

Unfortunately, the competition for 1% funds and popular interest grows every year. This challenge combined with natural limits of total 1% returns and their vulnerability to the economic downturn imposes major difficulties to the significant revenue growth in 1%. Evolving Wikimedia Poland into a more stable, capable organization, bigger projects with greater impact, operational margins and releasing volunteers from a part of their burden requires new revenue sources.

In 2019, Wikimedia Poland Board has decided to diversify the organization's income, and this very application is submitted in execution of this goal.

Content Quality Research

SMART objectives:

  • implement at least 3 major findings affecting contents or presentation of pages viewed by at least 5% of readers by end of 2020
  • publish at least one thought piece based on analysis of the editing community by the end of 2020 (in Polish and in English)
  • publish at least one thought piece based on analysis of the readership by the end of 2020 (in Polish and in English)

Activities:

  • gather research proposals from the community through surveys and/or a dedicated volunteer working group
  • recruit volunteer analysts both from inside and outside the community (1 person already onboarded in this role)
  • perform focus group-based UX and content quality research
  • perform interviews or surveys with editors

Wikimedia Poland has not performed focused research before, we consider this a pilot program.

The research focus for 2020 is going to be: bridging the gap between readers and editors. We aim to provide the editing community with new actionable insights about the needs of our readers. The working assumption here is that the “encyclopedic ideal” that Wikipedians work towards often does not match the average reader’s expectations. We hope to figure out what that mismatch is and work with our editors to improve the situation.

Note that this program is by its nature part research and part community engagement, since the ultimate aim is to improve the quality of our content – not just to assess what improvements are needed.

As this is a first attempt in this area and there seem to be many areas regarding Polish Wikipedia not covered by already available research, we want to start with a qualitative research using deep interviews and focus groups with our readers.

Supercharging GLAM

SMART objectives:

  • 25000 new media files uploaded by the end of 2020
  • 500 new GLAM files used in Polish Wikimedia projects by the end of 2020

Activities:

  • mass upload from the Library of the University of Warsaw
  • mass upload from the Jagiellonian University Library (Cracow)
  • mass upload from the Mazovian Digital Library (Warsaw)
  • event for residents (offline or online)
  • volunteer-led GLAM media resource utilization push through:
    • contest OR
    • dedicated volunteer group

The Supercharging GLAM program is a set of scaling efforts in the GLAM area, aimed at fully utilizing previously developed relationships and partnerships.

We have gained access to a number of online media archives (see Activities section above), but we currently lack the capacity and tools needed to ingest them into Wikimedia Commons.

Hiring a GLAM technician and a Junior Community Manager will enable us to bring a significant number of new media files available to the Wikimedia community on Commons, and encourage their active usage.

We are Wikipedia

SMART objectives:

  • 7 podcast episodes published by the end of 2020
  • 2 other mentions in national-level media outlets by the end of 2020
  • 5 new permanent non-editor volunteers onboarded by the end of 2020
  • at least one new partner providing professional services pro bono (legal, marketing, etc.) acquired by the end of 2020

Activities:

  • produce and publish a podcast on the internal workings of Wikipedia
  • showcase members of the community in social media
  • arranging media interviews with volunteers
  • preparing non-editing volunteer needs list and onboarding process
  • promote various non-editing ways to volunteer on social media and recruit new volunteers

A recurring issue we see with the image of Wikipedia among the public, is a very limited understanding on how our projects function. Often people assume there is a “editor in chief” or editorial staff. We suspect this misconception limits volunteer participation in our movement.

To change this, we plan to show the general public how Wikimedia projects’ content is created (processes) and who creates it (volunteer profiles).

We will also use these communication activities as a vehicle to promote various ways to participate in our Movement (helping out with promotion, research, technical & IT tasks, etc.).

Community Support 2.0

Note: this program represents a staffing expansion (financed with sAPG funds) to enable expanded Community Support activities by senior staff (financed directly by WMPL), following shifting responsibilities and duties. For clarity, SMART goals are given separately for both categories – since in a way, the sAPG grant enables both.

SMART objectives:

  • expanded objectives section:
    • develop a community health process for self-correction in collaboration with a group of trusted volunteers,
    • establish 5 active volunteer groups of at least 3 volunteers each by the end of 2020
  • basic objectives section:
    • organize at least one major live on-line event in 2020, to facilitate community integration in the absence of in-person meetings
    • increase the number of active users by 5% by the end of 2020
    • produce 5000 new or improved pages of content by mobilizing volunteers through contests
    • at least 125 people participate in trainings for new editors
    • at least 100 editors participate in trainings for experienced editors

Activities:

  • develop a way to measure and monitor user retention
  • organize and co-host trainings for new and advanced users
  • organize conferences and meetups
  • give out appreciation rewards to motivate users and showcase exemplars of our Movement
  • create and facilitate volunteer groups for community-led initiatives and volunteer-supported staff activities and recruit skilled volunteers, including but not limited to:
    • New User Guides’ Group
    • Community Health Group
    • Social Media Helpers Group
  • provide psychological supervision to employees to help handle sensitive situations and conflicts

To use a sports analogy, this program represents a shift in approach to Community Support’s role on Polish Wikimedia projects: from cheerleading (via events, contests, edithons, etc.) to coaching (via proactive facilitation of community processes, providing advice, and monitoring results in terms of community health).

Infrastructure and Basic Capacity

SMART objectives:

  • at least 4 internal trainings conducted by end of 2020, including:
    • Kanban training and Asana onboarding,
    • task management training.
  • office relocation complete by end of Q3 2020

Activities:

  • skills development:
    • mapping existing competence base and competence gaps
    • organizing trainings for staff, board members, and other involved individuals
  • automation of team collaboration with productivity software
  • mapping needs and achievable functionalities of a new WMPL office
  • all-hands meeting for the Board and staff (online unless the public health circumstances change)

We strive to the optimal use of the human capital by, one hand, introducing tools for contacts, knowledge management, and team collaboration, and on the other, skills development.

A major part of cost is related to the office relocation, taken into account by the board in 2019 and planned for 2020. However, we are forced to intensify this process due to new plans of the demolition of the building.

Repetitive Task Automation

SMART objectives:

  • save at least 20 person hours of volunteer time per month
  • at least one solution is adopted by a non-Polish language wiki

Activities:

  • identify time-consuming wiki maintenance processes and create their inventory
  • develop solutions to automate key processes (depending on the situation this can be a bot, script, gadget or a new stand-alone service)
  • Further/future steps: create new automated processes (thank the editors, identify high quality / low quality work etc.)

Our volunteer editors carry out a ton of work every day on their wikis. This work is done quietly and often behind the scenes, with little to no thanks. Updating sections of main pages, gathering edit stats for contests, and more. All this can take a lot of time.

We wish to save the time currently used up by these repetitive tasks by automating them or developing tools that make them easier.

We trust our volunteer editors will invest time saved in this way into more productive edits.

Grant Metrics Reporting[edit]

Metrics, targets and results: grants metrics worksheet here.


Midterm report[edit]

Program story[edit]

Please tell or link to one program story that showcases your organization's achievements during the reporting period. This can be another meta page, a blog post or any other source that tells your program story.

Program Progress[edit]

PROGRAM TITLE

Spending update[edit]

Please link to a detailed financial report for your spending during the first half of your grant period. This should be in the same format as your detailed budget from your Simple APG application.

Please include the total amount of Simple APG funds you spent during the grant period:

  • XXXXXX.XX USD/Local currency

Grant Metrics Reporting[edit]

Metrics, targets and results: grants metrics worksheet here.

Final report[edit]

Program story[edit]

Please tell or link to one program story that showcases your organization's achievements during the reporting period. This can be another meta page, a blog post or any other source that tells your program story.

Learning story[edit]

Please link to one learning story that shows how your organization documents lessons learned and adapts its programs accordingly.

Programs Impact[edit]

PROGRAM TITLE

Spending update[edit]

Please link to a detailed financial report for your spending during the grant period. This should be in the same format as your detailed budget from your Simple APG application.

Please include the total amount of Simple APG funds you spent during the grant period:

  • XXXXXX.XX USD/Local currency

Grant Metrics Reporting[edit]

Metrics, targets and results: grants metrics worksheet here.