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Grants:APG/Proposals/2013-2014 round1/Wikimedia UK/Proposal form

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Wikimedia UK received a funds allocation in the amount of £353,000 (equal to about US$570,000) in 2013-2014 Round 1. This funds allocation was recommended by the Funds Dissemination Committee on 15 November 2013 and approved by the WMF Board of Trustees on 31 December 2013.


Basic information

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Overview of grant request

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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. Please also include the total amount requested in US$.

  • In 2014-15 will consolidate our steady achievements of the last two years. We were described as ‘a strong mature organization with a track record of successful programming’ in the FDC report 2012-13 and we believe we have justified that description.

    We will continue to grow our community by encouraging, involving and engaging our volunteers. Through this, and staff driven initiatives, we will increase participation in the UK in Wikimedia projects. We are also committed to increasing the quantity and quality of all openly licensed content. As a chapter we have committed ourselves to the use of technology to improve our accessibility and success. Overall we are committed to further develop our governance, resources and our role in the Wikimedia movement, develop the best possible measurements of our impact and share all we do with the wider Wikimedia community in line with the WMF Board’s recommendations to the FDC.



Contact information

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Table 1

Organization information Legal name of organization Wikimedia UK
organization's fiscal year (mm/dd–mm/dd) 02/01-01/31
12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy) 02/01/14-01/31/15
Contact information (primary) Primary contact name Jon Davies
Primary contact position in organization Chief Executive
Primary contact username User:Jon Davies (WMUK)
Primary contact email jon.davies@wikimedia.org.uk
Contact information (secondary) Secondary contact name Richard Symonds
Secondary contact position in organization Office and Development Manager
Secondary contact username Richard Symonds (WMUK)
Secondary contact email richard.symonds@wikimedia.org.uk

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



Amount requested

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Table 2

Currency requested: GBP

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=£1 ($1.6)

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 712,217 £712217 ($1139547.2)
Amount proposed to the FDC for the coming year's annual plan 442,217 £442217 ($707547.2)
Amount to be raised from non-FDC sources 270,000 £270000 ($432000)
If applicable, amount of FDC funds allocated to organization last year 331,768 £331768 ($530828.8)
Based on the funding amount you are requesting, what is your entity's proposed rate of growth in budget since last year? Please explain your entity's rationale if your proposed budget will increase this year:
We are reducing our budget for 2014-15. WMUK has decided, in view of an assessment of our 2013-14 programme to reduce its planned budget for 2014-15 by 8.5%. In 2013-14 we chose to adopt an ambitious budget in order to give all our programme streams the greatest chance to flourish in what would be our first year of full operation. The FDC understandably expressed reservations about our capacity to spend and awarded us less than we had requested. On reviewing our plan, we accepted the FDC's view[1] that our proposed staff resources were not sufficiently aligned with our objectives, and amended our final budget accordingly. Given the need to increase staff to make the most of the outreach opportunities we have, we aimed for an intermediate spending figure between our bid and the figure awarded by the FDC. We were able to set this budget because of unexpectedly low spending in Q3 and Q4 2012 meaning we had cash to carry forward. Consequently we have been able to learn more about our spending patterns and have considered this in our planning for next year which we believe is completely realistic. Specifically we are designing our 2014-15 programme with fresh eyes and with broader programme areas to allow more flexibility within our programmes. We have projected spending based on our current, fully staffed, capacity.
This has led to our planned reduction in overall spend. For 2014-15 we will, however, be asking the FDC for an increase. This will allow us to carry out a broad programme building on our success to support which we also need to start to replenish our reserves from the estimated 8% underspend we will have from our 2013-14 budget, (at this time we are uncertain exactly how much underspend there will be but this is a fair estimate). Our current reserves brought forward from 2012-13 are £298k - less than 6 months running costs. Good practice suggests that we need to rebuild our reserves to at least £380,000 which equates to 12 months of 2013-14 planned administrative spending. This is reflected in our Annual Report as agreed with our auditors. We would aim to reach this in the near future.

Note the FDC Framework funding guidelines on the rate of growth of year-over-year FDC allocations. These guidelines relate not to an entity's overall budget, but rather to movement resources (that is, what the entity received through FDC allocations or grants or what the entity retained via payment processing in the prior funding cycle).



Background, history, and mission

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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?
Wikimedia UK was established in November 2008, and became a registered Charity under UK law in November 2011.
What is the mission of your entity, and how does it support the strategic priorities of the Wikimedia movement (infrastructure, participation, quality, reach, and innovation)? We note that Wikimedia movement priorities will be interpreted and addressed differently in each context.
The programme of WMUK is designed to fully support the five strategic priorities of the Foundation. Our five year plan is based on these high-level goals in our statement of mission, vision and values that will inform the next five years of our work. They have been designed to make use of Wikimedia UK's position to provide support to the five strategic priorities of the Foundation. Our plan supports the mission of the Foundation by encouraging new editors from a broad range of backgrounds at different levels, with special targeting of under-represented groups such as women and speakers of indigenous languages of Britain. We offer training and support to our community and outside agencies to improve the quality and content of the projects. Through our participation within the broader worldwide movement we support other chapters and communities by sharing good practice and the lessons we have learned. We aim to offer support to emerging chapters especially those in economically poor countries and those who wish to access cultural and historic material in UK museums and archives. We share the desire to encourage innovation through our main programme and supporting WMF initiatives.
What is your current leadership structure (e.g., executive staff structure, board/governance structure)? Please explain how budgets are managed and programs are executed between board and staff.
WMUK has a board that is now being expanded to comprise up to eleven elected and co-opted trustees, who together have ultimate responsibility for the charity. Seven of the trustees are directly elected on two-year terms, and the rest are co-opted to fill skill gaps.
Day-to-day management is delegated to a Chief Executive who manages the staff of nine FTE and the resources of the charity. Through a scheme of delegation he is responsible for the management and control of the budget. He reports on a quarterly basis to the board. This is an area of significant improvement.
If applicable, how many members does your entity have, and how do you define membership (e.g., attendance at events, paying dues)?
The chapter currently has 224 members in Q3 of the 2013/14 financial year. Membership is defined by the charitable company’s articles of association - on paying membership dues and being approved by the board of trustees a member can participate in board elections and is eligible to receive grants from the chapter.
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 serve?
  • Volunteers are integral to the charity on both organisational and programmatic levels. As a membership organisation, our members are engaged in our governance from shaping our annual and five year plan, voting at General Meetings on resolutions concerning the charity, electing trustees, interviewing candidates for Wikipedian in Residence posts and serving on the Board. Volunteers also sit on our special-interest committees, namely Education, Technology, GLAM and Conference Committees to discuss and advise on specific areas of our work. More generally, our volunteers come up with ideas for, organise, lead or assist in WMUK events and projects. These include the organisation of events such as Wikipedia Takes a City events, Wiki loves Monuments, and our Annual Conference, delivering training for newcomers to Wikimedia projects, running of editathons, and other projects that increase content for Wikimedia projects in a specific area. We currently have just over 100 active volunteers, over 30 of whom have been accredited as trainers by our Train the Trainers programme. There are also volunteers who are active in specific projects such as over 500 contributors to Wiki Loves Monuments.
Volunteering is trackable through our CiviCRM contact database, which records members, donors and volunteers.
In our community we have:
  • 100 active volunteers, an increase from 80 last year
  • 224 chapter members
  • 10,000 active contributors to Wikimedia projects (estimate from WMF data)
  • 70,000 supporters of Wikimedia UK (based on donor contact data base).
How do you know what the members of the community/communities you serve (including chapter members and broader online volunteers) need and want? How does this influence your strategic planning and decision-making?
The chapter actively engages with our community in all its work - both in reviews of existing programmes, and also when planning for the future. Our open day and workshop event in March 2013 involved over 30 members of the community coming together helping to begin a draft of a new five year plan, discussion on what the participants' vision for our charity is, ways to develop our volunteer base and the future of our GLAM and Education programmes. Similar discussion has also taken place during our annual conference and AGM where we have delivered a schedule with talks over many areas of the charity’s activities. We also conduct regular reviews of our existing programmes and projects, such as the Training the Trainers programme and review of merchandise where we sent out surveys to members of our community to solicit their feedback and suggestions for changes or improvements. More informally, we engage our community in discussion in person at meetups and events, online and via emails. Members of the community are always welcomed and encouraged to contact the chapter with their views, ideas, and proposals. Conversations on varieties of topics also occurs on the WikimediaUK-l mailing list and discussions on our wiki, especially at the Water cooler.
We have also been deeply involved in supporting the Welsh language community of Wicipedia Cymraeg, and responded positively to their suggestions by employing a Welsh-speaking Manager in Wales - who is also a long-standing WMCY editor.
More broadly we have established a range of expert working groups to discuss activities and make suggestions. The Technology and Education committees have functioned well and the GLAM group is a work in progress having successfully set the framework for our Wikimedians In Residence programme.
Our recently agreed volunteer activity programme (see Volunteer Strategy) reinforces the role of Volunteers in our programme and will be followed up with a survey of attitudes and working relationships next year.
Volunteers are at the heart of what we do. We are acutely conscious of their role at all levels of our movement and our projects. Accordingly, it is crucial that they feel ownership of the charity. Our volunteers take an active lead in shaping our policy, identifying what should be the chapter's priorities, highlighting areas of potential improvement and recommending ways in which to achieve our objectives - then, frequently, actually delivering activities to meet those objectives. Our open planning days have proved popular and productive.

Reflection on past activities and innovations

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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"?
Success has many aspects, including operational, financial, organisational and in terms of the effect we have on our community, emotional. Our diverse and developing programme of activities has offered challenges in finding consistent ways of measuring success but we have made significant progress in 2013-14. In some, such as Train the Trainers, we have carried out a detailed assessment of its impact to demonstrate its value for money and quality. We are working hard to create metrics that offer consistency across our programmes and can demonstrate impact both locally, in terms of those participating, and more broadly, in terms of the wider movement. Our quarterly monitoring programme has been a big step forward. In 2014-15 we will be ensuring consistent monitoring of our programmes matched to our targets. This will include a detailed review of our Wikimedians in Residence programme. Many pieces of work initiated in 2013-14 will begin to bear substantial fruit over the coming year, such as our developing work with GLAMs, higher education and organisations working in the open space.
Please see our monthly reports up to July 2013 for full details (subsequent months are still being drafted).
Some aspects of our work can be measured more simply; our financial management systems, for instance, have been approved by our external auditors and we have made steady progress towards a 'Rolls-Royce' standard of financial reporting. We have now moved away from a basic reporting of staff costs, and instead spread staff costs across various projects to ensure that the true cost of a project is reported on, including the cost in staff time and office/governance overheads. The board have also recently approved the hire of a part-time management accountant: this is a key post in any charity, and will ensure that we can assess the cost (and, by extension, success) of future projects accurately. In addition, filling this post will enhance our ability to perform financial scenario-planning in support of the development of our longer-term strategy, and for such needs as a three-year rolling Business Plan that integrates the volunteer input we are committed to and which leads to much earlier drafting of our Annual Budget. In terms of governance we have learnt from the Hudson Review and have implemented or are implementing their suggestions including several fundamental changes to the way we choose our board.
The Chapter has established initial KPIs to manage overall performance. These will be refined and developed for 2014-15. We are working hard to monitor events and activities gaining active feedback from attendees and establishing planning tools in 2013-4 for measuring the progress and success of activities. We have been watching closely the development of the Foundation's plan for a tracking tool and would seek to make this a key measuring tool.
In 2012, with support from charity governance specialists and the experience of our Chief Executive, WMUK achieved PQASSO level one, the standard governance tool of UK charities. Since then we have improved on several aspects of PQASSO’s monitoring and are approaching level 2 (there are three levels, level 3 applies to the largest organisations.)
PQASSO covers all aspects of the following:
  1. Planning
  2. Governance
  3. Leadership and management
  4. User-centred service
  5. Managing people
  6. Learning and development
  7. Managing money
  8. Managing resources
  9. Communications and promotion
  10. Working with others
  11. Monitoring and evaluation
  12. Results
Please give at least three examples of successful programs or activities that your entity has completed, and explain why they were successful. If available, provide links to information.
Train The Trainers
As a part of Wikimedia UK's remit to support Wikimedia projects, in 2012 we developed a Train the Trainers programme where volunteer Wikimedians are taught to deliver effective training. We have so far delivered sessions in June 2012, October 2012 and February 2013.
To ensure that the programme was effective, even before starting the activity we put the delivery of the programme to tender. An accreditation process and an agreement for trainees were also put in place meaning that participants are expected to meet a good standard to receive certification.
To ensure high quality we have conducted a review of the programme after three sessions, which positively assessed the programme and resulted in recommendations that will be worked on in 2014-15.
By September 2013, 32 Wikimedia UK volunteers and staff had taken part in the programme and now have the skills and confidence to deliver Wikimedia-based training on our behalf. The programme, and the trainers, continue to play an important role in extending our reach and increasing participation in our projects. It's helped to build our capacity to deliver events and led to some excellent training opportunities for volunteers.
Success measures
  • Training events by Midas sufficiently attended with high quality of participants - checked by monitoring signups (all the sessions have been full or oversubscribed)
  • Feedback systems indicate satisfaction from those being trained during Train the Trainer session - monitored by feedback forms
  • Increased gender diversity of the trainers - we now have four female trainers thanks to direct invitations
  • Increased geographical spread - this is improving thanks to focusing the location of the training sessions. E.g. we have run one event particularly for trainers in and around Manchester area, and have one planned for Wales.
  • Trainers regularly informed of the event opportunities and building their skills - there is an active email communication
  • Participants receive structured and informal follow-up support - 100% delivered
  • Participants become active trainers supporting several Wikimedia UK events per year
  • Events delivered professionally by the participants - measured by the feedback forms after the events
  • Delivered on budget
  • See WMUK:2013 Activity Plan/Train the Trainers for more information


Wikimedians in Residence
In the past year we have seen more and more galleries, libraries, archives and museums (GLAMs) working with Wikimedia UK. Within the sector, the chapter is nurturing the drive to share collections and information to increase the sum of human knowledge. The UK Wikimedian in Residence programme is a powerful expression of this drive. In 2013-14 we were building on the strong foundations laid by the year-long British Library residency, and run many partnerships with prestigious cultural institutions. We have placed Wikimedians in residence at Natural History Museum & Science Museum, Tyne and Wear Archives & Museums, and the National Library of Scotland (our first ever major partnership with a Scottish Institution, where we would like to increase our presence). The scope for outreach, exploring the collections and using GLAMs' knowledge is very significant.
In 2013-14 we have approached funding and management of these projects in a formal way, with a bidding process of interested institutions and an assessment of their potential. The institutions sign a formal Agreement with WMUK to codify the rules and expectations of each project, and the Residents supply regular reports to monitor progress (for example). These posts build strong bridges with institutions and also act as a focus for community involvement and development. The agreement was created after taking legal advice and consulting extensively with the worldwide community, and we have made an example public so that the rest of the movement are able to use it as a base for their own agreements.
Success measures
  • Good quality WIRs are selected - ensured by running a competitive and open application process and choosing the institutions based on potentia
  • Issues avoided thanks to having the contracts in place
  • WIRs are being inducted
  • A clear programme of activities is established and delivered in consultation with the host institutions. The reach of WMUK activities is increased significantly thanks to the added capacity from WIRs
  • Clear targets as part of the contract. This is developing as we learn more and will be a key element of the review
  • WiRs bridge their host community, the Wikimedia UK community and the general population. Done via induction, sharing case studies, events etc
  • Residents report regularly about their activities monthly or bimonthly. Issues reported are being picked up and supported
  • Delivered on budget
Every agreement has agreed outcomes outlined so both parties know what the success would look like.
Women in Science
Addressing the gender gap is an important part of Wikimedia UK's Extended Reach programme. Women must see their world reflected in the pages of Wikipedia; it must not be biased by any one group’s worldview and we are still a project dominated by men.
We ran our first Ada Lovelace Day (celebrating Women in Science on Wikipedia) in October 2012. The main focus of the event was an editing session focused on creating articles about women in science. We also hosted a panel discussion, with participation from the Royal Society Diversity team, to give context to the issues of women’s participation in science. To say the initiative was popular is something of an understatement – the tickets were sold out within a few hours of announcing the event. During the editathon participants created or significantly expanded 20 articles. This added to 14 articles that were created even before the event started, thanks to the highly successful promotion of the editathon. There were over 20 editors present, most of whom were new to Wikipedia. The online participants, of which there were about 25 from the UK and abroad, added even further to the pool of created articles. The impressive media coverage highlighted both the importance of engaging women and the coverage of "female-oriented" topics on Wikipedia.
This successful initiative has led to a programme of Women in Science events in 2013-14 organised by WMUK and Medical Research Council, and additional grassroots Ada Lovelace editathons - for example in partnership with the Girl Geeks. We are working with high profile partners with access to good quality resources - so motivated individuals attend the events to learn to edit and contribute by creating articles.
Success measures
  • Events well attended. Good quality content created during the editathons - articles about Women in Science
  • The programme succeeds in reaching people in target categories - the participants’ diversity was monitored, and indeed Women in Science events are attracting female audiences
  • Participants continue their volunteering with Wikimedia UK and are still active 6 months after the events.
  • Participants receive follow-up support as required
  • Useful high quality content created in Wikipedia in subject areas where we are currently weak due to institutional bias
  • See WMUK:2013 Activity Plan/Extended Reach programme for more information


EduWiki Conferences
Wikimedia UK is delivering a real, lasting, positive impact in the realm of education. The highest profile educational project we worked on in 2012 was our EduWiki conference which took place at the University of Leicester in September. The event brought together Wikimedians, academics and technologists to look at Wikipedia, Wikiversity and related projects, not in terms of educational resources, but educational practice, including collaboration, open review, and global participation. It was a chance to talk about innovative work in classrooms, institutions and online communities, and shape the future of Wikimedia UK’s work in this area.
Delegates explored the ways in which open educational projects can support innovative education. We discussed the Wikipedia Education Programme, learned from universities where the Programme is already embedded, explored the educational opportunities and drew lessons from the experience so far. The event has received good press, including an article in the prestigious Times Higher Education supplement. WMUK is building momentum towards what we can achieve, and in 2013 the Education Organiser is delivering another edition of EduWiki, this time in Cardiff, Wales.
Success measures
  • Full attendance as per plan - 80 - 120 delegates, coming from Higher Education, Secondary/High Schools, Adult and Lifelong learning
  • Attendees value conference and provide good feedback - 2012 results can be seen here
  • Conference content is stimulating and appropriate - judged by the feedback forms
  • There is follow-up that offers development throughout the University and Scholarly Societies community and builds links with Wikimedia UK
  • In the 2013 event, provide bilingual (Welsh/English) instantaneous translation so that Welsh speakers can deliver in their chosen language
  • Deliver on budget - 2012 event achieved with some underspend


GLAM-WIKI
Following on from the success of the 2010 GLAM Conference, first of its kind, Wikimedia UK hosted another major international event in April 2013. To deliver, we cooperated with high profile partners - The British Library, Europeana, Wikimedia Sweden and THATCamp.
Our GLAM work has developed and matured considerably since the last conference and has been picked up internationally. This conference enabled the sharing of good practice and the development of new ideas. In general, its aim was to bring Wikimedians and GLAMs together to share their experiences, and to inspire any representatives of cultural institutions interested in a partnership with Wikimedia UK. With this in mind, the event workgroup (consisting of many volunteers and supported by staff) created three strands to the event (schedule here):
- Sharing case studies of successful GLAM-Wikimedia partnerships. The day included two highly evaluated keynotes, by Michael Edson and Lizzy Jongma.
- Discussing practical and technical side, looking at ways to work together and running workshops to share best practice.
- Unconference on the last day was organised by THATCamp, exploring the humanities and technology. We have seen some exciting creations and thoughts around free-licensing, open access and the interface between humanities and technology.
With over 150 people attending, Wikimedia UK has facilitated an impressive ideas exchange. The feedback from the conference was positive, with attendees saying they were happy with the overall quality of GLAM-Wiki and the range of topics covered. It has succeeded in inspiring people - for example “Starting a project” workshop was highlighted as providing a valuable insight into the processes of beginning to work with Wikimedia.
Subsequent partnerships fostered by this include our free stall at open knowledge and our Cornish programme.
Success measures
  • Sufficient attendance as per plan - achieved
  • Attendees value conference and provide good feedback - achieved
  • Conference content is stimulating and appropriate - achieved as per conference schedule and attendee feedback
  • Follow-up that offers development throughout the GLAM community and builds links with Wikimedia UK
  • Delivered on budget - achieved with underspend.


"Wiki Takes" events
WMUK’s volunteers have delivered a series of Wiki Takes events bringing in new volunteers and material of excellent quality. This is one example in Coventry.
Success measures
  • Number of participants
  • Length of event
  • Number of images uploaded
  • Number of participants still active three months later (to be assessed)
In future we intend to target Wiki Takes events at areas where we have gaps in our coverage despite Wiki Loves Monuments. This will increase the proportion of photographs that it delivers that are of notable subjects not already covered on Commons, however we also need to remember to be volunteer-led, and that may mean running a Wiki Takes event in a volunteer's home town before they run such events in strange towns where we lack photos.
What are the plans/strategies that did not work for your entity in the past? What did your entity learn from those experiences? What changes were made after learning from these experiences?
Governance challenges
The growth of the chapter created governance challenges that led to the Hudson Review. The FDC raised this as a priority for WMUK in 2012 and we have addressed and expended significant management energy to deal with these issues. As a result we have changed the way our board is constructed and carefully defined the split of responsibilities between the board and the executive. We are in the middle of an external governance review to track progress that will report in October 2013. See the next section, What we have learned, for more detail.
Capacity for programmes
Our programme for the last two years has developed from an initial set of good ideas to a more realistic view of what we have the capacity to deliver. In 2014-15 we know we have the staff and volunteer capacity to deliver a programme that we have revised to offer more flexibility through better planning and improved metrics. We now have in place planning systems and developing metrics that will drive the programme and ensure the best outcomes possible.
We have learned to challenge assumptions about our programme and analyse what works and why. The programme will, however, still be vulnerable to partnerships that fail through no fault of ours. This can happen through cuts in their funding or fundamental re-organisations. The Museums and Galleries Scotland’s Wikimedian in Residence was a case in point. We believe our broader budget categories will remove this problem by allowing more agility in our spending.
What else has your entity learned or innovated upon that could benefit the broader Wikimedia movement?
There are three specific areas where I believe our Chapter’s experiences can offer shared benefits. Firstly, as described above, we believe that our Train the Trainers programme will be a powerful model of editor engagement and capacity building (we hope to be able to offer a course specifically for those attending Wikimania 2014).
Secondly we have demonstrated excellent organisational ability in taking the chapter from being run by ‘hands-on’ volunteer-trustees to having a staff of 9 FTE working to a CE with delegated management powers in under two years. We have established operational systems for the CE to manage staff and finances and created a raft of benchmark procedures and policies. We have been happy to share these with other chapters. For instance our staff job descriptions have been used by chapters employing their first staff and our contract for Train the Trainers drew a great deal of interest and is the only such example in the movement. With statutory annual reporting obligations for auditable UK charities in mind, we have also created a costing system that demonstrates how staff time is spread and costed against our individual programmes and will enable us to assess their benefits against the full cost of running them.
Thirdly, we faced significant challenges in the governance of our organisation in the summer and autumn of 2012. We believe we have learned a great deal from the Hudson Review and that in the last year our Board has made significant progress not just in improving our governance policies structures, but in providing consistent strategic direction to the organisation and in enabling our volunteers and staff to get on with achieving impact.
The Wikimedia UK Board participated wholeheartedly in the resulting Hudson Review and has embraced the approach of the review and the bulk of the specific recommendations that resulted. We have already implemented the most crucial recommendations regarding Board structure and conflict-of-interest policies. At time of writing an independent consultant is reviewing our progress against the report’s recommendations. The Board is committed to the continuous improvement of the organisation’s governance, and includes members with significant professional experience who are helping us develop in this area.


Please link to the following to provide supplemental information to the FDC:

How does your entity share its work with your community and with the wider Wikimedia movement? For instance, publishing case studies on Meta, blog posts, newsletters, speeches at conferences, etc.
The chapter uses a broad variety of different communication channels to share its work with the community. The home page of our website features a blog which is updated regularly (between two and four times a week) with news of the charity’s activities and forthcoming events. Shorter snippets of information are regularly highlighted on social media websites such as Twitter and Facebook. Notifications are also regularly sent to the WikimediaUK-l mailing list as well as on our wiki’s water cooler. For a more summarised narrative, we send out a monthly report to the Wikimedia UK mailing list. A quarterly newsletter is sent to our donors, and there is a monthly newsletter for members of the charity, the contents of both are also made publicly available on our website. Each is tailored to accommodate a different audience, and serves to communicate the charity’s activities and how people can get involved. We also use the wider movement’s channels to share information others would find useful - This Month in GLAM, for instance. Thanks to the work of our Communications Organiser, the high profile stories are being shared externally as well (eg: Times Higher Education, and The Huffington Post).
Wikimedia UK also sends representatives to conferences both within the Wikimedia movement (eg: the Wikimedia Conference 2013 in Milan and Wikimania in Hong Kong, where we have provided workshops for members of other chapters, and hosted stands) and outside the movement (eg: OER13 in Nottingham - also here). On top of this, we have also organised international events such as GLAM-Wiki and EduWiki with the intention of raising the profile of the charity’s work in the GLAM and education communities. These events have provided a platform to share our findings and successes, with the intention of inspiring the wider Wikimedia movement. For instance, looking at the feedback from GLAM-Wiki Conference, “Starting a project” workshop was highlighted as providing a valuable insight into the processes of beginning to work with Wikimedia.
We strongly believe that Wikipedia Zero can have an outstanding influence in education making the work of our community of benefit to learners in economically poor countries.

Wikimedia UK is committed to not only promoting but also reviewing its activities, and involving the community as we do so. Our key open day and workshop event in March 2013 brought over 30 volunteers who were enabled to meet and discuss the future of our charity - outcomes can be seen here. A review of our various works are made available in monthly and annual reports, on our website, publicised through a number of different WMF mailing lists and Meta. In particular, we have shared the high-profile reviews of Train the Trainers (also here for detail) and the Hudson Review.

Link to most recently completed fiscal year annual plan
Link to most recently completed fiscal year annual report and financial report
Link to most recently completed fiscal year grant report (if your entity has received funds from the FDC)
Link to your entity's strategic plan if you have one
Link to your organogram or organizational chart if one exists
Link to your entity's current fiscal year plan and budget



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

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The following table is a navigational aid to show how each programme area relates to the strategic goals of both the Wikimedia Foundation and Wikimedia UK.

Programme No.   1 2 3 4 5 6 7
Community Promoting free knowledge Membership and public support External relations Finance Governance management and administration Staff
Wikimedia UK strategic area Involving volunteers X X X
Increasing participation X X X X X
Increasing open licensed content X X X
Using technology X X
Using resources and governance X X X X
Foundation strategic priorities Stabilize infrastructure X X X X
Increase participation X X X X
Improve quality X X X X
Increase reach X X X X
Encourage innovation X X X

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.

Finally, please also note which programs are the entity's priorities.


Programme 1

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Community

This is a priority area.

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?
Volunteer support
Specific
Volunteer support is the central key to growing our capacity and engagement with our community. An extensive volunteer programme has been established and a Volunteer Support member of staff appointed. She has created a working plan and we intend to commission a study into developing our volunteer base when capacity allows within the next year. A lot of the activities in this stream of activity will come from the proposals in our agreed volunteer activity programme – see the Volunteering Strategy.
This budget has, as its fundamental aim, the ambition that initiatives come from our community. If staff support is needed in addition to financial support, it will be given.
Key elements:
Local activities focused on Wales and Scotland (Wales supported additionally by the Wales Manager and the Living Paths project); local activities in England: volunteer meetings, editathons, training for the volunteers (as per demand, e.g. media and photography workshops, to supplement our Train the Trainer courses and the continuing support through our Virtual Learning Environment); grants programme & scholarships. It has in the past and will continue to react to initiatives from the community.
Measurable
1. Volunteers are supported in their activities. We aim to:
  • Increase the number of active volunteers to 150
  • Ensure available volunteer equipment is deemed relevant and comprehensive by volunteers
  • Have >3,000 media files uploaded to Wikimedia Commons that are either generated by our pool of volunteer equipments or as a result of support from our project grants
  • >300 hours of use of our volunteer computer equipments
  • 3 training opportunities organised, attended by on average 10 volunteers each, evaluated as useful by attendees (on top of the Train the Trainer)
  • Project grants - we will aim to receive 25 in a year and work with volunteers to make at least 80% application approved for funding
2. Local activities in Wales and Scotland are supported
  • 1 active meetup each per area per quarter
  • 1 event in each area per quarter
Additionally, during the next 10 months (till July 2014), the Living Paths (Wales) project will:
  • Advertise its existence through Welsh language websites and newspapers
  • Publish 6,000 guides on editing Wicipedia
  • contact and work with 9 county councils which border the Coastal Path
  • publish more than 25 Welsh training videos on Wicipedia Cymraeg
  • ensure that 2,000 communities in Wales have a Welsh and English article
  • >400 articles on different elements of the Path (eg Points of Interests) available
  • representatives from >100 groups have been trained in wiki-skills
  • >500 Listings and links to Wikivoyage
Attainable
With the dedicated members of staff in place to support volunteers and their different needs, we expect to be able to deliver at this level. The Volunteering strategy have set out a path to achieving this.
Realistic
Both the Lua on Wikimedia and Wikidata training events were fully subscribed and well attended. Demands have been high when ideas for potential events have been floated. An increase of 50% in active volunteer numbers may otherwise seem ambitious, but should be achievable given the expected inflow of volunteers around Wikimania. Target use of volunteer equipment is based on this year’s rate of use and an expected uptake from having a better variety of equipment and awareness of its existence in the community. The targeted number of applications for the project grants is ambitious based on the numbers we have received over the last few years, but is achievable owing to improved communications. Our estimated stats from previous years give us the following number of applications: 17 in 2011-12, 18 in 2012-13, and 10 in 2013-14 to date.
Timely
There will be spikes around specific large scale events such as Wikimania & Wiki Loves Monuments, but otherwise this is a programme that runs throughout the year.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Annual Conference and AGM
Specific
The Annual Conference has traditionally been the opportunity for members of the chapter, and anyone else interested, to discuss topics of interest and make the annual decisions at the AGM. In 2014 we have reduced the costs as Wikimania 2014 will serve part of this purpose.
Measurable
  • We intend to attract 100 members to events at Wikimania and to our AGM
  • Good programme of discussions and presentations
  • Participants are encouraged to continue volunteering
Attainable
The resources needed are in place and well rehearsed with a clear timetable and timeline.
Realistic
100 members is ambitious. The 2013 AGM attracted 41 members but with the allure of Wikimania and its central location (the last one was held in a slightly inaccessible city) this is possible.
Timely
August 9th at 16.00hrs, in line with our AGM yearly cycle.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Wikimania 2014
Specific
Wikimania 2014 will be held in August in London. WMUK has supported the bid and the implementation team. During the next eleven months we will be allocating staff time to supporting the team, especially in the areas of fundraising and communications. We will also be employing an administrator until February 2014 to assist the team.
Measurable
Wikimania is an independent event run by the UK community but we aim to support it with staff and some financial resources.
We intend:
To welcome as many visitors to our offices before and during Wikimania as wish to come.
To have information packs about the chapter available for all our visitors
To have a stall in the Chapter’s Village and offer a programme of extra-conference activities.
Attainable
We know that as the conference approaches the demands on the Chapter will increase but we are anticipating this through careful planning.
Realistic
We have analysed the last two Wikimanias as far as possible but know there will be a steep learning curve on this one.
Timely
August 6th to 10th 2014 with events in the day before and the week after.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Train the Trainers
Specific
As a part of Wikimedia UK's remit to support Wikimedia outreach projects and develop volunteer skills, we continue to deliver the Train the Trainers programme where volunteer Wikimedians are taught to deliver effective training. By the end of 2013-14 we would have had 50 trainers. With ambition to build our outreach programme, there is a need to continue delivery of this strand of work, particularly focusing on geographical areas that lack trainers.
Measurable
  • 2 training events held within one year
  • Trainers recruited from community in the targeted areas with sufficient attendance - at least 10 per session
  • High quality of participants ensured - indicating potential to deliver future events
  • Feedback systems indicate satisfaction from those being trained
  • All participants receive structured and informal follow-up support
  • Participants become active trainers supporting at least 2 Wikimedia UK events per year each
  • Events delivered professionally by the participants (assessed via feedback forms at events)
Attainable
2013-14 has seen significant support in organisation of the courses by the Office Support Officer - with advance notice that should continue to be delivered to high standard.
The delivery and follow up of the training is done via the external training company, taking the strain off Wikimedia UK (we will focus on making sure the quality as seen by the trainees is high).
More resources are needed to make sure that all recipients of the course become active in delivering training, and feel supported.
Realistic
All our past sessions have been fully subscribed or oversubscribed, hence it is realistic to expect the course will continue to be popular.
Timely
Tender issued to make sure we continue to receive good service and value for money from the training provider - Spring 2014.
Two sessions reasonably spread - e.g. Summer 2014 and Winter 2014-15.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Development budget
Specific
The development budget seeks to do two major things.
The first is to support the day to day system administration of the Chapter’s IT infrastructure, including the hosting of its community and internal wikis, databases, email accounts and so on. This is vital to ensure as a movement entity we are managing data and donations in a secure and professional way.
The second is more outward facing - by seeking to solicit, develop and deliver community generated ideas for software projects that will support content production or improvement.
Measurable
Sysadmin:
Ensure ongoing compliance with UK and EU data protection and privacy law through planned and ongoing changes to infrastructure and processes. Measured through:
  • Annual policy review and security audit, including certification of PCI compliance - Conducted by end of October, with all amendment to policy/infrastructure passed by the Board
  • Updated training log for existing staff and new starters - Updated quarterly and all new starters to receive training within one month, whether online or in person
  • Regular progress meetings between staff/technical contractors - No less than every five weeks
Community development:
  • Regular meetings between staff/technical contractors/community members at Technology Committee - Minimum of six per year, at least two in-person
  • Time to progress/close bugs registered through bugzilla that refer to community projects - Initial response within 5 working days.
  • Number of community projects that are discussed at Technical committee and taken forward - Increase by 100% in 2014/15
  • Surveying community partners/wider community on responsiveness/effectiveness - over 50% ‘good’ or better on Chapter’s ability to assist/support/deliver.
Attainable
It would be beneficial if the Chapter was to be able to dedicate more specific staff time to facilitating this work, and particularly more time to reviewing the cost/benefit of contractor hours on the sysadmin/community focus of their capacity to ensure that we are slowly moving to consolidating and maintaining the former, and expanding resource dedicated to the latter. There will be specific review work on this in Q3 of 2013/14 which will be reported in the FDC quarterly reporting process, alongside a community survey and subsequent recommendations for improvement discussed at Technical Committee.
Having said that, the projections are based on what has been achieved in a busy year and are relatively modest.
Realistic
These targets are achievable on current staffing levels, providing the chapter continue to promote the opportunities available to volunteers interested in developing creative solutions, and contractor capacity is sufficient to be properly responsive to requests.
Timely
There have been some delays in progressing some sysadmin AND community development tasks as a result of contractor capacity. This has been identified as an issue and the chapter is considering moving to minimum hours commitments, or looking at expanding capacity here. Regular progress meetings and Technical Committee meetings are designed to keep goals on track in terms of timeline. Planning is delivered on a rolling quarterly basis as so often sysadmin tasks have presented dependencies for tasks further down the line and so on. Deadlines are monitored and re-evaluated in meetings and recorded on an ongoing basis.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Programme 2

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Promoting free knowledge

This is a priority area.

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?
In this programme our aim is to extend reach to new audiences, and potential contributors.
There are two target areas:
  1. Outreach - including GLAM Outreach, University and Education Outreach, Extended Reach, Expert Outreach, working in alliance with sympathetic organisations such as Creative Commons, and Merchandise and publications.
  2. Wikimedians in Residence.
Now, specifically:


Glam Outreach
Specific
The aim of this programme area is extending the GLAM work through local and national events, lead by the GLAM Organiser and also resulting from initiatives from our volunteers and GLAM environment. We are also working with our community to find opportunities to improve content, secure material for open use, crosstrain editors. This is done through outreach activities, GLAMcamp-style events and partnerships with particular cultural institutions. We work to balance the GLAMs that are keenest to work with us against the geographic and subject preferences of our community. We have the knowledge of where our volunteers want us to run events, what particular subject areas and even specific museums they want us to arrange events at and are creating a balanced programme that is of interest to our members and of benefit to Wikimedia.
Measurable
We expect to:
1. Facilitate Wikimedia projects content improvement
- Assist GLAMs to digitise, release content, run image uploads - 4 initiatives a year with 100+ uploads (please see the ‘Attainable’ section below for a caveat)
- Run events engaging with GLAM experts (e.g. curators and archivists) - 4 a year, e.g. editathons to focus on articles of high importance
2. Build relationships with GLAM institutions, increasing their awareness of Wikimedia projects, open knowledge movement, and how they can work with Wikimedia UK
- Smaller scale events for GLAMs - hold 2 events for GLAMs, bringing together 5-10 institutions each, 50% of which go on to run a project with WMUK.
- Running activities with 10 new institutions/year. The database of connections consolidated to show the growth in connections.
- Presence at (external) sector conferences and events - 4 a year, distributing materials and building contacts
3. Engage with Wikimedia community - including retention of existing volunteers
- Opportunities for volunteers (including the inactive ones) to contribute to the GLAM projects. A tool to reactivate editors and train them. Editathons are a great opportunity to cross train editors and promote good editing practices, especially in the use of reliable sources - 4 editathons bringing on average 10 volunteers in.
4. Increase the number of contributors through several approaches
- GLAM workshops - hold 10 GLAM related training sessions/editathons with a good geographic/topic spread in the UK, bringing in a 100 new contributors. These will include training for GLAM readers and volunteers. (Recruitment)
- Develop approaches to keep contributors engaged with the project - So far our only metric on this is that of the experienced Wikimedians who took part in the first British Museum editathon in 2010, all 10 are still active and several became more involved in the movement after that event. (Retention)
- Contact 100 inactive Wikimedians to invite them to GLAM events in their locale or in accordance with their interests. (Reactivation)
Attainable
With a growing community of 100 active volunteers, 32 trained trainers and office support we expect to be able to deliver at this level. This is the key area of work for our GLAM Organiser. Many of the support materials to help deliver the events exist already.
There are some on wiki tools that need to be functional to enable parts of the activities (especially the content improvement area) - e.g. a mass upload tool. In 2014-15, we hope to be in a position to promote the mass upload tool to GLAMs for use by our projects once it has been finished, tested, and approved for general use by WMF developers.
Realistic
In 2013-14 we have been delivering on average one GLAM related event per month, some targeted at newcomers, and some at existing community members. Up till Autumn 2013, we have been present at one high profile external conference - OpenCulture, and have submitted papers to several more. Wikimedians in Residence (4 in 2013-14) have encouraged activity as well. GLAM-WIKI 2013 has also stimulated the activity in this area.
The targets above are ambitious but we feel that we are ready to deliver at this level. Our GLAM Organiser is starting to build monitoring tools (like the contacts database) which will allow us to check the viability of our baseline targets. Based on our experience we are learning to judge what works while not rejecting new ideas.
Timely
This is a programme that runs throughout the year. Some will be timed around the presence of individual Wikimedians in Residence, who can generate further opportunities for activities, others adapted to complement Wikimania 2014. Larger events will be timed to be part of the fringe of Wikimania 2014 or to be further away from Wikimania 2014.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


University and Education Outreach
Specific
Wikimedia UK is working with some of the country's most respected and innovative institutions to explore how Wikimedia projects can benefit UK education. In partnership with universities and support bodies, we are gradually establishing Wikimedia as part of the landscape of higher education, secondary education, and lifelong learning (as on the UK wiki).
Extending the education work through local and national events, lead by the Education Organiser and also resulting from the initiatives from the volunteers. Working with our community to find opportunities to improve content, secure material for open use, train new editors. This is done through outreach activities, workshop/conference-style events, partnerships with particular education institutions.
Measurable
1. Build relationships with Education institutions, increasing their awareness of Wikimedia projects, open knowledge movement, and how they can work with Wikimedia UK
- A pilot project run with an organisation involved with education in schools with a view to developing strategies to promote wikis in schools
- EduWiki conference (see Programme 4.)
- Running activities with 10 new institutions/year. The database of connections consolidated to show the growth in connections.
- Presence at (external) sector conferences and events - 3 a year
- Distribution/production of the education brochure, aimed at university education practitioners, explaining the benefits of working with the Wikimedia projects - 300 copies circulated within a year
- Working relations (joint event, joint publication) with 2 sector bodies such as Jisc (building on our 2013-14 project)
2. Engage with Wikimedia community
- Opportunities for volunteers (including the inactive ones) to contribute to the Education projects - 2 editathons bringing on average 10 volunteers in.
3. Increase the number of contributors
- Education workshops - hold 8 Education related training sessions/editathons with focus on new contributors. They will attract an average of 15 people each, 10 of whom will be new to editing. All will have made edits by the end of the session. All will be followed up afterwards to increase retention.
- Student societies - working with 5-10 universities; presence at 5 Fresher’s Fairs; societies delivering 2 events/year each.
4. Work on Wikimedia projects content improvement through volunteer work using available tools.
- University classroom assignments - working with 2-3 universities on improving content created/edited by students for assessment.
Attainable
With a growing community of 100 active volunteers, 32 trained trainers and office support we expect to be able to deliver at this level. There needs to be a stronger volunteer education community, which might be grown via the Education Committee. Many of the support materials to help deliver the events exist already. This is the key area of work for the Education Organiser staff post.
Realistic
By the end of 2013-14 we will have run the second successful EduWiki conference. We have organised 2 education focused workshops per quarter, and supported 4 student societies. The targets above are ambitious but we feel that we are ready to deliver at this level. This will be the first full year in post of the Education Organiser, which will bring more capacity.
Timely
This is a programme that runs throughout the year, adapted to the timelines of the UK academic year. Some will be timed around EduWiki, other adapted to complement Wikimania 2014.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Extended Reach
Specific
We seek to target groups and individuals normally under-represented in our community, by supporting outreach projects aimed at increasing participation in the Wikimedia movement (especially amongst women, or involving any minority ethnic, LGBT, linguistic or other community in the UK). We are working with our community to find opportunities to increase participation from the relevant groups, and improve the content in the under-represented areas on Wikimedia projects.
This is done through outreach activities, partnerships with particular outreach institutions, on-wiki initiatives (such as Wiki Loves Monuments).
Additionally, we are working with scientists, scholars, learned societies and funders to help experts improve targeted content areas of Wikipedia and its sister projects, bringing that expertise to the widest possible public, in the stream of work called Expert Outreach. Many scholarly societies are, like Wikimedia UK, registered charities whose mission includes informing and educating the general public. These common goals are advanced with internal training events, publications and public events. This work complements WMUK's partnerships with GLAMs and Education sector.
Measurable
1. Increase the number of contributors
- Themed/audience focused workshops - hold 5 training sessions. They will attract an average of 15 people each, 10 of whom will be new to editing. All will have made edits by the end of the session. All will be followed up afterwards to increase retention. The programme succeeds in reaching people in target areas
- Run larger-scale initiatives (such as Wiki Takes… and online projects) other than training sessions/editathons aimed at attracting new contributors, along the aims of Increasing Participation - 2-3 a year, involving 30 new contributors each
- Expert Outreach - 1 expert training session delivered per quarter for 10 people new to Wikimedia
2. Build relationships with relevant institutions to encourage them to engage with Wikimedia projects
- Majority of the editathons/workshops delivered are run in partnership with relevant institutions
- Presence at diversity conferences and events - 2 a year
- Expert Outreach - presence at 2 conferences a year; working relations with 10 scholarly or expert societies (e.g. AHRC, Cancer Research UK)
3. Work on Wikimedia projects content improvement
- Run editathons with the aim to improve the under-represented areas on Wikimedia projects - hold 4 sessions. They will attract an average of 10 people each, possibly from the community. Targeted topics on Wikipedia and Wikimedia Commons worked on.
Attainable
With a growing community of 100 active volunteers, 32 trained trainers and office support we expect to be able to deliver at this level. This area does not have a designated staff member to support, but will be included in the work of the Volunteer Support Organiser, and Education and GLAM Organisers (for the Expert Outreach strand). Many of the support materials to help deliver the events exist already.
One of the volunteers has built an Expert Outreach booklet that we hope to start using more.
Realistic
Extended reach activity has been very successful in running the Women in Science programme, and we expect that to continue in 2014-15. We have run several Wiki takes initiatives in 2013-14, together with being involved in Wiki Loves Monuments in 2013, and we hope to build on that involvement.
We have run one Expert Outreach event per quarter in 2013-14. We are expecting that building more materials will cause increased activity in this area.
Timely
This is a programme that runs throughout the year, but often partnered with other timed initiatives to increase the impact. Some activities will be delivered to complement Wikimania 2014 and other initiatives of the movement (e.g. Wiki Loves Monuments), others to run alongside external initiatives - e.g. Ada Lovelace Day, Black History Month.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Merchandise and publications
Specific
Through the promotion of our work by publishing guides to what we do, education work, GLAM projects, Annual Review, How to Edit, [How to use Commons etc we offer online and in-the-hand material to enthuse newcomers and reinforce the learning we offer. Of course T-shirts, mugs and other merchandise work too to reward people, help them identify with our work, and help brand our workshops and conferences. We use the materials to support outreach events, activities, and the Wikimedia UK volunteer community in general.
Many of the materials we create will be based on existing resources, such as the “contributing to Wikimedia Commons” booklet produced by Sage Ross. Others, such as our GLAM booklet and Annual Review, will be created from scratch, with contributions from the community. Many of these resources, especially the GLAM booklet, will be of great benefit to the wider community and provide an excellent starting point for other chapters to create their own remixed versions. They will be created and printed / shared online as demand arises for existing publications, or as need is demonstrated, such as the GLAM booklet which is targeted for delivery in December 2013. The annual review will be delivered in time for Wikimania in August 2014. Our Communications Organiser will work on this with significant input and direction from the volunteer community.
Measurable
  • Spending on publications and merchandise is on budget
  • Stock levels of all materials are maintained in line with community needs
  • All appropriate merchandise is offered to, and made available to, volunteers
  • The community is involved throughout the design and copywriting phases of production
  • All materials are reviewed by end of 2014-15 to ensure they are still accurate, relevant and required
Attainable
This target is demonstrably attainable. We have the skills within the office and within the community to produce compelling content that is engaging and motivational. We have the resources to make available both print and digital versions of all materials (under open licences). We have relationships with professional designers and printers that allows for a reliable, high quality level of production that offers excellent value for money due to favourable rates offered to us as a preferred customer thanks to the cultivation of excellent professional relationships.
Realistic
In both 2012-13 and 2013-14 all of our required publications have been delivered on time and on budget, including documents printed locally for both Wikimania 2012 and 2013 - on one occasion, staff paying for the booklet themselves to ensure timely delivery of the finished product. Our suppliers - for both design and print - are reliable and dependable. Not a single deadline has yet been missed by these suppliers, or indeed the staff involved in producing such material.
Timely
There is a clear and demonstrable need for high quality printed collateral to be available for volunteers and events throughout the year. As our programme reaches greater levels of maturity commensurate with our growing experience as a chapter the events programme will expand and along with it the need for materials to support a growing volunteer base.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Wikimedians in Residence
Specific
In the past year we have seen more and more galleries, libraries, archives and museums (GLAMs) working with Wikimedia UK. Within the sector, the chapter is nurturing the drive to share collections and information to increase the sum of human knowledge. The UK Wikimedian in Residence programme is a powerful expression of this drive. We are now part-funding Wikimedian in Residence positions to support opportunities in particular areas. The number of positions depends on negotiations with partner institutions about how a Wikimedian in Residence fits with their organisation and how much support they will make available.
These posts build strong bridges with institutions and also act as a focus for community involvement and development.
Measurable
Every residency has own targets set and agreed with the institution, a template of which can be seen on the ‘Project Outcomes’ section of the Agreement (e.g. establishing a cooperation between Wikimedia UK and the Institution; Engagement with the Wikipedia community; Increased the number of contributors to Wikimedia projects; Facilitating content improvement of Wikimedia projects; Case study produced).
For the programme in general however, the targets are as follows:
- A good quality WiRs are selected, 5 active in 2014-15.
- A clear programme of activities for each WIR established and delivered in consultation with the host institutions. Every agreement has the expected outcomes outlined so both parties know what success would look like.
- All residents report regularly about their activities monthly or bimonthly.
Attainable
As this follows on the 2013-14 activity programme in this area, we have a good indication of the resources needed to deliver activities. Staff time (Programme Manager, GLAM organiser and potentially Education Organiser for the education-focused WIR projects) is available to deliver this project. Processes are established (documentation needed, the workflow of setting the WIR up at an institution), together with materials needed to support the residencies. 5 residencies may take a significant amount of work to set up - it’s an ambitious but attainable target.
Realistic
In 2013-14 we were building on the strong foundations laid by the British Library residency, and ran many further partnerships with prestigious cultural institutions. This has been the first year we funded these projects in a formal way. The institutions sign an Agreement with WMUK to codify the rules and expectations of each project, and the Residents supply regular reports to monitor progress. This has worked very well.
Timely
This is a programme that runs throughout the year. Some activities will be timed around the presence of individual Wikimedians in Residence, other adapted to complement Wikimania 2014. We have a targeted round of applications to increase uptake.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Programme 3

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Membership and public support

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?

This is a priority area.

Specific
This programme refers specifically to the current costs of processing membership fees and donations by staff and our outside agencies such as Paypal.
Measurable
Membership to increase to 400.
To collect all donations in a timely and efficient manner
All new members to receive a welcome within one working day
All donors to receive a thank you message within two working days
Gift Aid on applicable donations to be claimed on a monthly basis.
All payments to be reconciled on a monthly basis
All members and donors to receive regular e-newsletters informing them of the Chapter’s activities.
Attainable
We have the staffing and external payment processing support to manage this. The recent upgrade of CiviCRM and the planned staff training will allow much greater intelligence in working with our members and donors. In addition work with the Wikimania 2014 team will cement relations with our UK supporters.
Realistic
Much of this is already being delivered. The upgrade to our CiviCRM and our Gift Aid claim systems following government changes in the collecting methods will make this area of our operations straightforward to deliver.
Timely
All payment reconciliations will be monthly
All gift aid claims will be monthly
Member newsletters will be monthly\Donor newsletters will be quarterly.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Programme 4

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External relations

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?

This is a priority area.

WMUK takes its national and global responsibilities very seriously. We occupy a key role in the movement. We are one of the larger chapters and unusually accessible to the worldwide community owing to our use of English and our geographical position. We are very conscious that UK cultural institutions have a wealth of materials that are desired by Wikimedians from Britain’s former colonies and elsewhere.
We see ourselves as working in two important ways to fulfil our duties under this category:
In the UK we are working to build close relationships with organisations and institutions that are sympathetic to the aims of the Wikimedia Community. This has involved
  • Sharing conferences and platforms with organisations such as Creative Commons and The Open Rights Group.
  • Building working links with GLAM and Educational institutions, including supporting requests from other chapters and individual ::*Wikimedians from around the world for access to cultural material in the UK.
  • Liaising with national opinion formers, the media and government agencies.
Secondly we seek to work with the international community through:
  • Being active participants in international events such as Wikimania, the Chapters Conference or Hackathons. Being present at external events.
  • Hosting international events such as GLAM-WIKI and EduWiki
  • Sharing our resources with growing chapters to help their development
  • Offering our expertise through specialist workshops in governance for other Chapters.
  • Supporting the travel of Wikimedians from economically less developed countries.
  • Supporting the bidding for and organising of Wikimania 2014 and funding activities for the community at the event, e.g. proposed International Train the Trainers workshop.
Apart from our day-to-day mission of sharing we are budgeting for two specific workstreams.
EduWiki
Specific
We will hold our third international education conference in the UK. The target audience will not be chosen until we have evaluated this year’s EduWiki in November 2013 but will embrace representatives from the UK and international world of education.
Measurable
- We will expect over 100 delegates, speakers and representatives of the Wikimedia community. We will use our normal conference feedback mechanisms to assess success.
- At least 10 new institutions attracted, 50% of which go on to run a project with WMUK.
Attainable
This will be our third conference. We have the staff - Education Organiser - and community resources to deliver this.
Realistic
We know from our work through EduWiki conference partners and our embedded ambassador in JISC that there is a great appetite for links with our community from the educational community and the potential for EduWiki is only just being recognised. We have yet to make concerted approaches to schools and the retired learners such as The University of the Third Age, so the continued effort via a regular conference is needed.
Timely
The conference has to be held so that it does not collide with the UK educational term times. We anticipate Autumn 2014 in line with our current timetables. This is a very appropriate time to discuss projects that have taken place within the last year, and inspire interested educators to work on projects to be implemented in the next academic year. Additionally, EduWiki 2013 would have taken place in Autumn, allowing approximately a whole calendar year before the next edition.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


International Chapter’s Support
Specific
WMUK worked hard at the Berlin and Milan conferences to support the emergence of the Chapters’ Association. With it on ‘pause’ we agreed with other leading chapters that we should pick up the positive aspects of the Association and ensure they were developed.
To that end we are planning initiatives to share our best practice and support others who are doing so. We have allocated a budget specifically to helping with this work. As hosts of Wikimania 2014 we are unusually placed to offer support to the other chapters, particularly those who are developing.
Measurable
We will need to discuss with others how best we can achieve our aim but ideas currently being discussed are
  • A Train the Trainers course held before Wikimania 2014 for international delegates
  • Supporting a chapter-led training workshop.
  • An ambassador programme where we send members of the Wikimedia UK community to other chapters to share and increase dialogue between organisations.
  • We will work with those in the UK community for whom English is not their mother tongue to develop work on other wikis.
  • To be involved in the European chapter’s initiative to influence EU policy, particularly relating to copyright.
Attainable
All of these are attainable based on our current experience.
Realistic
We have the volunteers, staff and contractors to deliver a Train the Trainers session in August 2014.
We have the premises, management consultants and community support to hold workshops.
We have sent staff and community members as ambassadors to other chapters, including India, Austria, Estonia and recently to Poland.
Timely
These workstreams would be spread through the year with a concentration around August at Wikimania 2014.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Programme 5

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Finance

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?
Specific
Our finance budget is allocated to ensuring first rate financial management of our resources including matching expenditure to all aspects of our programme.
This will happen principally through three means:
  1. Strict internal financial controls and protocols
  2. The use of external accountancy expertise on a regular basis to support the staff and trustees in creating accurate and timely financial reports.
  3. External auditors to offer guarantees that our financial systems and accounting reflect the best practice of the UK Charity commission and Company Law.
In the next financial year this budget will include a management accountant on a part-time basis to ensure the timeliness and reliability of our new Quarterly Financial Management Reporting system.
Measurable
We expect:
  • That we spend to within 5% of our budget targets
  • That no budget line ends the year in a variance of more than 15%
  • That all quarter reports are available within three weeks of quarter end
  • That financial reporting to the FDC is always on time
  • That the audit of the financial year 2013-14 consists simply of auditing with all bookkeeping and accountancy functions having been handled in-house unlike previous years.
  • That the Annual financial report is completed in time for our Annual General Meeting in August.
  • That all papers are filed to the Charity Commission and Companies House ahead of deadlines.
Attainable
In the current financial year we identified the need for extra financial support during the year and an extra £5,000 was allocated to this. The Board have allocated £15,000 in this budget which it is believes will be sufficient resources to bring in regular outside accountancy help and pay for our annual audit.
Realistic
During this financial year when the Chapter office has had full control of the Chapter finances we have developed systems and capacity to deliver excellent financial control and reporting. We have used industry standard accounting packages and created reporting structures that mean we can ensure our programme is being fully costed and its value for money judged.
Timely
We have a timetable agreed for all our financial control activities. This is based on our learning from previous years and confidence built on our developing practice.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).
Any additional details:
Our budget grew rapidly. In our first full year of operation, 2012-13, we struggled to spend to targets owing to a lack of staff and volunteers to make prudent use of our resources. The FDC allocation for 2013-14 reflected this. We felt more confident that with more staff and a developing community we could reach closer to our original ambitions. The board therefore took the decision to use some of our reserves to bridge the gap.
This has proved successful up to a point. This year we have been able to build up our programme and our overall spend has moved closer to our original ambitions. There will still be an underspend.
That is why the Board is proposing a reduction in overall budget for 2014-15 of around 8.5%. The underspend from this year will be returned to our reserves to reflect Charity Commission advice on sustainability, protecting against unforeseen emergencies and circumstances, particularly in our case long-term sickness and maternity leave cover.
We are asking the FDC for an increase of 33% in their allocation on the understanding that we can spend to our projected levels and that this reflects the special circumstances of the last two years. We are not seeking to repeat this and will be working to become self-sustaining during the next five years.


Programme 6

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Governance management and administration

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?
This area covers a range of five key activities
Board costs
Specific
This funding is allocated to support the board meetings, board training and exceptionally in the July 2014 the external review recommended by the Hudson Report. This allowance of up to £10,000 accounts for the increase in the budget although the change in size from 7 to 11 trustees and the institution of our Governance Committee and Audit and Risk Committee will have an impact.
Our aim is to ensure that our trustees are supported and able to carry out their duties with sufficient support.
Measurable
We have 50 measures/targets in the Hudson Report by which to measure ourselves; a table documenting our progress against these is maintained on the UK wiki.
All of these need to have been achieved, or if appropriate modified, by July 2014.
In addition we are aiming to demonstrate good governance on a continuing basis with a board that operates efficiently and in a professional way. These targets of good governance and are reinforced by the recommendations from Hudson and will also be informed by our nine month governance review currently being carried out by consultant Rosie Chapman.
Attainable
Our board meetings have developed extensively over the last year to become more focused.
Many of the Hudson recommendations, especially the significant constitutional changes, have been achieved.
Realistic
The budget and planning for the board and associated governance has been smooth and we foresee nothing to change this.
Timely
A full timetable of meetings is agreed a year in advance with appropriate agendas and training for new trustees included in the strategy and budget.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).
Office costs
Specific
The costs of our rental and all other associated office costs will be £50,600.
This includes unlimited use of shared meeting rooms, a volunteer working space and the ability to entertain and accommodate visitors and host meetings, seven days a week.
Measurable
We aim to host at least two community based meetings a month and entertain at least five volunteers a week.
This is likely to expand dramatically in the build up to Wikimania 14.
Attainable
We have established our base in an easily reached London location, in a fully accessible building that offers good value for money. We have built up our pool of equipment meaning we do not need to expend very much on furniture and fittings. With ten staff, eight of whom are based in the office we feel that with twelve desk spaces, a small quiet room and a relaxing area, we can realistically offer working space to staff, community members, volunteers and other visitors.
Realistic
Our office has entertained many visitors from the community as London is a popular destination. In October 2013 we are expanding very slightly from nine to twelve desks to ensure that we have the capacity for years to come.
Timely
We will have firmly established our office working patterns before the year starts and will be future-proofing against Wikimania 14 overwhelming our resources.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).
Legal and consultancy costs
Specific
We will seek to amalgamate as far as possible any legal and consultancy fees into our project budgets but we feel it is prudent to maintain a separate budget to cover the management support we might need and the broad range of legal questions we have encountered and for which, despite the kind support of the Foundation, UK legal advice is often essential. WE also need to account for the final follow-up to the Hudson Review in 2014.
Measurable
Our target would be to spend as little as possible in legal fees releasing funds for programme works
Our target in consultancies will be:
  • To work towards PQASSO standard level 2
  • To offer support to the board for its development
  • To offer support to staff for training and development
  • To offer support to the Chair and Chief Executive in strategic planning and personal development
Attainable
This budget is in line with our real expectation for the year. The governance issues have eaten into our reserves but we do not anticipate this being as much of an issue in the future.
Realistic
We believe this is realistic based on previous years and a clear programme of governance and management improvement that we have in place over the next eighteen months.
Timely
The Governance review will be concluded by October 2014
We will be approaching level 2 of PQASSO with external assessment towards the end of 2014.
Other legal and management needs will be scheduled as they become appropriate.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).
Communications
Specific
We will seek to represent the Wikimedia movement to the fullest extent within the UK, and the wider movement, particularly in terms of public affairs and advocacy. This budget allows for us to attend conferences and events related to open knowledge and open access. It also allows us to influence opinion formers and policy makers in appropriate fields. It will support ongoing work to build and develop a coalition of fellow traveller organisations to allow for greater collaboration and add volume to our collective voice. To this end it will also support the hosting of a small event to bring together individuals and organisations to explore the potential of future collaboration and the exertion of collective influence. It also allows for the production of appropriate communications materials such as our annual review booklet, guide to Wikimedia Commons and guide to getting started with Wikipedia.
Measurable
Appropriate members of the community (volunteers, trustees, staff) will attend at least three large scale conferences related to the open space. An appropriate event to be delivered to benefit the wider open community. At least one large scale collaborative project between Wikimedia UK and other appropriate organisations resulting from this outreach, with more to follow. Annual review document printed in time for Wikimedia UK’s annual conference. Stocks of outreach material are always available for the community and for distribution at events.
Attainable
There is already a strong desire for wider collaboration between organisations in the open movement. There is an exploratory session already arranged at MozFest in London, October 2013. This brings together WMUK, Mozilla, OpenStreetMap, Open Knowledge Foundation and Creative Commons (with other interested groups welcome to join us) and this will lead the way for ongoing relationship building and collaboration.
Wikimedia UK’s communications materials are already well received by the community and are especially useful for new editors and volunteers and potential partners. They support our events and conferences, editathons and wider outreach efforts focused on editor engagement. They will also be of great use for the outreach strand of Wikimania 2014. New materials, such as the GLAM booklet, will be held up as a model from which other chapters and volunteers can remix their own versions.
Realistic
These goals are realistic and are based on our previous experiences and current work. For example, we have run a Media event for journalists in 2013.
Timely
The publications will be produced throughout the year based on stock levels and demand. The annual review will be published before the chapter’s annual conference in August 2014. Conferences related to the open space take place throughout the year. The Wikimedia UK-led event will take place in the spring/summer of 2014.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).collaborations with other open groups will encourage innovation and improvements in quality.
Contingency
Specific
A small amount to offer flexibility when unforeseen needs or opportunities arise not covered by the main budget
Measurable
We have kept it quite small in line with our experience this year and the fact that we have reduced the number of individual budget lines dramatically to offer more flexibility within the seven main headings.
Attainable
Yes. Sufficient for most emergencies or opportunities.
Realistic
Based on last two years and CE’s professional judgement.
Timely
Not relevant. If exhausted before year end other virement may be required.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


Programme 7

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Staff

What are the objectives of this program? Please use SMART criteria to explain these goals.
Which Wikimedia movement strategic priority (or priorities) does this program address and how?
What key activities and/or milestones are associated with this program?
How will your entity document, track, and measure successes and challenges of this program?
Specific
WMUK does not foresee any increases in staffing in the next financial year. We aim to remain at our current level of 9 FTE including one person, our Wales Manager, on another 12 month contract.
All staff resources are assigned to programme work in a quarterly exercise to determine the monetary value of staffing allocated to our seven programme areas.
We plan to offer staff a 3% salary increase to reflect the UK’s predicted cost of living increases. There will also be a further £3,000 to be used as needed to reflect changes in staff duties.
The staff organogram can be seen here.
Measurable
We aim to maintain our low sickness and absentee rate, currently 1% overall or one day in a hundred.
All staff will receive one to one meetings with their manager at least every six weeks and an annual review.
We aim to ensure staff continue their personal development through regular recorded training.
We aim for all staff to take their annual leave within the year that leave is earned.
Attainable
We believe we have the staff resources to deliver our programme and its targets based on our team that was completed in July 2013.
Realistic
We believe this is a realistic plan. We are keen to develop as a team and determine the capacity we have to deliver. We have the flexibility to bring in short term contractors, for example in the run-up to Wikimania, where lack of capacity may determine a requirement for this.
We may need to spend more on training depending on the opportunities that arise but expect a reduction in travel costs for staff to Wikimania.
We have a successful record of volunteer attachments to the office, one from WMFR this year, and paid intern posts.
Timely
Unlike in previous years the team is in place and stable. With luck timing will not be an issue in 2014-15.
Fits in with WMUK five year strategy and WMF goals
Please refer to our five year goals and the WMF’s Strategic priorities (see table at the top of this section).


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

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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)?
Governance review
From a weakness this has become a strength of the chapter allowing us to support other chapters in challenges that growing chapters will face. We are confident that we now have a governance structure that while offering clear high-level leadership enables staff and volunteers to implement our programme.
Strong staff team
WMUK has a strong staff team combining experienced Wikimedians with others bringing outside expertise. They have demonstrated their ability to support the community and deliver our programmes. The danger is that they become overstretched through being over ambitious and responding to every opportunity that arises.
Proven records of programme delivery and innovation
We have demonstrated innovation and competence in areas such as Wikimedians in residence and Train the Trainers. There are many opportunities to develop our work but we need to be careful to concentrate on our core programme. Wikimania 2014 will be both an opportunity and a threat should it overwhelm our planned programme activities.
Reputation for delivery
WMUK has developed a growing reputation for delivering its programmes in a timely manner. We need to work much harder on defining our success criteria and measuring them. There are many opportunities in the UK to build partnerships but we need to concentrate on what we can deliver or risk burn-out or poor delivery.
Strong leadership from CEO and Board
WMUK has been able to demonstrate clear and consistent leadership offering stability during challenging times. There is an opportunity to build on this stability through a board of trustees that will include a broader range of people and skills than hitherto and through a staff team that has demonstrated a high level of professionalism. But this depends on a small number of individuals and their continued commitment, which is a risk that we will be addressing under ‘succession-planning’, as part of our ongoing review of major risks.
We are currently determining our over arching KPI’s for 2014-15. These are in draft but include:
Encourage, involve and engage volunteers
  • Membership to increase by 50% to 300
  • Active volunteers to grow by 50% from 100 to 150
Increase participation from the UK on Wikimedia projects
  • Increase the number of opportunities (events, content donation projects) for institutions and individuals to be involved by 20%
  • At least 20% of active volunteers and participants to be women
  • At least 40% of event participants to be women
Improve, enable and increase openly-licensed content
  • Engage in 10 initiatives aimed at enabling open content with GLAM, Education, and Government
  • Host an event to bring together organisations working in the areas of open access and open knowledge.
Using Technology
  • Number of community projects that are discussed at Technical committee and taken forward - Increase by 100% in 2014/15
  • Websites and tools hosted by Wikimedia UK will experience a minimum uptime of 99.5%
Resources and Governance
  • Programmes to spend within 10% of budget
  • Total budget underspend to be less than 5%
  • SMART targets to be defined for all programmes and events and reported on quarterly to board and FDC
  • All events to be monitored with all data aggregated through CIVI CRM or similar
  • Trustee attendance at Board meetings to continue to be 100% but given increase board size 90% will be acceptable.
  • Staff absenteeism to remain at or below 1%
  • Follow up review to the Hudson Review successfully conducted and records satisfactory improvements and changes to our governance.
What external opportunities enable your entity's plan (e.g., socio-political context, community participation, fundraising)?
Growing community
There has been a steady growth in active volunteers. We can also point to an increase in local wiki-meets as an indicator of this. We anticipate that, with the growing number of activities, Wiki Loves Monuments being a prime example, and the excitement of Wikimania 2014, our community will grow dramatically during 2014-15.
As a local chapter we have the ability to be sensitive to our local cultural context ensuring that our approaches and programmes fit in with our community and readers. This enables a much closer fit between our expenditure and expected outcomes.
Better links with outside institutions
There has been a sea change in our relationships with key external organisations. We are building a coalition with fellow open rights organisations, have developed a broad programme of GLAM partnerships, have established a partnership with the Welsh Government on the Living Paths project, and have a Wikimedian embedded in JISC the government agency that deals with University Information Technology. Again as an entity based within the UK we are seen as culturally sensitive and locally relevant.
Wikimania
We will be supporting Wikimania 14. This will inevitably bring domestic and international attention to WMUK which, if handled correctly, can help cement our reputation and develop our profile.
Meaningful paradigm shift in education and GLAM sectors, also in government thinking, towards being “open to open”
Gift Aid
As a UK registered charity we are able to reclaim some of the tax that our donors have paid in the UK. This adds significantly to our financial strength, and having a “gift aid” column on our fundraising adds to our public credibility as in the UK it is a widely recognised symbol of being a registered charity.
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)?
Governance challenges
We need to ensure that our governance remains consistent and professional. We already have the necessary Board expertise for this and are doing this with the support of progress-checks by external consultants and feel that we have moved forward on the issues that once held us back.
Staff turnover
This is not currently an issue but we are single-point sensitive in most of our areas and need to ensure expertise is shared to avoid significant programme delays if a member of staff leaves or is absent for any significant period of time. Hence our policy of re-building reserves to accommodate any such absence.
Community atrophy
The active community settled in 2013-14 and began to grow again. We need to ensure that in all we do we engage with our volunteers and grow new generations of activists.
How will you minimize these risks and threats?
We have a comprehensive risk assessment strategy reported quarterly to the board and are further improving the review process for major risks. This can be shared on request but is a confidential documents.
We have a comprehensive raft of policies and procedures to protect the charity including where appropriate taking external legal and management advice.
We have extensive management systems to monitor progress. These consist of individual staff three month and annual plans, an internal quarterly financial management reporting system and a combined project-control reporting system that is shared with the FDC.
We are building on our raft of metrics to ensure a local and global approach that demonstrates programme efficacy.

Financials: year-to-date progress

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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:

  • Quarter 1 and Quarter 2 of 2013/14 - that is, 01 February 2013 to 31 July 2013.

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) 632000 £632000 ($1011200) 353182 £353182 ($565091.2) 650568 £650568 ($1040908.8)
Spending 768363 £768363 ($1229380.8) 335512 £335512 ($536819.2) 701074 £701074 ($1121718.4)

Table 3 details, if necessary:

  • Please take note of the increasing spend as the year progresses.


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 revenue is slightly up, in part because our Direct Debit attrition rate has been lower than expected, due to the good relationship with are developing with our donors. This is being built on by a quarterly donor newsletter, called "Recent Changes", which highlights successes that the chapter has had in the past quarter, interviews volunteers, and highlights local activities.
  • Our spending is still lower than budgeted for, but each quarter the underspend has been reduced. In Q1-2, underspend was approximately 14%; by year end we expect it to half to 8%. We have enough projects planned to ensure that this is a sensible plan. The Board regularly question the Chief Executive on his plans for spending to budget: you can read the most recent questioning in our minutes at https://wiki.wikimedia.org/wiki/Minutes_14Sep13#QFMR. These reasons are in part because some major institutions are not yet ready to work with us, and in part because events are significantly cheaper to run than we first expected. We do not view these as failures: instead, we are moving the delayed projects to next year, and re-planning the spend of this year's funds to other projects, in particular a Wikipedian in Residence at a major Welsh institution who will be working primarily in the Welsh language. This has the potential to positively impact the development of the Welsh Wikipedia and we hope we can report on the effects of it publicly in the future.

Financials: upcoming year's annual plan

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Please note that the FDC staff is currently exploring alternatives to wikitables for financial information. This issue will be addressed by the time the proposal creation tool is launched on September 1, 2013. 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:


Financial sustainability

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What other donors support your work beyond those in the Wikimedia movement? If your entity does receive funding from other donors, please list a contact person.

Note that the FDC staff may contact these donors.

  • We have no major donors that the Foundation would find it useful to contact.
What are your entity's plans for achieving long-term financial sustainability?
  • We intend to become self-sustaining within the next five years through finding enough domestic donors willing to commit to us through Direct Debit donations. This was a process that was working through being able to receive donations as direct fundraisers. We aim to become direct fundraisers again in 2014, thereby being able to continue this process. By building on our potential regular donor base and being able to take advantage of the extra 25% that will be added on from our Government’s Gift Aid programmes.

Revenues

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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)


Regular Donations & Single Gifts 240000 £240000 ($384000)
Membership Income 2000 £2000 ($3200)
Gift Aid 28000 £28000 ($44800)
WMF Grant 442217 £442217 ($707547.2)

Table 4 notes, if necessary:

  • This table does not include several thousand pounds worth of unanticipated income from conferences, interest, and better than expected Gift Aid returns.



Current entity staff and long-term contractors

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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*
Governance & Finance 3 100+100+100
Fundraising 1 100
Charitable Projects 6 100+100+100+100+50+50

*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:

  • Staff time allocation table
  • As an example, we are unsure how best to best describe four staff as a percentage: it could be 75% ((100+100+50+50)/4), or it could be 300%. Both of these figures are ambiguous, so we have added a breakdown of time, per staff member, instead. Further staff breakdowns can be requested confidentially if necessary.



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

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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

*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:

  • None.



Summary of staff and long-term contractor expenses

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Table 7

In currency requested In $US Percent increase
Current staff expenses 266207 £266207 ($425931.2)
Proposed increase for current staff expenses 54505 £54505 ($87208) 17%
Proposed increase for new staff expenses 0 0 0%
Total staff expenses 320712 £320712 ($513139.2) 17%

Please estimate the percentage of overall staff time spent on programmatic work, as opposed to administration:

  • We allocate staff costs across charitable work/governance work/fundraising, in line with best practice in the United Kingdom. This best practice is described in the Charities Statement of Recommended Practice (SORP): Accounting and Reporting by Charities, available at http://www.charitycommission.gov.uk/media/95505/sorp05textcolour.pdf. Of the £101,283 spent on staff in Q1 & Q2:
  • £67,877 was spent on Charitable Projects
  • £25,707 was spent on Governance
  • £7,699 was spent on Fundraising

Table 7 notes, if necessary:

  • Some of our staff have joined part-way through this year. This means that, although staff costs appear to have risen by 17%, there are no new staff. In addition, there will only be minor salary adjustments of no more than £3,000 in total, and a cost-of-living salary increase for all staff of 3%. The majority of the cost increase is simply because of staff moving from six- or nine-months worth of salary, to twelve months.
  • We have calculated SORP-based performance ratios, which are seen by the Charity Commission as the three key indicators of a charity's efficiency (although they will obviously vary by charity):
  • Our governance costs were 31% of the size of our charitable project costs
  • Our fundraising costs were 22% of the funds that we raised (excluding gift aid)
  • Our Charitable Projects accounted for 69% of our total expenditure.



Expenses by program / initiative

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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
Community 113500 £113500 ($181600)
Promoting Free Knowledge 99000 £99000 ($158400)
Membership and public support 28405 £28405 ($45448)
External Relations 22000 £22000 ($35200)
Finances 15000 £15000 ($24000)
Governance, Management and Administration 103600 £103600 ($165760)
Staff 10000 £10000 ($16000)
Total program expenses (should equal the sum of the rows) 391505 £391505 ($626408)

Table 8 notes, if necessary:



Summary of total revenues and expenses

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Table 9

In currency requested In $US
Total cash balance as of proposal submission 266533 £266533 ($426452.8)
Total revenues 733217 £733217 ($1173147.2)
Total spending 733217 £733217 ($1173147.2)
Net (revenues less expenses) 0 £0 ($0)
Operating reserves,* if applicable

Table 9 notes, if necessary:

  • Total cash balance is the figure Cash in Hand & at Bank, taken from our Balance Sheet as of 30 July 2013.



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

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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

Once complete, please sign below with the usual four tildes. No changes can be made to the documents after the deadlines for completion passes, and documents will automatically be considered 'submitted' after the deadline closes.

Endnotes

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Jon Davies WMUK (talk) 17:06, 27 September 2013 (UTC)

  1. ↑ "The FDC is confident that the chapter will respond effectively and positively to this, but would like to suggest focusing on this process first, and continuing the organic development without a simultaneous major budget growth, since it could jeopardize the organizational change effort" — FDC report on WMUK bid 2012-13
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