User:Yohannvt/Sandbox/2/1

Purpose of the report[edit]

FDC funds are allocated to improve the alignment between the Wikimedia movement's strategy and spending; support greater impact and progress towards achieving shared goals; and enable all parts of the movement to learn how to achieve shared goals better and faster.

Funding should lead to increased access to and quality of content on Wikimedia project sites – the two ultimate goals of the Wikimedia movement strategic priorities, individually and as a whole. Funded activities must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."

Each entity that receives FDC funding will need to complete this report, which seeks to determine how the funding received by the entity is leading towards these goals. The information you provide will help us to:

Identify lessons learned, in terms of both what the entity learned that could benefit the broader movement, and how the entity used movement-wide best practices to accomplish its stated objectives.
Assess the performance of the entity over the course of the funded period against the stated objectives in the entity's annual plan.
Ensure accountability over how the money was spent. The FDC distributes "general funds", for both ongoing and programmatic expenses; these funds can be spent as the entity best sees fit to accomplish its stated goals. Therefore, although line-item expenses are not expected to be exactly as outlined in the entity's proposal, the FDC wants to ensure that money was spent in a way that led to movement goals.

For more information, please review FDC portal/Reporting requirements or reference your entity's grant agreement.

Basic entity information[edit]

Note you can copy this from your recent progress report if the information is the same.

Table 1

Entity information	Legal name of entity	Wikimedia Chapter
	Entity's fiscal year (mm/dd–mm/dd)	04/01-03/31
	12 month timeframe of funds awarded (mm/dd/yy-mm/dd/yy)	01/01/14-12/31/14 . Extended up to 07/31/2015 .
Contact information (primary)	Primary contact name	Yohann Thomas
	Primary contact position in entity	President, Wikimedia India
	Primary contact username	yohannvt
	Primary contact email	yohannvt[at]wikimedia.in
Contact information (secondary)	Secondary contact name	Sanket Oswal
	Secondary contact position in entity	Treasurer, Wikimedia India
	Secondary contact username	sankoswal
	Secondary contact email	sanket_oswal[at]wikimedia.in

Overview of the past year[edit]

The purpose of this section is to provide a brief overview of this report. Please use no more than 2–3 paragraphs to address the questions outlined below. You will have an opportunity to address these questions in detail elsewhere in this report. Also, we encourage you to share photographs, videos, and sound files in this report to make it more interactive, and include links to reports, blog posts, plans, etc as these will add context for the readers.

HIGHLIGHTS: What were 2–3 important highlights of the past year? (These may include successes, challenges, lessons learned. Please note which you are describing)
Successfully Planned & Organized Wiki Loves Food. It will be further described in the case study below. I think we were able to unite different communities across India on to one platform which in itself is a feat.
Were able to successfully launch the Infrastructure Scholarship. This program was mainly intended at removing limitations in contributing for user groups like students, unemployed and others facing financial constraints. This program was successful with the present on-the-ground socio-economic limitations faced by contributors in Global South countries. Some of the contributors like User:Pranayraj1985, User:Titodutta & User:inforfarmer have seen a massive increase in their contribution in their respective wikis.

SWOT: Reflecting on the context outlined for your entity in the FDC proposal, what were some of the contextual elements that either enabled or inhibited the plan? Feel free to include factors unanticipated in the proposal.
- Strengths: Organizational strengths that enabled the plan
The programs were successful mainly due to the hiring of an effective program director who was able to take charge of programs run by Wikimedia India.
The Enthusiasm & the skillset brought in by the new Executive committee was also one of the reasons for the success of the programs.
- Weaknesses: Organizational weaknesses that inhibited the plan
After the grant was received by us, their was a period of very less activity due to which there was a loss of time & loss of opportunities to implement the project. This was a huge setback to our plan
Insufficient evolving of leaders amongst the community to come forward & lead programs.
- Opportunities: External opportunities that enabled the plan
The programs implemented by us was just a drop in the ocean. There is a massive potential for growth of more programs & volunteers. With 20+ indic languages projects, sky is the limit here
With more lobbying with libraries, there is a huge potential for future GLAM projects
- Threats: Risks or threats that inhibited the plan
Volunteer burnout is one of the biggest threats. Few volunteers are active & are implementing many activities.
Retention of members is a threat here. Many members are not renewing their memberships due to which there is a chance that the chapter might become out of touch with the community
WIKI-FOCUS: What Wikimedia projects was your entity focused on (e.g., Wiki Commons, French Wiktionary) this year?

Our main focus were the Community building & Capacity building of the volunteers & editors in India. Over the last 4 years since 2011, there hasnt been a national level community & our focus was to use our programs to boost the capacity for the next WikiConference

GROWTH: How did your entity grow over the past year (e.g., Number of active editors reached/involved/added, number of articles

Growth in no. of Members to 125 members
Number of meetings/workshops supported by WMIN - 28 (Last year - 12)
Number of editathons organized - 5 (Last year - 2)
Number of colleges where outreach was conducted by WMIN - 3 (Last year - 2)
Global Metrics: 10,000 images uploaded through Wiki Loves food
Global Metrics: 135 new articles added through various editathons

With a full time employee, the growth of WMIN has been phenomenal. Due to massive opportunity of further growth, WMIN took leverage of it. With the continued effort of targeting different colleges & schools in India for outreach, we are able to take advantage of the young demographics of India

Financial summary[edit]

The FDC requires information about how your entity received and spent money over the past year. The FDC distributes general funds, so your entity is not required to use funds exactly as outlined in the proposal. While line-item expenses will not be examined, the FDC and movement wants to understand why the entity spent money in the way it did. If variance in budgeted vs. actual is greater than 20%, please provide explanation in more detail. This helps the FDC understand the rationale behind any significant changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."

If you'd prefer to share a budget created in Google or another tool and import it to wiki, you can do so in the tables below instead of using wiki tables. You can link to an external document, but we ask that you do include a table in this form. We are testing this approach in this form.

Revenues[edit]

Provide exchange rate used:

Table 2 Please report all spending in the currency of your grant unless US$ is requested.

Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.

Revenue source	Currency	Anticipated	Q1	Q2	Q3	Q4	Cumulative	Anticipated ($US)*	Cumulative ($US)*	Explanation of variances from plan
Donation	RSD	9,128,308.00	7,479,376.71	3,400.00	2,422,158.56	33,650.00	9,938,585.32	109,699.84	115,412.29	Currency at the beginning of the year was 1 USD = 83.13 RSD. We used middle exchange rate at the end of every quart. 31st of March 1 USD = 83.8855 RSD 30th of June 1 USD = 84.8493 RSD 30th of September 1 USD = 93.6202 RSD 31st of December 1 USD = 99.4641 RSD Positive exchange rate at the end of the year was 276,261.29 RSD
Membership fees	RSD		2,400.00	0	0	0	2,400.00		28.61

* Provide estimates in US Dollars

Spending[edit]

You can find audited financial report from our bookkeeper on our website. Table 3 Please report all spending in the currency of your grant unless US$ is requested.

(The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)

Expense	Currency	Budgeted	Q1	Q2	Q3	Q4	Cumulative	Budgeted ($US)*	Cumulative ($US)*	Percentage spent to date	Explanation of variances from plan
Office	RSD	1,622,220.00	417,541.91	305,499.84	381,032.55	437,005.9	1,541,080.2	19,495.10	17,041.61	87%	Occasionally WMRS did some reallocation of resources within the planned budget in annual plan. There are several reasons for this such as implementing the new projects (FemWiki and Wiki Loves Earth) but also the transition period, which included a selection of New Executive Director of WMRS. In addition currency at the beginning of the year was 1 USD = 83.13 RSD. We used middle exchange rate at the end of every quart. 31st of March 1 USD = 83.8855 RSD 30th of June 1 USD = 84.8493 RSD 30th of September 1 USD = 93.6202 RSD 31st of December 1 USD = 99.4641 RSD
Staff	RSD	2,925,407.58	491,044.1	751,205.75	753,504.84	1,001,495.09	2,997,249.78	35,156.21	32,824.59	93%
Services	RSD	150,639.6	104,156.21	38,267.18	124,527.08	299,310.57	566,261.04	1,810.32	6,032.01	330%
Reserves and Board	RSD	285,000.00	5,815.4	4,126.00	20,474.98	9,406.00	38,822.38	3,425.00	431.2	12.5%
Participation in events	RSD	820,800.00	205,766.00	113,520.00	114,444.00	126,974.20	560,704.20	9,864.00	6,289.85	63%
Projects and activities	RSD	3,324,240.00	654,508.62	124,612.38	803,500.98	1,032,819.5	2,615,441.48	39,949.20	28,237.44	70%
Negative exchange rates	RSD		11,168.10	2,747.25	12,083.60	19,350.50	45,349.45		489.13
Sum	RSD	9,128,307.18	1,890,000.34	1,339,978.40	2,209,568.03	2,926,361.76	8,365,908.53	109,699.83	91,345.86	83%

* Provide estimates in US Dollars

Progress against past year's goals/objectives[edit]

The FDC needs to understand the impact of the initiatives your entity has implemented over the past year. Because the FDC distributes general funds, entities are not required to implement the exact initiatives proposed in the FDC proposal; the FDC expects each entity to spend money in the way it best sees fit to achieve its goals and those of the movement. However, please point out any significant changes from the original proposal, and the reasons for the changes. Note that any changes from the Grant proposal, among other things, must be consistent with the WMF mission, must be for charitable purposes as defined in the grant agreement, must be reported to WMF, and must otherwise comply with the grant agreement. The WMF mission is "to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally."

Program 1[edit]

Awareness creation

What are the objectives of this program? Please use SMART criteria to explain these goals.

To increase the page views from India across all Wikipedia projects by 50% by the end of the year. (From 75 page views per month per article to 120 page views per month per article)
Create greater awareness of other Wikimedia projects as evidenced by upward trends in user statistics

What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)

Indian Wikimedians participating in AdaCamp Bangalore

Awareness through AdaCamp & Women's History Month 2015 edit-a-thon:With one focus on increasing awareness & simultaneously having another important focus on Gender Gap, AdaCamp was a well balanced step in this direction. Our Women's History Month 2015 edit-a-thon as explained in our Q2 report cemented this step.
Community led Outreach programs were another source of awareness creation by Wikimedia India. Different language communities like Kannada, Telugu & Malayalam were able to succesfully garner and ignite awareness amongst the different targeted audiences & gather support

Wiki Stall at Kerala Sahitha Akademy
Free Knowledge Fest in Kerala
Viswa Prabha doing Outreach amongst students in Kerala

Many Outreaches & Workshops were targeted at premiere educational institutions like Indian Institute of Technology (IIT). This was mainly community led & many session in the workshops were taken by reputed Wikipedia editors

As mentioned in our Q1 report, our Social Media Outreach grew tremendously. This was triggered by various events & workshops which were organized by wikimedia India. Events like Wiki Loves Food had one of its prizes which was awarded to the image which had the maximum no. of likes on Facebook. This triggered a wave of digital curious onlookers which came to our Social media page. For example,in the Month of, July 2015 This increased traffic was a key factor to achieve the goal of increasing awareness and thereby increasing awareness on Indic Wikimedia projects.

Which Wikimedia movement strategic priority (or priorities) does this program address and how?

Increase reach - By creating greater degree of brand awareness through participation in events, making the brand visible, and engagements of the public through interactive programs
Encourage innovation - By challenging people to develop cost effective sustained visibility programs, such as QR codes, and quiz programs

What key activities and/or milestones are associated with this program?

We helped to plan & organize a series of community led Programs in Kerala

We helped plan & organize a Major Outreach program by West Bengal communtiy to Indian Institute of TEchniology in Kharagpur which is a Premiere Engineering & research institue in India
- Wiki Academy at IIT Kharagpur 2015
We helped to plan a Womens history Montyh in Bangalore, India
- Women's History Month, India-2015
We launched QRPedia & the WIkipedia QR code of Bidar,Karnataka,India. It was released for its english page & Kannada page

A random sample of 3 languages- Kannada, Telugu & Malayalam show a rise of 30-50% in the 3 language wikipedias in July to August 2015.

If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

Any additional details:

Program 2[edit]

Capacity Building

What are the objectives of this program? Please use SMART criteria to explain these goals.

To increase the number of active contributors by 50% in 1 year (from 450 active editors in India to 675 active editors)

What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)

We were able to build the capacity of the community by planning with community leaders of the various Indian langues many programs which did help attract more volunteers, contributors & keep them motivated. In each community, the community itself is able to suggest to us on which strategies are most useful. The chapter then discusses & advises on the best way forward. Some of the key stake holders for the implementing of the programs were

WMIN Staff-1no.
No. of Executive Committee Members Involvement in Programs-4nos.
Community led Programs-3nos.
Chapter led Programs-3no.

Community led Programs were implemented in Punjabi community, Bengali Community & the Tamil Community.

Some of the chapter led activities

The Infrastructure Scholarship Program was started in a phased manner which was not overpublicized to avoid disappointment to the community as we had only a limited budget.
Wiki Loves Food
In June 2015, SKP Engineering College located at Thiruvannamalai, Tamilnadu and Wikimedia India signed a Memorandum of Understanding to run a Wikipedia in Tech Education Program. This program was then launched with a virtual guest lecture from WMF staff Niharika Kohli in August 2015.

Which Wikimedia movement strategic priority (or priorities) does this program address and how?

Increase participation - By training editors through multiple means, and organizing contests that promote contribution
Improve quality - By training the trainers for effective skill development; train contributors in administrative tasks; increase references through digitization programs
Encourage innovation - By challenging people to develop an effective video based training program capable of high capacity; Also train people in Mediawiki, so that they can develop more solutions

What key activities and/or milestones are associated with this program?

Major activities & milestones associated with the program include

Punjabi Wikipedia Article Writing Competition by the fledgling Punjabi community
Bangla Wikipedia Photography Contest 2015-This was basically done by the commons volunteers of bangla community.
Wiki Loves Food
Infrastructure Scholarship

If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

We were able to partially accomplish our objective. As seen on the active editors stats here, there is a notable increase from March 2014 to March 2015 & even till March 2016 for many Indic languages. This increase is not only due to efforts by Wikimedia India but due to efforts of WMF & its other affiliate CIS in India.

Any additional details:

Editors per million speakers is a metric that has been reported in Wiki Statistics. Considering access to computers and internet is far below international levels in India this metric is not a directly usable.
Internet access is at around 12.6% in India. So we want to look at many statistics with respect to internet users than with respect to speakers. This is a normalization to make benchmarking meaningful.Unfortunately this % is available at the national level, and not by language.
India has 2.7 editors per million internet users, compared to 27 of Russia, 38 of Japan and 41 of Germany. Internet users data we refer here is from United Nations. It would appear India can improve by 10 times.

List of some Indic languages & their list of active editors

Year	Punjabi	Bengali	Tamil	Malayalam	Kannada	Hindi
2016	24	124	70	95	54	84
2015	34	149	85	82	33	83
2014	15	93	88	92	31	51

Program 3[edit]

Community Building

What are the objectives of this program? Please use SMART criteria to explain these goals.

To facilitate closeness of the Wikipedian network and recognize significant contributors. Bring community members together to share best practices, and find like minded people with whom they can build collaborative projects. Organize a national conference with 400 participants, and 3 other regional conferences with 80 people each. Recognize top 10 contributors.

What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)

Over the period of the FDC grant, WMIN has achieved a lot for achieving closeness of the Wikipedian Network. We have facilitated programs like WikiLove for Active Wikimedians to achieve this. A small thing like sending a T-shirt to active Wikipedians, can have a major positive impact on their enthusiasm.

Community IRC discussions was also a major contributor to our goals in this program. Best practises were shared amongst communities & by concentrating on specific communities & by catering to their specific needs, we were able to gain their trust

We were also able to help & support the Bengali Wikipedia 10th Anniversary Conference which was held during 9-10 January, 2015 in Kolkata. It was a major Regional conference with participants from the Bengali community from Bangladesh & India.

We have also started planning for the national WikiConfernce but it has taken considerable time & energy to kickstart the process after 2011 when we had our previous National Conference.The First IRC took place on 8th August 2015. This IRC was attended in high number by many community members from different Indic communities. Following this, & as planned in the IRC, announcements were made for Call for Volunteer support & Call for Nomination of Jury members for Host City Selection

Which Wikimedia movement strategic priority (or priorities) does this program address and how?

Increase participation - By enabling community members to recognize each other.
Improve quality - By enabling community members to share best practices and also identify suitable partners to collaborate more effectively.
Encourage innovation - By brainstorming on common issues and finding solutions

What key activities and/or milestones are associated with this program?

Bengali Wikipedia 10th Anniversary Conference
WikiLove for Active Wikimedians
Community IRC discussions

If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

We were not able to meet our objective of organizing the National Conferee, but we were able to start planning for it. Since its happening after 4 years, it is taking time for the process to gather momentum. Diversity of the communities & lack of leadership is also an obstacle in this direction.

Regarding regional conference, we were able to help & support the Bengali community for their event, but lack of momentum amongst other communities is a reason.

Any additional details:

Social Network theory suggests under critical parameters of network diameter and cluster coefficient viral spread of co-operation becomes possible
We can work on improving these metrics, and correlate their relationship with the the degree of collaboration activities.

Perhaps with a better understanding of these relationships, we can even do a better job of matching invitees to foster improvement where desired

Program 4[edit]

GLAM Initiative

What are the objectives of this program? Please use SMART criteria to explain these goals.

To carry out GLAM activity with two institutions per year

What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)

GLAM Focus in West Bengal was a 100% community driven program which included the Kolikata Little Magazine Library GLAM project which WMIN supported through a microgrant. Community members were highly resourceful in lining up a series of such GLAM opportunities.

Kolikata Little Magazine Library GLAM - Kolikata Little Magazine Library o Gabeshana Kendra (KLMLGK) is a privately owned library of alternative and experimental literary magazines in Kolkata, India. From May 2015, the Kolikata Little Magazine Library o Gabeshana Kendra (KLMLGK) launched the first ever Wikimedian-in-Residence program in West Bengal, supported by Wikimedia India. Periodic updates for this GLAM initiative are reported here.

Key volunteers involved were Bodhisattwa Mandal,Santanu Chandra, Sujay Chandra and Rangan Datta are the coordinators for GLAM projects.

Which Wikimedia movement strategic priority (or priorities) does this program address and how?

Increase participation - By opening up institutions with valuable artefacts for creating new articles
Improve quality - By enabling references
Encourage innovation - By creating an opportunity for the community to try and introduce new concepts

What key activities and/or milestones are associated with this program?

KLMLGK with its unique collection of books, is a library which comprises approximately 70,000 experimental, radical, alternative and avant-garde periodicals and little magazines. There are numerous little magazines in the library from the pre-independence era. Needless to say, these journals are having a close association with the Independence movement of Bengal, rather India. Majority of these books are in Bengali, but several books and periodicals are in other languages as well, including English and Hindi. Subjects range from literature to broader disciplines of social science and humanities.

As seen in the Pre-GLAM report, community consensus was taken for procuring a scanner & a letter was sent to us by the the Secretary, KLMLGK sent as a consent.

If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

Since the community experience in this is just growing, they were able to collaborate with only 1 institution instead of 2.

Any additional details:

Most GLAM institutions come under the Ministry of Culture, and need approvals from their head quarters.
Doing pilots in a few institutions and establishing their success will make the approval process easy for other institutions.
It is easy to work with Visweswaraya Museum and Newspapers.
In the case of the museum, most articles may not have to be created and they may exist in the Wikipedia already. Being a science museum, they have nothing to lose as content related to the artefacts. The prime need will be to identify the article relevant to the major artefacts, and create QR codes. We can engage students for this work, and have it validated by their Curators. Indian language articles may have to be generated where they do not exist.
In the case of the newspaper, digitization will also help the archive with digital copies of nearly 400,000 out-of-copyright newspapers since the 19th century. For Wikipedians, it gives great access to references which can seriously help boost the number of India related articles on Wikipedia - in English the number is a little above 100,000 while in Indic-language Wikipedia it is far lower.

Program 5[edit]

Operations

What are the objectives of this program? Please use SMART criteria to explain these goals.

To carry out the Chapter operations in a time bound manner, and make available the necessary infrastructure

Annual General Meeting 2014 conducted at Wikimedia India's office premises

What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)

Full Time staff was hired in September 2015
WMIN was able to set up its own independent office in November 2015
Collaboration between CIS-A2k & WMIN
Consultation with KPMG India for getting 12A and 80G certification
Collaboration with CIS-A2K
Hiring of Professional Bookkeeping services

Which Wikimedia movement strategic priority (or priorities) does this program address and how?

Stabilize infrastructure - By establishing an office cum training infrastructure, Video recording facility, and scanning facility; By establishing systems and procedures related to grants, measurements, and reporting

What key activities and/or milestones are associated with this program?

Hire space, procure office equipment, and engage new employees
Establish the office along with training, video production and scanning facilities

initiate public training programs
provide computers and infrastructure for Wikimedians / trainees / hackers

Use planning tools and track plans till they are completed
Use analytical tools such as wiki statistics and wiki metrics to measure program effectiveness
Publish a processes for grants, allocating budgets, and measuring performance
Get plan requirements in advance from language communities through a dialogue process
Reinforce the organizational mechanism of Special Interest Group chairs. Create groups and initiate elections as necessary.

If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

We still have much more scope of improvement in the daily operations of the Chapter. Over the past year, many office bearer have resgined from the chapter due to personal reasons, which has impacted the smooth operations of the organisation. An Executive commitee which completes its full term without hiccups will strengthen the organization & ensure smooth transition to the next EC.

Any additional details:

Office infrastructure provides for a training centre that can be run on week ends
Video camera and lecture capture activities will enable cost effective mass training
Grant process would bring clarity and transparency.
Special Interest Group Chairs are the distributed coordinators who take care of community clusters.

Lessons learned[edit]

Lessons from the past[edit]

A key objective of the funding is to enable the movement as a whole to understand how to achieve shared goals better and faster. An important way of doing this is to identify lessons learned and insights from entities who receive funds, and to share these lessons across the movement. Please answer the following questions in 1–2 paragraphs each.

1. What were your major accomplishments in the past year, and how did you help to achieve movement goals?

We would say that one of our major accomplishments will be the Infrastructure Scholarship & Wiki Loves Food.

Infrastructure Scholarship has been able to support individuals to ensure they are able to continue to support & contribute the movement. THe amount of goodwill the chapter from the communities has been quite heartwarming.
Wiki Loves Food has been a major Pan-India event with almost 10,000 Images uploaded . This wouldn't have been possible without the support of 20 volunteers from different language communities.This competition was truly a Pan India competition contributes & organized jointly by all the Indic language community members making it a one of the major events happening after WWikiConference India 2011

2. What were your major setbacks in the past year (e.g., programs that were not successful)?

One Major setback was that we couldn't get the community support to organize a Language specific regional conference in India, apart from the Bengali Conference. One reason for this was due to support which other communities were getting from CIS-A2K. In spite of the improving & strengthening relationship with CIS-A2K, there needs a mechanism where both WMIN & CIS-A2k have a joint grant approving committee so that this issue can be resolved & both CIS-A2K & WMIN maintain a common grant awarding process

3. What factors (organizational, environmental) enabled your success?

We achieved our goals due to mainly 2 reasons - We had an employee for implementing the programs. He was able to take care of the programs with the support of the Executive Committee. The 2nd reason for our success was the renewed support & goodwill of the community. They continue to believe that the chapter can help them accomplish their requirements which can help them better support the movement. We hope we can continue to support the community to the best of our capacity.

4. What unanticipated challenges did you encounter and how did this affect what you were able to accomplish?

One major challenge we observed was of Volunteer burnout. T Here needs to be someone who can take charge in case a volunteer has many projects. Growth of active editors is still good, but it still needs to get better. This was seen especially in our GLAM project where only a few community members were active & there was a chance of them getting burnt out. Evolving of new leaders in the community is still a major challenge.

5. What are the 2–3 most important lessons that other entities can learn from your experience? Consider learning from both the programmatic and institutional (what you have learned about professionalizing your entity, if you have done so) points of view.

In many communities, people need to take lead. I think this is where WMIN took the leadership. Many members look forward to this for inspiration & to renew their enthusiasm guiding them to be more proactive to lead further projects.
Innovative projects are always there in the community. By just asking community members, you can get plenty of ideas on what direction must the organization go on.

Lessons for the future[edit]

The Wikimedia movement grows as each entity in the movement reflects and adapts its approaches to changing needs and contexts. The questions below encourage you to apply your thinking in the sections above of "how well have we done" and "what have we learned" to the development and execution of future organisational and program strategies. The questions below can be informed both by your own entities' learning, as well as the learning of other movement entities (e.g., adding a new program that appears to have caused significant impact in several other countries or communities).

1. What organisational or program strategies would you continue?

We would continue our Infrastructure Scholarship program. That is one main way we can continue to build the trust with the community. Another strategy we would want to continue is that we would want most of our programs be led by the community itself. The different communities are the best judge of the way ahead & WMIN is just a facilitator for them

2. What might you change in organisational and program strategies in order to improve the effectiveness of your entity?

I think we are going on a good path & apart from some improvements in our Operations programs, we are doing very well

3. Please create at least one learning pattern from your entity's experiences this year and link to it here.

Stories of success and challenge[edit]

Of all the accomplishments highlighted through this report, please share two detailed stories: one story of a success and one story of a challenge that your entity experienced over the past year in a few paragraphs each. Provide any details that might be helpful to others in the movement on the context, strategy, and impact of this initiative. We suggest you write this as you would tell a story to a friend or colleague. Please refrain from using bullet points or making a list, and rather focus on telling us about your organization's experience.

Case study: success[edit]

Wiki Loves Food

Case study: challenge[edit]

Territorial coverage

As many chapters, Amical also faces the territorial coverage challenge. Our members are spread asimetrically among Catalan speaking areas, with an important percentage at the Barcelona metropolitan areas. One of Amical's 2014-2018 strategic goals is to be active and gain presence in all Catalan speaking areas, because we want to increase our territorial equilibrium. This is a big and shared challenge, because if we want regional local communities to develope, frequently we need to invest time, resources and efforts on it, and the return of investment is always mid-term and depends a lot on a small number of people. We have had some territorial focuses success, with local Wikimedians now leading projects, but it is also true that we've spend time and efforts trying to develop projects or communities where results haven't been as desired.

Additional learning[edit]

1. What are some of the activities that are happening in your community that are not chapter-led? What are the most successful among these, and why?

Most of the activities fone by India are not chapter led & mostly led by COmmunity members. WIkimedia India believes that the community must take lead in the path ahead & WMIN is just a facilitator for the community. There have been small Zero-budget activities by the community but most of them have some micro involvement by the chapter employees or the Executive committee members. There have been many other activities by the community during our APG FDC Period but they have been funded & supported by CIS-A2K , so we would not prefer to include them here, since it is not a completely community led activity. ___

2. Provide any links to any media coverage, blog posts, more detailed reports, more detailed financial information that you haven't already, as well as at least one photograph or video that captures the impact your entity had this past year.

Compliance[edit]

Is your organization compliant with the terms defined in the grant agreement?[edit]

1. As required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.

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2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".

Yes.

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 Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".

Yes.

Financial information[edit]

1. Report any Grant funds that are unexpended fifteen (15) months after the Effective Date of the Grant Agreement. These funds must be returned to WMF or otherwise transferred or deployed as directed by WMF.

All grants were used.

2. Any interest earned on the Grant funds by Grantee will be used by Grantee to support the Mission and Purposes as set out in this Grant Agreement. Please report any interest earned during the reporting period and cumulatively over the duration of the Grant and Grant Agreement.

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Signature[edit]

Once complete, please sign below with the usual four tildes.

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