Grants talk:Programs/Wikimedia Community Fund/General Support Fund/Proyecto de Actividades Wikimedia España 2025 (renewal in 2024-25)

Questions to support the Regional Fund Committee's elaboration

Dear Wikimedia España team,

Thank you for submitting your renewal request of your previous multi-annual grant application, for year 2. To support the work of the Regional Funds Committee, we kindly ask you to report on the progress of a couple of comments made by the Commmittee last year.

1) Can you please provide us an update on your work in getting additional revenues and ensuring your sustainability: you planned to invest 15,000.00 EUR in a company to raise funds in 2024, what result this action yielded? Last year, the Committee encouraged WM España to gradually develop a stronger membership support system, cultivate funding relationships for larger donations and major gifts, participating in the region’s peer-learning sessions and discussions on fundraising to attain know-how in developing a more diverse revenue stream that can accommodate growth for your organization in the future. Can you please tell us what actions were taken in order to respond to this recommendation?

2) Can you please tell us if you managed to improve the metrics throughout the year: it was found last year that the proposed output metrics could be more ambitious, especially for retained editors and content contributions. Did you build on the GLAM-sphere potential of Spain in terms of planning the development of more wide-scale partnerships, next to attending sectoral events throughout 2024?

3) Can you please tell us what steps were taken for capacity building for staff and the Board, and leading organizers in leadership skills in 2024?

4) And lastly, given that the Executive Director resigned in July, please elaborate for the Regional Funds Committee what measures/steps were taken to replace the position since July, or what plans are being formulated in terms of staff development if no new ED will be recruited, and how do you plan to ensure staff retention in the future? Connected to the departure of the ED, what level of underspending is expected in staff costs in 2024?

Thank you for providing your responses by 13th November 2024. ABruszik-WMF (talk) 16:14, 5 November 2024 (UTC)

Estimada Agnes y miembros del comité,

Muchas gracias por atender nuestra solicitud. A continuación damos respuesta a cada una de las cuatro cuestiones y quedamos atentos a cualquier consulta.

==== Respuesta 1 ====

En Wikimedia España reconocemos la importancia de acceder a nuevos financiamientos por parte de los afiliados, sobre todo en un momento en el que el Movimiento Wikimedia sigue creciendo y expandiendo su impacto. En este sentido, durante los últimos años hemos venido trabajando en comenzar a idear y evaluar la capacidad de la organización para afrontar este desafío:

• Nos hemos constituido como organización de utilidad pública lo que nos permite no solo acceder a excepciones fiscales, sino nos va a permitir a futuro poder acceder a financiamiento exclusivo para organizaciones con esta distinción.  
• Comenzamos a explorar iniciativas para acceder a nuevos recursos como los Fondos Next Generation a través de proyectos de PERTE de la Lengua, de los que estamos pendientes.
• Formamos parte de Wikimedia Europa, que incorpora un enfoque específico para mejorar el acceso a nuevos recursos por parte de los afiliados

En este sentido, somos conscientes de los límites y oportunidades que estamos afrontando:

• A día de hoy la capacidad de WMES es limitada y la búsqueda de fondos requiere de trabajo experto y sostenido en el tiempo, algo que no hemos podido considerar durante 2024.
• Vamos a seguir impulsando y priorizando alianzas que aporten recursos y/o nos permitan acceder a nuevos fondos.  
• Vamos a mapear los fondos disponibles a nivel nacional a los que podemos acceder como organización de utilidad pública.  
• Estamos re definiendo nuestros programas e impacto, para, entre otras cosas, poder ser más competitivos a la hora de acceder a nuevos financiamientos.  
• Asimismo, es importante recordar que dado que WMES no obtuvo el 100% de la financiación, tuvimos que adaptar y ajustar el presupuesto. Una de las partidas afectadas fue justamente la referente a la captación de fondos; decidimos que el ajuste no impactara de manera tan directa a los programas e iniciativas.  

Actualmente el presupuesto para esta área es de alrededor de 2000 euros y tal y como hemos establecido anteriormente, hemos aprendido que este es un trabajo que requiere de constancia y profesionalización.  

Esperamos poder reforzar adecuadamente este trabajo a futuro y por ello pedimos el acompañamiento y apoyo de WMF para, conjuntamente, definir posibilidades que nos permitan seguir creciendo de manera sostenible.

==== Respuesta 2 ====

Durante 2024, hemos trabajado para fortalecer el impacto de WMES, así como evaluar la sostenibilidad de este impacto para poder reflejarlo los próximos años de manera adecuada en nuestras futuras propuestas.  

En este sentido, es importante destacar que a pesar de los desafíos, en muchos casos hemos superado los resultados previstos:

• Hemos involucrado 2337 participantes frente a los 1000 previstos.
• Hemos involucrado +900 editores frente a los 500 previstos.
• Hemos editado +2400 artículos frente a los 1000 previstos.
• Hemos incorporado +290 nuevos editores
• Hemos mejorado Wikimedia Commons con +13000 archivos frente a los 10000 previstos inicialmente.

Asimismo, hemos alcalzado las metas esperadas en cuando al número de personas organizadoras y nuevas organizadoras. En términos de diversidad, hemos superado el porcentaje de participación de mujeres (53%, frente al 30% previsto) y el número de acciones a realizar en el medio rural (29 frente a 5 previstas), y se ha alcanzado la previsión de mujeres organizadoras (50%). El número de alianzas con otras instituciones para la realización de actividades también se ha superado, siendo hasta ahora un total de 27 (frente a 5 previstas).

Respecto al ámbito GLAM, hemos mantenido distintas alianzas para la ejecución de actividades o proyectos conjuntos: bibliotecas como la de Amurrio, la de San Francisco, o la Biblioteca Nacional (con quienes planteamos acciones de mayor envergadura, en colaboración con la Biblioteca Nacional de Portugal), museos como el Prado, el Reina Sofía o el Helga de Alvear, o instituciones como la Casa del Cine de Almería, el Instituto Andaluz de Patrimonio Histórico, la Fundación Sancho el Sabio (con la continuidad del proyecto ConMiWiki), o la Academia Valenciana de la Llengua.

A todas ellas se han sumado durante este año, por ejemplo, la Fundación Fassbinder, el Archivo General de Palacio, el Museo de la Universidad de Valencia de Historia Natural (a través de la Asociación Lamna y The Shark Trust), o dos proyectos de arqueología (ArqueoURJC y Eresma Arqueológico). De cara al futuro, en la nueva estrategia que se está elaborando, se plantea una mayor claridad en cuanto a los programas de trabajo y los roles del staff, lo que permitirá dedicar mayores esfuerzos a potenciar el trabajo con GLAMs.

Igualmente, destacamos la puesta en marcha, por parte de voluntarios, de proyectos como Very Small GLAM, que busca facilitar herramientas y prácticas museológicas de la forma más accesible posible a pequeñas entidades GLAM, de cara a que puedan organizar la información y que a su vez fuera fácil de compartir en Internet y accesible para la investigación. O el grupo de trabajo DHwiki, en el marco de DARIAH-EU, centrado en tender puentes entre diferentes sectores: investigadores de Humanidades Digitales, instituciones GLAM y miembros del movimiento Wikimedia. En cuanto a eventos, asistimos al encuentro AI Sauna, que tuvo lugar en mayo en Helsinki, y regularmente asistimos al European GLAM Coordinators online meet-up.

Teniendo en cuenta que aún no hemos terminado el año, pensamos que en general estamos obteniendo buenos resultados. Así, en muchos casos hemos superado las cifras previstas, como en número de participantes (2337 frente a 1000), número de editores (907 frente a 500), número de artículos editados (2428 frente a 1000), número de nuevos editores (292 frente a 250) y ficheros multimedia (casi 13000 frente a 10000). También se han alcanzado las metas esperadas en cuanto a número de personas organizadoras y nuevas organizadoras.

Igualmente, en términos de diversidad, hemos superado el porcentaje de participación de mujeres (53%, frente al 30% previsto) y el número de acciones a realizar en el medio rural (29 frente a 5 previstas), y se ha alcanzado la previsión de mujeres organizadoras (50%). El número de alianzas con otras instituciones para la realización de actividades también se ha superado, siendo hasta ahora un total de 27 (frente a 5 previstas).

Como aspectos a mejorar destaca, por un lado, la retención de nuevos usuarios (sin tener en cuenta acciones iniciadas en octubre o noviembre, o los concursos de fotografía), que no ha cumplido las expectativas. Los recursos con los que contamos han resultado insuficientes para afrontar y realizar un seguimiento exhaustivo de cada actividad y de sus participantes. Cabe resaltar que seguimos enviando una encuesta de valoración al final de cada actividad de cierta relevancia, para conocer las impresiones de quienes han participado.

Por otro lado, aunque el porcentaje de artículos en otros idiomas distintos al español está siendo la mitad de lo esperado, queremos destacar que la mayoría se crearon en el contexto de una colaboración con otras comunidades (Wikimedia Portugal, Grupo de usuarios de wikimedistas vascos, Wikipedia en gallego y Amical Wikimedia), la cual funcionó muy bien en términos organizativos y comunitarios.

Con relación al número de grupos de trabajo, se dieron los primeros pasos en dos de ellos (tecnología y patrimonio) pero tras la marcha de la directora ejecutiva, quien estaba al cargo de su gestión y seguimiento, se quedó parado. Esta marcha también afectó en cierto modo al número de convenios previstos, ya que solo se inició la tramitación de uno y las conversaciones de otro, y no hubo un seguimiento posterior.

Respecto al ámbito GLAM, hemos mantenido distintas alianzas para la ejecución de actividades o proyectos conjuntos: bibliotecas como la de Amurrio, la de San Francisco, o la Biblioteca Nacional (con quienes planteamos acciones de mayor envergadura, en colaboración con la Biblioteca Nacional de Portugal), museos como el Prado, el Reina Sofía o el Helga de Alvear, o instituciones como la Casa del Cine de Almería, el Instituto Andaluz de Patrimonio Histórico, la Fundación Sancho el Sabio (con la continuidad del proyecto ConMiWiki), o la Academia Valenciana de la Llengua.

A todas ellas se han sumado durante este año, por ejemplo, la Fundación Fassbinder, el Archivo General de Palacio, el Museo de la Universidad de Valencia de Historia Natural (a través de la Asociación Lamna y The Shark Trust), o dos proyectos de arqueología (ArqueoURJC y Eresma Arqueológico). De cara al futuro, en la nueva estrategia que se está elaborando, se plantea una mayor claridad en cuanto a los programas de trabajo y los roles del staff, lo que permitirá dedicar mayores esfuerzos a potenciar el trabajo con GLAMs.

Igualmente, destacamos la puesta en marcha, por parte de voluntarios, de proyectos como Very Small GLAM, que busca facilitar herramientas y prácticas museológicas de la forma más accesible posible a pequeñas entidades GLAM, de cara a que puedan organizar la información y que a su vez fuera fácil de compartir en Internet y accesible para la investigación. O el grupo de trabajo DHwiki, en el marco de DARIAH-EU, centrado en tender puentes entre diferentes sectores: investigadores de Humanidades Digitales, instituciones GLAM y miembros del movimiento Wikimedia. En cuanto a eventos, asistimos al encuentro AI Sauna, que tuvo lugar en mayo en Helsinki, y regularmente asistimos al European GLAM Coordinators online meet-up.

==== Respuesta 3 ====

Los cambios que han acontecido en la organización durante el último año han dificultado el poder profundizar de mejor manera en fortalecer las habilidades y capacidades de quienes forman parte de WMES.

Aún así es necesario destacar que la Junta Directiva lleva inmersa en un proceso de consultoría y aprendizaje desde Agosto de 2024 en temas como:

• Diseño y definición estratégica.
• Definición programática y objetivos
• Desarrollo de políticas institucionales.  

Desde que asumió la nueva junta directiva en mayo de 2024 se ha estado realizando un trabajo de intercambio de conocimientos y bienvenida a la organización a los nuevos integrantes. Esto coincide con la salida de la Directora Ejecutiva y que la Junta directiva tenga que asumir tareas de administración y control que no se estaban realizando, mermando mucho el tiempo que se pensaba dedicar a cualquier formación.

Para poder trabajar en el desarrollo de la estrategia y capacidades de liderazgo, se contrataron los servicios de Anna Torres para llevar adelante un trabajo de análisis estratégico de la asociación, y estamos en medio del intercambio con el staff y miembros de la asociación

==== Respuesta 4 ====

La salida de la Directora Ejecutiva de Wikimedia España ha supuesto no solo un desafío enorme sino una oportunidad  para la organización. En este sentido, hemos aprendido del pasado y a diferencia de otros momentos decidimos como Junta Directiva priorizar avanzar en la planificación estratégica, por los siguientes motivos:

• En un movimiento tan diverso y complejo a la vez, afianzar una nueva planificación estratégica y definir las prioridades de WMES es clave para aportar dirección a la organización y claridad al futuro/a ED.
• Evaluar el trabajo de la Junta Directiva e identificar áreas de mejora es también un paso clave para garantizar que el/a próximo/a ED pueda obtener un mejor apoyo.  
• Asimismo, dotar de mayor claridad programática y trabajar este aspecto con el equipo es importante para mejorar en la definición de roles y responsabilidades antes de la llegada de un/a nuevo liderazgo.  
• Esperamos que una mayor claridad de la organización aporte una mejor definición del trabajo, los objetivos y los resultados esperados para el equipo actual y el futuro ED, mejorando de este modo también el índice de rotación de esta posición laboral.

Por estos motivos, durante los últimos meses hemos trabajado de la mano de una consultora de la siguiente manera:

• Hemos identificado y analizado los problemas actuales de WMES y hemos definido una hoja de ruta clara para el futuro de la organización durante los próximos años.  
• Hemos incorporado a la nueva planificación estratégica la mirada del equipo así como sus perspectivas para asegurarnos que el enfoque de la Junta Directa está alineado con las capacidades y el trabajo que ya se viene realizando.
• Hemos trabajado en identificar procesos internos que necesitan concretarse e institucionalizarse para seguir fortaleciendo la profesionalización de WMES, tales como políticas institucionales.  
• Hemos trabajado en definir un perfil para un nuevo ED que hace hincapié en todos los aspectos que consideramos claves para liderar una organización como WMES.  

En conclusión y después de estos meses de trabajo, la búsqueda del nuevo/a ED se va abrir en las próximas semanas.  

En relación al presupuesto  de la partida de Dirección Ejecutiva durante 2024, se estima que 25.000 € van a quedar sin ejecutar. Florenciac (talk) 18:07, 13 November 2024 (UTC)

Round 1 - 2025 decision

Congratulations! The Northern and Western Europe Regional Funds Committee has recommended your proposal for funding!

The Wikimedia Foundation has approved the committee's recommendation to partially fund your proposal for 55,750.00 EUR for the implementation period of 1st January 2025 - 30th June 2025.

Comments regarding this decision:
Thank you for your application to the Wikimedia Community Fund, titled “Proyecto de Actividades Wikimedia España 2024-2025” (Fluxx ID: R-GS-2309-13959, re-submitted as a renewal application for Y2 with a new Fluxx ID: R-GS-2408-16752).

The Regional Funds Committee decided to NOT make a full funding decision about Wikimedia España's renewal request in Round 1 of the General Support Fund in this Fiscal Year. The Committee wishes WM ES to return in Round 2.

The funding decision of the Committee is a total of €55,750.00 EUR staff costs for the period of 01 January 2025 -30 June 2025 (end of Round 2 cycle).

Explanation of the decision:

• Wikimedia España is working with an external consultant to develop a new strategy which the Committee is not in the position yet to evaluate
• There is no Executive Director in place yet to lead the work of the staff, and the Committee could not see the hiring plans
• The new strategy will affect the hiring profile of the new Executive Director and the budget
• As the Board informed the WMF, there is turbulence in the community following the previous ED's departure which needs to be settled.
• WM ES has underspending due to residue staff costs and from operational and programmatic costs from 2024 that can be used next to the bridge fund in 2025 for programmatic costs.

Therefore, the Committee would like to ensure that WM ES has sufficient time to sort out the future strategy and the staffing. To bridge this period and not to put the current 3 staff in a financially difficult position, the Committee agreed to calculate a bridge funding amount for the staff for 6 months, and wishes that WM ES presents the Committee by or as part of Round 2 of the GSF:

• The new strategy
• The public endorsement of the new strategy by the community and the staff, preferably on META.
• The selected candidate and profile for the ED position, if any, by then, and the salary needs of that ED.

We recommend for the chapter:

• To actively work on settling any lingering conflicts that may threaten the implementation of the work in 2025 and beyond, through mediation, further conflict resolution training, non-violent communication training or facilitated community discussions. The WMF is happy to provide adequate external contacts to guide this work in native language.
• To co-create the new strategy with the staff, the members and the communities, since it is being developed by an external entity, which can create conflicts if the community is excluded or is in disagreement with the plan.
• If needed, an extraordinary general assembly or widescale online discussion and voting is highly recommended to provide platforms of inclusion. We kindly ask WM ES to include the NWE Program Officer in this process as an observer.

Next steps:

• A meeting with the Regional Funds Committee on 03rd December 2024 will set clear milestones for the Board.
• You will be contacted to sign a grant agreement of the bridge funding.
• We will, after the completed reporting period, transfer the 2024 underspending to the 2025 budget.

Please note that the Fluxx Grantee Portal will automatically send award notification emails with instructions on the next steps for you to follow. Please email grantsadmin@wikimedia.org if you have questions or technical issues when trying to complete the steps.

Thank you for your contributions, and we wish you good luck with your activities in 2025!

Next steps:

1. You will be contacted to sign a grant agreement.
2. If you have questions, you can contact the Regional Program Officer for the Northern and Western Europe Region.

Posted on behalf of the Northern and Western Europe (NWE) Funding Committee, ABruszik-WMF (talk) 17:45, 30 November 2024 (UTC)

Request for extension of this grant with 6 months

From the new board of Wikimedia Spain, elected on 11 January 2025, we are requesting an extension of the current grant for six more months, from July to December 2025. The reason is to have more time both to prepare the application for a full grant for 2026 in September, and to carry out a participatory process through which the new chapter strategy for the years 2026-2030 will be developed and approved by the community. This process will involve the following phases:

• Phase 1. Announcement of the strategic process: March
• Phase 2. Participatory process, through survey and internal wiki: 10-24 March.
• Phase 3. Compilation of results (from surveys, active listening analysis, board and staff proposals): 24 March to 7 April.
• Phase 4. Publication of the results on the internal wiki. Feedback from members: from 7 April and during the whole month.
• Phase 5. Approval of the strategy at the general assembly: sometime between May and August.
• Phase 6. Publication in Meta and shared with the Wikimedia Foundation: September.

Based on this strategy, we plan to hire a new person for the position of executive director, and various challenges affecting internal governance, such as reforming the bylaws, implementing working committees and working on various internal regulations. These are a set of tasks for which we see the need for this extension, and we will be back in September with a full request for 2026.

Our annual activity plan for 2025, detailing work programmes, objectives and metrics, can be found on this page on this page, in both English and Spanish.

Finally, a detailed budget for those six months can be found at this link.

We remain at your disposal for any comments or queries. Laura Fiorucci (talk) 10:54, 13 March 2025 (UTC)

Response from the NWE RFC to the amendment request

Dear Wikimedia España Team,

Thank you for the explanations on your plans for the second half of 2025. The Regional Funds Committee has discussed your amendment request, and would like to inquire more information regarding the following issues:

1) Overlaps in the timelines of several large processes (Strategy process, ED hiring, ED onboarding, Board handover)

The Committee has the understanding that the ED recruitment and the Strategy Formulation process is happening in parallel. It would make sense to first finalize the strategy with the Community, and then select an ED who is aligned, skilled and agrees to deliver the Strategy to eliminate the future risk of misalignment between the ED and the Strategy. What is the rationale to complete the ED recruitment parallel to the Strategy process? According to the timelines, the preselection of the ED recruitment has been completed, and the community consultations about the strategic orientations are compiled/summarized in the early days of April. Can you please share with us (via email) the results of these processes? Are these timelines on track so far, or do they need adjustments?

2) ED recruitment process: Who is involved in the recruitment process (from the Board, Staff, and from the Community)? Are you envisioning hiring a Wikimedian or someone external to the Movement (a factor to consider for onboarding)? Do you need HR expert help with the selection?

3) The Committee has concerns about the staff’s capacity to complete such heavy processes while also delivering the annual plan’s ambitious programs for the community. How is the workload shared with the Interim Board Members? Is there a plan to adapt the workload of the staff in this period of time (i.e. prioritizing the necessary core projects over desired projects to make space for the larger processes, and for organizing multiple General Assemblies, submitting a GSF application in September, and for onboarding a new ED, etc.)?

4) Budget questions: Why is the 8,135.80 EUR ‘Reserve for dismissals’ necessary? What costs are included in the 4,000.00 EUR ‘Project visualization’ line? What is the salary bucket for the ED for 12 months?

Thank you for your answers!

In terms of the schedule for our review process, please provide your responses to committee feedback by April 20th, 2025. After this time, the Regional Committee will begin a final review of the proposal to make a formal decision. Thanks again for your work and for supporting our review. ABruszik-WMF (talk) 10:04, 8 April 2025 (UTC)

1) Indeed, the selection process has been launched in parallel with the design of the Strategic Plan (SP) so that, once a first draft of the SP has been obtained, specific criteria can be used to address the final phase of the selection process. However, the selection process had already been launched prior to the arrival of the current board, which, at the time, received 71 applications from which it had started. The new board began the process of sifting through the profiles of the candidates, which included professionals with a wide range of skills, from lift technicians and electricians to receptionists. After that, only those profiles with more executive skills were left.

Subsequently, in a second review, people with little or no knowledge of English, both spoken and written, were excluded. Also, those who expressed very high financial aspirations compared to our real capacity to serve them. Finally, people with very corporate profiles distanced from the corporate cultures of an NGO or open knowledge, free or similar institutions were excluded.

However, Wikimedia Spain, since its creation, has been outlining a basic strategic path based on the mission, vision and values (MVV) established in its founding bylaws, while at the same time preserving an associative legacy that during these have outlined strategic channels sufficiently clear to discern professional profiles that would hardly fit into its culture. With these three supporting aspects (MVV) of our daily work, we had sufficient basis to discard or accept profiles more or less akin to this associative cultural legacy. As a result, we were left with 7 candidates to work on in more depth and with more refined and defined criteria.

Having reached this point, a break in the process was required, awaiting the first draft of the strategic plan which, in many points, has been drawn up by continuing the previous ones, adding the renovating or innovative points expressed by the Wikimedia Spain community. Based on the needs indicated in the strategy, the ED will be chosen. Then we will have, with these remaining candidates, an online interview, to confirm their linguistic competences (a knowledge of English according to our needs), professional competences, based on their CV, as well as to probe about their knowledge and associative trajectory exploring, of course, their idea about the Wikimedia movement and our strategy.

Certainly the first phase of selecting the ED has been completed, thus saving precious time and speeding up the achievement of the goals that this new board has set out to achieve. There are still two further pre-employment phases that are directly and closely linked to the strategy that is being designed.

2) So far the pre-selection has been done by the Board, we have two people who have worked professionally for a long time in personnel selection processes: Javier Igal and Laura Fiorucci. On the one hand, Javier has developed his work experience in the area of New Information and Communication Technologie and, on the other hand, Laura has also worked for several years in the artistic area (both people and artistic services).

It should also be added that we have known of cases in other associations where the recruitment of people from outside the movement has been positive, as it has given the person hired a distant and comprehensive vision, free of ties and commitments to members of the movement. Of course, the ideal for us would be a Wikimedian, but of the 71 initial applicants, none was a Wikimedian. We have interesting profiles in terms of management, both in terms of personnel and strategy processes.

Regarding the offer of HR experts from the Foundation, we would be happy to share with you information about the shortlist and our preferences, and your assessment of it. In this respect, however, Spanish (LOPD) and European (RGPD) legislation is very demanding regarding the transfer of personal and private data, so we could only share anonymous data.

3) The staff of Wikimedia Spain demonstrates admirable resilience and a wealth of knowledge, of high corporate value. It is a solid team with a high degree of collaboration and integration, where they demonstrate their involvement on a daily basis. Its main strength is based on the good working environment present at this time, which enhances their skills and capabilities. The recruitment of the ED should therefore be beneficial and allow for the continuous improvement of the team's capacity. While it is true that several parallel processes are being carried out, while managing the different programme activities, the team has organised itself, divided tasks and coordinated to make it all possible.

The people on the board of directors have divided up the work and each one is primarily responsible for one of the processes (strategy, recruitment, work commissions...) and secondarily supports the rest of the team according to availability and training. There is constant coordination between the board and staff, who share out tasks for each of the processes. In addition to all this, it should be noted that, in line with the evolution of recent years, we work with and support members to self-manage activities or projects, so that the team does not directly manage all the activity of the association.

This work of the staff and the board follows a similar dynamic to that used in the development of projects under Scrum methodology, with a multidisciplinary team in a constant and fluid daily conversation, which acts putting Wikimedia Spain's priorities first, generating interesting synergies and enhancing the strengths of each member of the group in order to achieve the best of each one.

Indeed, more annual assemblies are planned:

• In June, for the approval of the strategy that will have to be presented in September to the Wikimedia Foundation.
• In October, for the modification of the bylaws and the necessary internal regulations.

4) The redundancy reserve is not compulsory, although it is necessary: in addition to giving employees peace of mind for the future, when a long period of time has elapsed it is advisable to ensure that the workers' compensation is covered, based on the current Spanish labour market legislation with regard to the redundancy compensation of 20 days per year worked. Compensation for two, three, five years is reasonable, although more time would be a problem. From the beginning, the need for the Foundation to cover this employment contingency was identified. We do not know what will happen in 20 years' time and whether the Foundation will be able or willing to cover it.

Moreover, not only does the provision have to be made, but also this liquidity cannot be touched. That is why it has to be updated retroactively from year to year. If a worker's salary goes up, so does the entire provision history. In short, you have to budget what should have been accumulated at the end of the year, considering the compensation at 31 December for all staff minus what there was at the beginning of the year.

In relation to the Project visualization item, it refers to the support to broaden the communication impact of two specific actions to be carried out: Training for journalists on Wikimedia projects and giving visibility to the public utility character of the association.

Finally, the total annual cost of the ED is 36.390,42€ gross. This would be the basic salary increased by 20% for the forecast of the update of the office agreement, plus the company cost increased by 20%.

Gracias a ustedes. Saludos, Laura Fiorucci (talk) 01:51, 16 April 2025 (UTC)

Round 2 - FY2025 Decision - Amendment to Round 1.

Congratulations! The Northern and Western Europe Regional Funds Committee has recommended your proposal for funding!

The Wikimedia Foundation has approved the committee's recommendation to partially fund your proposal for EUR 135,000.00 for the implementation period of 1st July 2025 - 31st December 2025.

Comments regarding this decision:
The Committee truly appreciates the Interim Board’s efforts to keep the organization on track, and absolutely applauds the progress made since January. We hope this funding provides Wikimedia España the opportunity to finalise the approval of the draft multi-year strategy and the hiring of a new ED.

At the same time, the Committee would like to state, that given a history of turbulence in this important Chapter, a critical point has been reached, and to enter the upcoming FY26 GSF Round 1 with an application in September 2025 will be only possible for Wikimedia España if there is an approved multi-annual strategy, there is a competent ED hired, the onboarding started, and there is a strong ED onboarding plan that ensures that the ED is ready to autonomously lead the work from January 2025 before the new Board is elected. If these conditions are not met by then, the funding moving forward will be discontinued.

The Committee judged that the Interim Board is competent and very likely will be able to support the staff in meeting these conditions. However, things can go wrong, especially around the hiring process, which might result in a situation again where the historical pattern could continue. Therefore, we advise the Chapter and its community of members and volunteers to focus on co-creating peace and a common vision for this organisation in the coming months.

To receive General Support Fund, the Committee expects from a national chapter of this size an increased level of professionalisation, stable community management, sectoral potentials exploited, and a high level vision for Spain in terms of open knowledge advocacy, and in terms of the representation of Spain’s linguistic and cultural diversity on the Wikimedia projects. We hope to welcome this Chapter in September and celebrate the overcoming of past conflicts with this community.

The Wikimedia Foundation's Recruiting Team will provide support in the ED selection process.

We wish the best of luck with these large processes!

Next steps:

1. You will be contacted to sign a grant agreement.
2. If you have questions, you can contact the Regional Program Officer for the Northern and Western Europe Region.

ABruszik-WMF (talk) 10:24, 7 May 2025 (UTC)