Grants:APG/Proposals/2012-2013 round2/Example/Proposal form

Example received a funds allocation in the amount of Template:FDC funds allocation/2012-2013 round2/Example in 2012-2013 Round 2. This funds allocation was recommended by the Funds Dissemination Committee on 28 April 2013 and approved by the WMF Board of Trustees on 31 May 2013.

For some guidelines, please see this example proposal form.
If you need to review the edit instructions you will find them at the editintro.

All eligible entities will need to complete this form to request funds from the Funds Dissemination Committee (FDC). The completed document must be published in English on Meta by the deadline for each round (23:59 UTC 1 October for Round 1, and 23:59 UTC 1 March for Round 2).

The purpose of this document is to provide the FDC with an overview of your annual plan, the alignment of the plan to the Wikimedia movement’s strategic goals, and the potential impact and effectiveness of the plan. This proposal should complement any annual planning documents you may have: please complete all fields as mandatory and add links to supporting documents where relevant.

Each section of the proposal provides guidance on the amount of detail expected in response to each question or field. If you have additional questions about the form, please contact the FDC support team.

A few terms used in the form:

• Entity
• Revenue
• Spending
• Costs
• Currency requested
• Program / initiative
• Staff
• Long-term contractors

Basic information

In order to support community review, in no more than one paragraph, please provide a brief description of your entity's forthcoming annual plan, with focus areas and key objectives.

• Our mission is to empower and engage people in the country of XYZ in order to develop high quality free content in the public domain, and to disseminate it effectively to people throughout XYZ and around the world. The coming year includes developing Wikimedia XYZ Editors Forum to increase editor participation (number of new editors attracted through courses and workshops) and to increase editor retention (number of editors who continue editing six months after the event).

Table 1

Organization information	Legal name of organization	Entity XYZ
	organization's fiscal year (mm/dd–mm/dd)	01/01-12/31
	12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)	01/01/13-12/31/13
Contact information (primary)	Primary contact name	John Smith
	Primary contact position in organization	Financial officer
	Primary contact username	User:JohnSmith_XYZ
	Primary contact email	johnsmithwikixyz.org
Contact information (secondary)	Secondary contact name	Divya M
	Secondary contact position in organization	Finance associate
	Secondary contact username	User:DivyaM_XYZ
	Secondary contact email	divyamwikixyz.org

*Timeframe should ideally be for a 12 month period that begins after the FDC decision.

Table 2

Currency requested: EUR

Currency requested is defined as the currency in which you wish to receive funds (e.g., EUR, GBP, INR). Note that the FDC makes grants in local currency when possible.

Exchange rate used (currency requested to $US): 1.23 as of 08/01/12

Please use Oanda.com on March 1 2014 to determine the exchange rate. Please use five decimal points.

	Currency requested	US$
Total annual expenses of organization	300,000	369,000
Amount proposed to the FDC for the coming year's annual plan	200,000	246,000
Amount to be raised from non-FDC sources	100,000	123,000
If applicable, amount of FDC funds allocated to organization last year	not applicable (NA)	not applicable (NA)

Background, history, and mission

This section provides the FDC an overview of your entity's background and history. Please respond to each question below with 1-2 sentences to a maximum of a paragraph.

When was your entity established?

• 01/01/08

What is the mission of your entity, and how does it support the strategic priorities of the Wikimedia movement?

• Our mission is to empower and engage people in the country of XYZ in order to develop high quality free content in the public domain, and to disseminate it effectively to people throughout XYZ and around the world.
• This mission supports the Wikimedia goals of free and accurate knowledge that every human being has access to.
• See more information about XYZ’s mission and vision here (link)

What is its current leadership structure (e.g., executive staff structure, board / governance structure)?

• One Executive Director
• Board: Member elected Board with one Board chair, four additional members (Vice-president, Secretary, Treasurer, Development chair) and two alternate members; two -year term limits

What is the role of volunteers in your entity (e.g., help develop entity plans, participate in programs, edit Wikipedia)? Approximately how many volunteers does your entity have?

• help develop entity plans, participate in programs, edit Wikipedia
• 50

If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?

• 300
• all members pay dues

Reflection on past activities and innovations

This section provides the FDC with information about your entity's past programs, activities and strategies. Please answer the questions below with your reflections on the past fiscal year. Responses to each question should be one or two paragraphs.

How does your entity define and measure "success"?

• Entity XYZ defines success by the level of participation from editors and potential editors in the XYZ community and by the strength and credibility of our organization within the community. We seek to increase readership within the broader XYZ community. We also define success by our ability to use innovative approaches and technological advances to meet Wikimedia movement goals. We regularly track and measure success indicators and publish the results in our annual report. Some examples of these metrics include:
  • Growth in readership
  • Number of new editors
  • Number of editors retained six months after events
  • Number of new content pages from partners
  • Partnerships formed with GLAM/cultural institutions
  • Number of project done with women's institutions

Please give at least three examples of successful programs or activities that your entity has completed. If available, provide links to information.

Three successful activities that XYZ has completed in the recent years were:

• WikiXYZ editors forum: During this conference, we explored ways to recruit and retain editors to the Wikipedia XYZ. We offered many opportunities for editors to build camaraderie with one another and to share best practices on how to stay actively involved in Wikimedia XYZ. We had significant participation in this conference and noted that our number of edits increased by 15% in the 3 months after this conference compared to the previous 3 months.
• Wiki Loves Women: Due to low female editorship rates in Wikimedia XYZ, we held a women-centered contest to encourage women to contribute high-quality articles and other contributions to the Wikipedia XYZ site. Not only did we receive an overwhelming response from women in the community who wanted to participate in the contest, but we also converted a significant portion of these participants into new members and regular editors, resulting in 20 new regular female editors.
• GLAM XYZ National Museum: Over the last 2 years, we have had rotating internships positions at XYZ National Museum. These interns spent time converting historic museum archival documents into important articles on the history of XYZ’s founding and development. Interns developed over 1000 articles over the course of these two years. These articles have been extremely popular with not only our regular readership, but also the news and education outlets in country XYZ, resulting in increased visibility for Wikimedia XYZ and increased local funder interest.

What are the plans/strategies that did not work for your entity in the past? What did your entity learn from that experience / those experiences?

• Wikimedia XYZ has tried to develop a relationship with the XYZ Municipal Parks Service, in order to develop content that would both enhance Wikimedia XYZ content and draw visitors to the City Parks in the Capital City of XYZ. However, we have not gained much traction with this relationship; they have been relatively unable to provide much content to us, and as a result, we have not been able to draw many additional readers in. In the future, we would think carefully about developing a partnership with a municipal entity, as they have very few resources to invest in a relationship.

What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?

• This year, Wikimedia XYZ launched a mentorship program that paired new editors with experienced Wikimedia editors, with a goal to increase editor participation and retention. This program was in response to an issue we know many Wikimedians face – retaining editors. This program was extremely low cost but very effective – we found that new editors with mentors contributed more edits / articles than those without, and even mentors reported in our annual editors’ survey that they were more satisfied members of the Wikimedia XYZ community. We shared the details of this program at this year’s Chapter Conference, and we are currently writing a blog post about it which we hope to share broadly within the Wikimedia community.

Where available, please link to the following to provide supplemental information to the FDC:

Link to previous completed fiscal year annual plan

• link to XYZ annual plan

Link to previous completed fiscal year annual report

• link to XYZ annual report

Link to previous completed fiscal year grant report (if your entity has received funds from the FDC)

• link to XYZ annual plan

Link to your entity's strategic plan if you have one

• link to XYZ strategic plan

Link to your organogram or organizational chart if one exists

• link to XYZ organizational chart

Link to your entity's current fiscal year plan and budget

• link to XYZ current fiscal year plan and budget

Key programs / initiatives* and objectives of the upcoming year's annual plan

These tables are intended to provide an overview of your entity's upcoming year annual plan and its alignment with the movement's strategic priorities; please provide short phrases or 1-3 bullet points for each program below. You can also link to any other documents that you think might be helpful as context.

Please ensure that your proposed programs are SMART; that is, specific, measurable, attainable, relevant, and timely.

If you feel you have a program that fulfills a strategic goal that is not immediately identified with a movement strategic priority ('readership' rather than 'editorship', for instance), please add that in the table and offer us your rationale.

*In the last round, the FDC used the term 'initiative', but this round, we are using the term 'program.'

Program 1

Wikimedia XYZ Editors Forum

What are the objectives of this program? Please include metrics.

• To increase editor participation (number of new editors attracted through courses and workshops)
• To increase editor retention (number of editors who continue editing six months after the event)

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

• Increase participation within the movement, improve quality

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

• Editor’s Forum Event
• New-editor mentorship program
• New editor training program

How will your entity accomplish this program?

• Program staff partially dedicated to planning / running the conference
• Active volunteer community involved in mentorship program and event support

How will your entity measure and track success of this program?

• Track attendance at conference
• Measure number of edits and unique editors before and after conference
• Track editor satisfaction before and after event

Any additional details:

• none

Additional context for the upcoming year's annual plan / SWOT

Please provide 1-2 paragraphs for each response below. SWOT stands for your organizational strengths, weaknesses, opportunities, and threats.

What organizational strengths enable your entity's plan (e.g., leadership, education program expertise, experience with outreach, governance structure, community participation, fundraising)?

• Strong leadership with experience in the Wikimedia community
• Strong and engaged board with important community and government connections
• Active membership and volunteer community with diverse skill sets and interest areas

What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?

• New government grant program for social media / knowledge projects
• Recent government regulations make free content licensing easier

What are key risks or threats that would prevent you from achieving your plan (e.g., leadership turnover, governance challenges, lawsuits, fundraising, community participation, socio-political context)?

• We are struggling to engage diverse populations such as senior citizens. Despite three past attempts, we have not yet found an approach that works in engaging with senior citizens, so this will remain experimental for us
• Poor economy is resulting in hardship for community, including editors, making it difficult for editors to make time for / travel to editor events
• Plan requires Wikimedia XYZ to fundraise 50,000 from Foundation sources to cover some expenses; if we cannot raise these funds, we may have to cut back on some activities throughout the year.

How will you minimize these risks and threats?

• Offer select scholarships to editors in the community to attend the conference
• Engage our board members in fundraising and developing contacts with foundations

Financials: year-to-date progress

This section provides the FDC information about how your entity is progressing against the current fiscal year's planned budget (revenues and costs).

Please provide the relevant information below. "Year-to-date" refers to the period between the start of your entity's current fiscal year and the date of submission of the proposal. Actual year-to-date financials should be provided as close to the proposal submission date as possible.

Identify the year-to-date for which you are reporting, month/year to month/year: 01/12-12/12

Table 3

	Current fiscal year planned budget		Year-to-date actuals		Projected final amount
	In currency requested	In $US	In currency requested	In $US	In currency requested	In $US
Revenues (from all sources)	270,000	332,100	202,500	249,075	NA	NA
Spending	270,000	332,100	180,000	221,400	NA	NA

Table 3 details, if necessary:

Based on the variance percentages above, please describe how your entity is progressing against revenue and spending targets. If your projected final amount shows your entity to be significantly under or over target on either revenue or spending, please provide a detailed explanation.

• Our organization is well on track to meet annual revenue targets and are already 75% of the way there with three months to go. We anticipate a major revenue push towards the end of the year. We are also on track with regards to spending – as we have a large event at the end of the year that will utilize a large portion of the variance.

Financials: upcoming year's annual plan

Provide your financial overview for the upcoming year in the format below.

Please link to your detailed budget in a publicly available spreadsheet file (translation into English highly recommended) in addition to completing the tables below. Detailed budget link:

• Detailed budget link

Revenues

Please list anticipated revenues, by source (e.g., FDC, Wikimedia grants programs, grants from institutional donors, public funding, membership fees, local donations, event fees)

Table 4

Revenue source	Anticipated (in currency requested)	Anticipated (In $US)
Funds Dissemination Committee	200,000	246,000
ABC Foundation grant	50,000	61,500

Table 4 notes, if necessary:

Current entity staff and long-term contractors

Role/functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.

Table 5

Role / Function	Number of staff	Percentage of staff time*
Executive leadership	1	100%
Finance part-time	1	50%
Programs full-time	1	100%

*Please include estimates of the percentage allocation of staff members. For example, for full-time staff, you would put 100% in this column. For half time staff, you would put 50% in this column.

Table 5 notes, if necessary:

Proposed new staff and and long-term contractors for upcoming year's annual plan

Role / functions might include program administration, finance, fundraising. Please include both part-time and full-time staff and long-term contractors.

Table 6

Department (e.g. Programs, Communications)	Number of current staff	Percentage of current staff time*	Number of upcoming staff	Percentage of upcoming staff time*	Rationale for hiring new staff
					We plan to hire a part-time administrative assistant for two days a week. This individual will assist all departments in administrative functions, providing particular assistance to the Programs team in event logistics.

*Please include estimates of the percentage allocation of staff members and long-term contractors. For example, for full-time staff, you would put 100% in this column. For half-time staff, you would put 50% in this column.

Table 6 notes, if necessary:

Summary of staff and long-term contractor expenses

Table 7

	In currency requested	In $US	Percent increase
Current staff expenses	130,000	159,900
Proposed increase for current staff expenses	20,000	24,600	15%
Proposed increase for new staff expenses	0	0	0
Total staff expenses	150,000	184,500	same

Table 7 notes, if necessary:

Expenses by program / initiative

Expenses are costs associated with any programs, initiatives, or projects your entity manages (e.g., event costs, materials, transportation). Please exclude any staff costs that are included above. “Programs / initiatives” might include education programs, outreach programs, microgranting initiatives, etc. Please include any administration costs (e.g., office space rental, utilities) affiliated with each program along with any overall administration costs that are not affiliated with any particular program (e.g., Administration should be considered a "Program" under the first column.)

Table 8a

Program / initiative	In currency requested	In $US
WikiXYZ editors forum	35,000	45,050
Wiki Loves Women	15,000	18,450
Total program expenses (should equal the sum of the rows)	50,000	63,500

Table 8 notes, if necessary:

Summary of total revenues and expenses

Table 9

	In currency requested	In $US
Total cash balance as of proposal submission	0	0
Total revenues	300,000	369,000
Total spending	300,000	369,000
Net (revenues less expenses)	0	0
Operating reserves,* if applicable

Table 9 notes, if necessary:

Verification that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities

Enter "yes" or "no" for the verification below.

The term “political or legislative activities” includes any activities relating to political campaigns or candidates (including the contribution of funds and the publication of position statements relating to political campaigns or candidates); voter registration activities; meetings with or submissions and petitions to government executives, ministers, officers or agencies on political or policy issues; and any other activities seeking government intervention or policy implementation (like “lobbying”), whether directed toward the government or the community or public at large. Grants for such activities (when permitted under U.S. law and IRS regulations) should be sought from the Wikimedia Grants Program.

I verify that this proposal requests no funds from the Wikimedia Foundation for political or legislative activities

yes