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Grants:APG/Proposals/2013-2014 round1/Amical Wikimedia/Impact report form

< Grants:APG | Proposals | 2013-2014 round1 | Amical Wikimedia


Purpose of the report

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

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

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

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

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

Basic entity information

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

Table 1

Entity information Legal name of entity Amical Viquipèdia
Entity's fiscal year (mm/dd–mm/dd) 01/01-12/31
12 month timeframe of funds awarded (mm/dd/yy-mm/dd/yy) 01/01/2014-12/31/2014
Contact information (primary) Primary contact name Arnau Duran Ferrero
Primary contact position in entity President
Primary contact username Arnaugir
Primary contact email arnauduran@gmail.com or president@wikimedia.cat
Contact information (secondary) Secondary contact name Àlex Hinojo
Secondary contact position in entity Member and employee
Secondary contact username Kippelboy
Secondary contact email alexhinojo@mail.com


Overview of the past year

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

  • HIGHLIGHTS: What were 2–3 important highlights of the past year? (These may include successes, challenges, lessons learned. Please note which you are describing)
  • SWOT: Reflecting on the context outlined for your entity in the FDC proposal, what were some of the contextual elements that either enabled or inhibited the plan? Feel free to include factors unanticipated in the proposal.
    • Strengths: Organizational strengths that enabled the plan
    • Weaknesses: Organizational weaknesses that inhibited the plan
    • Opportunities: External opportunities that enabled the plan
    • Threats: Risks or threats that inhibited the plan
  • WIKI-FOCUS: What Wikimedia projects was your entity focused on (e.g., Wiki Commons, French Wiktionary) this year?
  • GROWTH: How did your entity grow over the past year (e.g., Number of active editors reached/involved/added, number of articles created, number of events held, number of partipants reached through workshops)? And what were the long term affects of this growth (e.g. relationships with new editors, more returned editors, higher quality articles, etc)?


Response: This was the first year that Amical received an FDC and it has meant a lot for the community. Amical Wikimedia has developed its Strategic Plan 2014-2018, which addresses five priorities (Cohesion, Discourse, Content, Territory and Readers). This Strategic Plan was drafted with the help of the community (see this post in WMF blog). From the Strategic Plan we drafted the Activities Plan 2014, which focused mainly on improving the projects' content but also in maintaining the community cohesion and reaching out to more readers (see the 5 programs below):

  • HIGHLIGHTS:
    • We received Catalan National Culture award
    • We crossed the "100 public libraries collaborating with Wikipedia" Milestone
    • 50% of Amical members got envolved somehow in a project/activity/program during 2014 and 50% of Catalan Wikipedia most active editors are Amical Members
  • SWOT
    • Strengths: Amical and Catalan Wikimedia projects community are very closed.
    • Weaknesses: Size of the community doesn't allow to grow infinitely on partnerships. With sister projects collaborations depends on a very reduced number of volunteers
    • Opportunities: Catalan language digital pro-activism is an opportunity for reaching new audiences and editors
    • Threats: Political situation in Catalonia could affect our projects.
    • WIKI-FOCUS: Catalan Wikipedia, Catalan Wikisource, Catalan Wiktionary, Catalan Wikiquote, Multilingual Wikipedia (translation constests), WikiCommons, Wikidata, Labs
  • GROWTH: As anyone can see on the stats we grew in number of editors and we broke a record on Catalan Wikipedia visits.

Financial summary

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

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

Revenues

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

  • Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.
Revenue source Currency Anticipated Q1 Q2 Q3 Q4 Cumulative Anticipated ($US)* Cumulative ($US)* Explanation of variances from plan
Membership fees + donations EUR 2.000,00 € 0,00 € 130,00 € 2.416,50 € 712,92 € 3.259,42 € 2.323,60 USD 3.786,79 USD
Grant EUR 74.000,00 € 43.167,17 € 0,00 € 30.833,00 € 0,00 € 74.000,17 € 85.973,20 USD 85.973,40 USD
Other revenues EUR 10.000,00 € 25,00 € 5.241,20 € 20.330,09 € 13.704,32 € 39.300,61 € 11.618,00 USD 45.659,45 USD (1)
Total EUR 86.000,00 € 43.192,17 € 5.371,20 € 53.579,59 € 14.417,24 € 116.560,20 € 99.914,80 USD 135.419,64 USD

ECB: Euro/USD=1,1618 (22/01/2015) |} * Provide estimates in US Dollars

(1) Includes bills pending payment to 7,524,22 € (8.741,64 USD), and Award Catalan National Culture 15.000,00 € (17.427,00 USD)

Partenaires most importants:

  • Award Catalan National Culture
  • Museu DHUB (Museum Design Barcelona)
  • U.O.C. (Open University of Catalonia)
  • Biblioteques Generalitat Catalunya (Libraries Generalitat Catalonia)
  • ICUB (Institute of Culture of Barcelona)
  • Others Universities, Museums, and entities (workshops, conferences, etc).

Spending

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Table 3 Please report all spending in the currency of your grant unless US$ is requested.

(The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan
Programa 1: Amical-community relationship EUR 1.500,00 € 0,00 € 0,00 € 0,00 € 3.904,19 € 3.904,19 € 1.742,70 USD 4.535,89 USD 260,28 (2)
Programa 2: Sharing good practices EUR 2.000,00 € 0,00 € 0,00 € 0,00 € 1.061,34 € 1.061,34 € 2.323,60 USD 1.233,06 USD 53,07
Programa 3: Improvement of the projects' content EUR 69.750,00 € 8.659,77 € 16.080,86 € 15.246,04 € 24.531,38 € 64.518,05 € 81.035,55 USD 74.957,07 USD 92,50 (3)
Programa 4: Office & administration EUR 6.150,00 € 283,83 € 245,72 € 338,76 € 1.592,67 € 2.460,98 € 7.145,07 USD 2.859,17 USD 40,02
Programa 5: External reach & readers EUR 6.600,00 € 489,11 € 5.083,55 € 499,71 € 799,89 € 6.872,26 € 7.667,88 USD 7.984,19 USD 104,13
Total EUR 86.000,00 € 9.432,71 € 21.410,13 € 16.084,51 € 31.889,47 € 78.816,82 € 99.914,80 USD 91.569,38 USD 91,65

|} * Provide estimates in US Dollars

ECB: Euro/USD=1,1618 (22/01/2015)

  • (2) It was considered useful to hold the "Viquitrobada" together with the annual technical meeting and sister projects meeting, therefore, that doubled the costs for catering and hotels. 36 Wikimedians came the first day, and 45 on the second day.
  • (3) It includes invoices that will be paid in 2015, 5.117,21 € (5.945,17 USD)

Progress against past year's goals/objectives

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


Amical-community relationship

What were the stated objectives of this program? Please use SMART criteria to explain these goals.
  • Keeping close relationship between Amical Wikimedia and the community of editors, organizing events, meetings on IRC channel, meetups, etc. The goal of Community program is to ensure members engagement and committing while taking care of emotional welfare of everybody. We believe people will work better if they feel the project as part of them and they feel appreciated and valued by other members. We want to hear everyone's voice and think about ways to share ideas and best practices to improve Amical's work. This program seeks to find the places to make this exchange available. It also aims to empower users with the techniques and principles that rule Amical projects so they can become more active in external outreach and in internal project management.
What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)
  • 50% of Amical's members have participated or co-organized an activity during 2014. We believe this is a ratio that validates our community project, empowering users to become more active. 40% of more active users on Catalan Wikipedia are active Amical members.
  • We hold our 1 annual meeting (Viquitrobada), a 2 day event for the first time. Outputs: 50 could share their experiences as users and Amical members and we improved team building and commitment within the project. Sharing knowledge, questions and experiences IRL is a great experience. The month after the event, about 10 new editors became Amical Members.
  • We did regular surveys to both our members and the rest of the community so they can evaluate our actions and propose new projects.
  • We acknowledged the value of our core members by deeply interviewing them in our blog.
  • We followed closely each volunteer activity driven in real life (IRL) (with specific feedback) to ensure that the project leader had the best time as possible.
  • We offered community grants to partially fund community members travel to international events like Wikimania London 2014
Which Wikimedia movement strategic priority (or priorities) did this program address and how?
  • Wikimedia strategic priorities are to increase community participation and motivation, and so are the Amical ones.
What key activities were conducted and/or milestones achieved with this program?
  • During the year we organized regular monthly/bimonthly meetings through IRC to
  • We organized Catalan Wikipedia year public meeting (Viquitrobada), co-organised by volunteers, during 15-16 November 2014. We decided to sum several meetings (Tech meeting, Sisters projects meetings and Viquitrobada) and create one wiki-weekend so we could safe money, scale in organisational resources (travels, hotels...) and let people with different backgrounds/interests meet and share their experiences. It wasn't only oriented to Amical members but to the whole Catalan speaking wiki community.
If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?
  • We think we are achieving our desired objectives. One of our existing challenges was the stability of the monthly IRC meeting. It was community led and fixing a date was hard to manage, so some of the months it didn't happened.

Any additional details:

  • The personal annual meeting was a key date in our calendar, because of the quantity of people gathered and the amount of new knowledge gained in the debates, round tables and presentations, and follow up tasks after the event. We define ourselves as a volunteer organization, and that means not only we have people offering free work but a way to think about every activity, in which community decides the direction, priorities and takes a leading role in execution of each project. Every member has many channels to make his or her voice heard.
  • Check out these blog posts on deep interviews to regular members about their projects: [1], [2] [3], [4] and many more.


Sharing good practices

What were the stated objectives of this program? Please use SMART criteria to explain these goals.
  • To explain Amical's work to the main public:
  • S:
    • Creating an Amical' new website (already released [5]).
    • Create a video explaining what is Amical and how to contribute to Wikimedia projects (related to program 5).
    • Create the Portal:Education in Catalan Wikipedia to share good practices in the classroom (actuation guide, examples, etc.).
    • Print "Wikipedia in the classroom" leaflets for teachers, and "Welcome to Wikipedia" for students (or similar) from Education portal and Outreach (2013 edition)
  • M:
    • The video would last for 3-4 minutes.
    • We will print around 1.000 leaflets/brochures to distribute to interested schools/teachers.
  • A:
    • The website should be developed by the Amical's "tech group".
    • The initial idea about the video was that it be recorded by means of an alliance with an art/multimedia school (with volunteer work/small retribution) or with the Network of Catalan Libraries. In case that's not possible, we should hire a professional service.
    • The Education Portal would be created by Wikimedians.
    • The leaflets are already designed and need to be adapted to Catalan language by Amical's volunteers.
  • R: Reaching out to the society is really important to spread our work. We can work hard to improve the content but if this content is not looked up, the efforts are worthless. The (short) video would be of much help to explain what are the projects goals and what Amical's work consists of.
  • T:
    • The video would be recorded during the first semester of 2014.
    • The Education Portal will be created during 2014.
    • The leaflets will be printed as soon as possible.
What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)
  • Both Amical & Catalan Wikimedia projects are much more known non-only by the main public but also from the Wikimedia global movement. We cared a lot on raising awareness on our projects and we think we succeed.
Which Wikimedia movement strategic priority (or priorities) did this program address and how?
  • Increase reach, and indirectly Increase participation
What key activities were conducted and/or milestones achieved with this program?
Edit-a-thon video
  • The new website was finished and released during 2014 [6] (1 staff/ 5 to 10 volunteers involved)
  • We received the highest culture award from the Catalan Government: National Culture award, which gave us a lot of public coverage and awareness.
  • Catalan Public TV recorded a documentary on our association and projects (named Viquipedistes) which was broadcasted at the Catalan Most watched tv channel on prime-time a Sunday Night and got great share ratio.
  • We published our Education portal, with some eduwiki reasons, done in collaboration with an educational sector proffessional
  • We celebrated a Wiki Loves Earth awards ceremony
  • We created and published leaflets
  • We recorded a how to use visual editor video and a how to run an edit-a-thon video
If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?
  • After the Public TV documentary, we decided no to produce our own video, keeping in mind that the documentary Viquipedistes, broadcasted on TV3 is available online (watch it here), was a very good work and quite close to what we expected from the video we wanted to produce. It made no sense to spend money on a similar video, so we tried to produce something shorter and more concise, a video on how to edit with visual editor in collaboration with the Open University of Catalonia. (watch it here)

Any additional details:


Improvement of the projects' content

What were the stated objectives of this program? Please use SMART criteria to explain these goals.
  • S:
    • Continue working with the GLAM sector, specially focusing on public libraries.
    • Continue working towards the release of free works form GLAM institutions (Museums and Archives).
    • Develop projects with universities belonging to the Xarxa Vives d'Universitats, as well as other educational institutions.
    • Start the Spoken Wikipedia project in Catalan Wikipedia and sister projects.
    • Create two specific working groups within Amical: tech group and photographic group
    • Launch the WikiCup about Catalan culture (translation of Catalan culture-related articles to other languages by means of an international contest)
    • Organize the Una Viquipèdia de qualitat contest, aimed at raising the number of Featured Articles in Catalan Wikipedia
    • Organize a specific meeting about Wikipedia sister projects to gather ideas for their promotion and development
    • Continue participating in internacional photo competitions like Wiki Loves Monuments, Wiki Loves Earth, etc.
    • Continue with the WikiArS project (which has received an IEG during 2013).
  • M:
    • 50 libraries with some kind of wiki activity at the end of 2014
    • 5 new Wikipedian in Residence projects at the end of 2014
    • Develop at least 5 projects with Catalan-speaking universities
    • Obtain at least 50 recordings of articles from Wikipedia, 50 recordings of words from Wiktionary and 10 recordings of works from Wikisource
    • 50 participants in the WikiCup
    • 30 participants in the Una Viquipèdia de qualitat contest
    • 15 attendants to the Wikipedia sister projects meeting
    • 10-15 schools from Catalan-speaking countries participating in WikiArS.
  • A:
    • The GLAM work will be conducted by our GLAM project manager employee.
    • The universities projects will be managed partly by our GLAM project manager, partly by our volunteers, mostly those who have had a strong relation with some of them, and by the professors, who will be contacted in advance. We also plan to hire a Universities project director for a limited amount of time (1-2 months) to deal with the project.
    • The Spoken Wikipedia project will be managed by the Catalan Wikipedia editors.
    • The WikiCup and the "Una Viquipèdia de qualitat" contest will be organized by Amical members.
    • The Wikipedia sister projects meeting will be organized by User:KRLS with the help of other members.
    • The competitions like WLM and similar are run by Amical volunteers together with the community, and are supported by external entities (sponsors).
    • WikiArS is run by User:Dvdgmz.
  • R:
    • GLAM work has been Amical's main area of work during the last years and we wish it to continue because its return has been great.
    • We have conducted work in the high education field and we wish to expand it, because the produced content is of high level.
    • The Spoken Wikipedia project was started in 2005 but was dropped because of low participation. Now, with a stablished user base, looks like it's a good time to try again.
    • Given the current events regarding Catalonia, it seems that conducting a WikiCup about Catalan culture to spread it to other languages projects is a good idea.
    • "Una Viquipèdia de qualitat" contest is aligned with our Strategic Plan 2014-2018, since we intend to achieve 2,000 FA by 2018.
    • Many users from Wikipedia and sister projects have stated their interest of learning about other projects different to those they are used to, and their wish is to do it in-person.
    • Photo competitions provide many new images for Wikimedia Commons, the editors enjoy creating new content about the monuments/parks and the competition also contributes to the community cohesion.
    • WikiArS participants generate resources for Wikimedia Commons, and it is also a way to reach out to art schools.
  • T:
    • GLAM sector work will be conducted throughout the year.
    • Work with universities will be split into two semesters (second semester of 2013-2014 educational year, and first semester of 2014-2015 educational year).
    • The WikiCup will last for 3 months, september to december 2014 (dates TBC).
    • The "Una Viquipèdia de qualitat" contest will last from September 16, 2013 to March 16, 2014 (Catalan Wikipedia's 13th anniversary).
    • The sister projects meeting will be hold in July 2014.
    • The international contests will be held during the same dates than everyone else.
    • WikiArS is already up and running.


What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)
 
Edit-a-thon in Figueres self-organized by a public library
  • Our relations with Libraries and universities kept expanding during 2014. As mid term results now >100 Catalan public libraries ( list here) are somehow active on Wikipedia. And some of them are now self organizing edit-a-thons. We also have dozens of educational projects with universities with most of the Catalan Speaking universities.
  • We did the Catalan culture challenge promoted on English Wikipedia: 792 articles created or expanded in 92 languages. We are very very proud of it! So also did a Joan Miró Global Challenge wich was also quite successful: 1 edit-a-thon of 10 people writing 10 Miró articles in 10 hours welcoming international community. Detailed Results here. 87 articles created or expanded in 14 languages.
  • We promoted a particular wikiproject for detecting Public Domain, OTRS, or CCBYSA material in Catalan language, we create lists and volunteers import it to Wikipedia. (project page)
  • We did our Sisters projects meeting together with our AGM Viquitrobada, so we could optimize ressources and gained attendees (25-40).
  • Our Wikipedians-in-Residence model is now self-sustainable: During 2014 we got ESM at Jaume Morera Art Museum, Lleida, Elaf88, MontseMedina & Radiokul at Víctor Balaguer Museum, Amadalvarez at Ateneu Barcelonès & Pallarès at Catalan Filmothèque. We also had the very First Wikipedian in Residence in a EU University, at the Open University of Catalonia
  • We ran several edit-a-thons during the year. Look at monthly reports for further details.
  • We organized a contest for the 10th anniversary of Catalan Wikiquote
  • We organized a 1 week online writing contests to focus on new communities: This Q we did one related to Swedish Culture, a cultural interchange done in collaboration with Wikimedia Sverige
Which Wikimedia movement strategic priority (or priorities) did this program address and how?
  • Improve quality
  • Increase reach
  • Increase participation
What key activities were conducted and/or milestones achieved with this program?
  • Number of Wikipedian in Residence collaborations
  • Number of participants in the WikiCup
  • Outreach strategy for reaching universities from all the Catalan-speaking territories.
  • Wiki courses for public librarians
If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?
  • Spoken Wikipedia is a repeated challenge in our reports. When drafting programs, people seen engaged, but later on is hard to manage.
  • Despite we -as a community- are quite active on Commons and at international photo challenges (WLE, WLM, WLPA...) we couldn't make it to create an stable group of photographers.

Any additional details:

  • For regular outreach conferences and workshops, please visit our monthly activity reports, as the list is quite big.
  • Improving content on Wikimedia's projects is one of the 5 tracks of Amicals 2014-2018 strategy plan, so this program included some of our flagship goals for 2014.
  • Every single activity Amical does is documented at our monthly activitites document, and published in English and Catalan on Meta during the 10 forthcoming days of the end of each month.
  • We have a volunteer commitee that track Amical's activities monthly, in order to change/adapt/redirect our efforts. They discuss previous activities and prepare the forthcoming ones based on efficiency criteria.
  • Our GLAM program kept reaching the cultural sector, specially focusing in our collaboration with the libraries networks, which we have targeted as one of most committed to public service. We rely on the central role of libraries in each town to reach different communities of people interested in knowledge. They act as active agents spreading our values and projects, because they self-organise several projects, so we can reach more people. For museums, we had a double approach. On the one hand we continued and start projects which have the museum as the centre of a network of different educational and cultural agents, so they add value to the whole program. On the other hand, we believe in the WiR model because it allows us to create strong bonds with the GLAM partner, which go beyond the effects of a single act as an isolated editathon. Those residents come from community and replicate our model (already validated from experience of previous years) in different local institutions, helped by several online volunteers.


Office & administration

What were the stated objectives of this program? Please use SMART criteria to explain these goals.
  • S:
    • Establishing an office for Amical Wikimedia at Carrer Aribau, in the center of Barcelona. The office would be shared with Fundació PuntCAT (see .cat), Amical would pay a small quote.
    • Supply the office with the basic equipment / office material. That comprises new Amical stamps (given that we changed the logo in June 2013) and other similar merchandising, apart from basic office supplies.
    • Ensure mobility across the territory, both for Board members (some of them do not live in the main cities, thus need to fund their travels every now and then in order to attend meetings) and for material and merchandising (shipment).
  • M:
    • Acquiring three stamps with Amical's logo. One of them will remain in the office, another will be in hands of the president and the other one will be shared by members who need it.
    • There are not many meetings during the year, and most of the members who attend them live near the meeting place (usually Barcelona).
  • A: N/A
  • R: The need for a physical space has arisen because of the work Amical has been doing during the past years. We now have documents, merchandising, etc. for which we need a storage space, plus we need a meeting place both for our own meetings and for meetings for other entities. Taking a look at the organitzation growth during the last years, and seeing the offer from Fundació PuntCAT, this seems the right moment to do the move given that the fee will be really low. We also need new office material (like stamps or folders) because we recently changed our logo and we want to be perceived like "non-amateur" organization.
  • T: we estimate we can move in the new office by early January 2014.
What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)
  • We have now an office-spaced shared at the Fundació Puntcat, as we had planned at the begining of the year.
Which Wikimedia movement strategic priority (or priorities) did this program address and how?
  • Stabilize [Amical's] infrastructure
What key activities were conducted and/or milestones achieved with this program?
  • Equip the office space according to the needs of our organization.
  • Ensure that every member who wants to attend a meeting of their interest can do so.
If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

Any additional details:

  • Finally we got to an agreement with the dotcat Foundation and during 2014 we got the office space for free.


External reach & readers

What were the stated objectives of this program? Please use SMART criteria to explain these goals.
  • S
    • Increase Amical's presence in the Wikimedia movement, especially in Meta and in international meetings (Wikimedia Conference, Wikimania, etc.)
    • Collaborate with other chapters and/or thematic organizations.
    • Follow the Communication Strategic Plan to reach out to local and national media, as well as social networks.
    • Establish links with similar organizations in the Catalan-speaking territories (see Program 4).
    • Increase the number of readers of Catalan Wikimedia projects.
    • Spread our "brand" throughout the Catalan-speaking countries.
    • Participate in the campaign "Navigate in Catalan" ("Navega en català") to promote the Internet in Catalan language.
  • M:
    • Presence of at least one member of Amical in every international Wikimedia meeting.
    • Offer scolarships for Catalan Wikimedia projects contributors to attend Wikimania 2014 in London. The selection will be made by a jury composed of Amical members. The scolarships will not cover all the costs.
    • The numbers of readers should be increased by 5-7% in respect to the previous year.
    • Two new roll-ups with the new Amical logo.
  • A:
    • Amical members will chose amongst itselves those who can better represent its principles in the international meetings.
    • The Communication Strategic Plan will be conducted by the "Communication group" responsibles.
    • Amical will collaborate in the campaing "Navigate in Catalan" together with other organizations by placing ads in newspapers/websites.
  • R:
    • Reaching out externally is crucial to spread Amical's (and Wikimedia movement) principles. The more people know about our programme, projects and activities, the more people will join them.
    • It is also important to participate in international Wikimedia projects both to learn from other organizations (ie. Wikimedia Conference, GLAM conference, etc.) and to share what we have been doing through the year. If all organizations (chapters, thorgs, etc.) are capable of sharing their knowledge, the movement will evolve much faster than if every one of them tries to move on on their own.
    • The "Navigate in Catalan" campaign is very necessary for Catalan language but also for Catalan Wikimedia projects. If more people surf the Internet in Catalan, Catalan Wikipedia (and sister projects) will pop up more often in searches and thus we will gain readers that otherwise are directes to Spanish Wikipedia (mainly). The campaign is shared with other organizations so this will also help to collaborate with them.
  • T:
    • The "Navigate in Catalan" campaign will be conducted throughout the year.
What is your progress against these objectives? (Include metrics and number of volunteers/staff involved.)
  • Catalan Wikipedia reached its record of visits 3 times during 2014 (see summary)
Which Wikimedia movement strategic priority (or priorities) did this program address and how?
  • Increase reach
What key activities were conducted and/or milestones achieved with this program?
  • Intense participation in international meetings: We attended Chapters meeting, GLAMwiki meetings, Wikimamina 2014, and Iberocoop meeting
  • We launched "Navigate in Catalan" in cooperation with Dotcat Foundation and Softacatalà which set >5.000 computers into Catalan language. Using banners on public websites and a claim message on Catalan Wikipedia.
  • Collaboration with similar organizations from Catalan-speaking countries.
If your entity did not achieve the desired objectives, why not? If it did, what enabled this? If the initiative was not in your plan, why did you pursue it?

Any additional details:


Lessons learned

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Lessons from the past

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Arnau Duran, Amical's president, during his speech at Premis Nacionals Cultura 2014 ceremony, receiving Catalan National Culture Award

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

1. What were your major accomplishments in the past year, and how did you help to achieve movement goals?
  • It could be the National Culture Award given by the Catalan Government. It is the highest cultural award that is given in Catalonia so it is a real recognition to community and Amical's work, specially with GLAM sector.
  • Our second major accomplishment is that 50% of Amical members participated actively at least in one of our events, projects or activities.

We reached thes goals using a Kick-off and follow up system, where the employee does the real life workshop or program kick-off and a group of volunteers do the follow up to directly engage with partners (museum/glam/University).

2. What were your major setbacks in the past year (e.g., programs that were not successful)?
  • Spoken Wikipedia project is one of our major setbacks. In theory, while designing the program, many volunteers thought it was a good proposal and it was pitched among many other interesting projects. But during the year we couldn't achieve any significant result, beside our collaboration with the Voice into project initiative.
3. What factors (organizational, environmental) enabled your success?
  • We achieved this goals using a volunteer-driven structure, with volunteer driven goals: Volunteers are the ones who decided what to do, this way is easyer than later they feel involved and engaged with the project. It's their project. We also plan specifical meetings/projects/contests to make Amical members feel integrated with the group. Also all staff and board are active edtiors and recognised members of the community, which makes things easier while talking about commitment.
  • Another key factor is adding wiki layers to already existing partner programs (programes or activities led by our GLAM partners with a same goal during some weeks.) This way all the GLAM/partner can notice direct benefit on collaborating with wiki projects
4. What unanticipated challenges did you encounter and how did this affect what you were able to accomplish?
  • When many projects (library wiki workshops, e.g) are volunteer led and volunteer cancels a real life event on the last minute due to personal non-wiki reasons (dayjob, family,...). We neeeded to better design B plans when planning important outreach events to not dissapoint our partners.
  • A GLAM's board change in one of our ongoing Wikipedian in Residence project (Ateneu Barcelonès) cancelled the residency because it wasn't on the strategic proposals of the new GLAM. We just stopped the partnership.
5. What are the 2–3 most important lessons that other entities can learn from your experience? Consider learning from both the programmatic and institutional (what you have learned about professionalizing your entity, if you have done so) points of view.
  • Adding wiki layers to already existing partner programs. If a GLAM is preparing an exhibit on ZZZ, it makes sense to organize an editathon on ZZZ topics. This way wiki is seen as a doable extra activity to their year agenda.
  • Don't claim "we need more volunteers to do our project". Think the other way around: How can we better serve the volunteers so they can achieve their own goals? If you plan/schedule with your community, you'll get them engaged from minute zero.
  • When designing a mid-term activity, make sure it will be self-sustainable and scalabe on time. Otherwise, if it succeeds, you'll have a bigger problem to solve (need more money, more volunteers, more management time).

Lessons for the future

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

1. What organisational or program strategies would you continue?
  • Our GLAM program wants to keep reaching the cultural sector, specially focusing in our collaboration with the libraries networks, which we have targeted as one of most committed to public service. We will combine projects for Wikipedia and its sister projects (specially Wikisource) and we will rely on the central role of libraries in each town to reach different communities of people interested in knowledge. They will act as active agents spreading our values and projects, because they will self-organise several projects, so we can reach more people. For museums, we propose a double approach. On the one hand we will continue and start projects which have the museum as the centre of a network of different educational and cultural agents, so they add value to the whole program. On the other hand, we believe in the WiR model because it allows us to create strong bonds with the GLAM partner, which go beyond the effects of a single act as an isolated editathon. Those residents come from community and replicate our model (already validated from experience of previous years) in different local institutions, helped by several online volunteers.

Regarding educational projects we will keep showing the teaching potential of Wikimedia projects by introducing them to university professors. They will include Wikimedia editing as a part of their course projects and they will be encouraged to become active editors themselves. We will work closely with pedagogical departments of museums and other several cultural partners to reach teachers and educators in different sectors (informal education and secondary schools mainly). They will be trained in wikimedia editing and principles so they can teach them to younger pupils.

2. What might you change in organisational and program strategies in order to improve the effectiveness of your entity?
  • Starting to say no to some projects that are not core oriented to our strategic plan. During previous years we have done some projects/events just because a GLAM/partners wanted to.
3. Please create at least one learning pattern from your entity's experiences this year and link to it here.

Stories of success and challenge

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

Case study: success

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  • Catalan Public Libraries

Since 2012, Amical is investing time an efforts on a collaboration with the Catalan Network of Public Libraries. We chosed this partner as part of a wider strategy plan for different reasons: they are an already existing network spread among the territory, regular library users are curious people and librarians know what is referencing and spreading knowledge just by the love of doing it. Our biggest success this year is that some of the librarians have become already self-sustainable. They don't collaborate with Wikimedia, they are Wikimedians. We are very proud of it. Some of them edit on their spare time, some of them organize workshops, wiki takes or edit-a-thons, and some other teach neighbour librarians how Wikipedia works. Almost 35% of Catalan Public libraries are somehow collaborating with Wikipedia.

Case study: challenge

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  • Territorial coverage

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

Additional learning

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1. What are some of the activities that are happening in your community that are not chapter-led? What are the most successful among these, and why?
  • Most of the projects and activities are not chapter led but chapter helped. Projects are led by the community. And Amical helps the community. We are not the leaders but the servers. That's why is hard to make the difference on which projects are not chapter led vs community led -> If we need to make a choice, we would say that most of our projects are community led, but if you need an example of completely led we could say online contests or challenges. When there is a festival,event in a major Catalan-speaking city (e.g. comic con, literature fest, music fest) volunteers organize 1/2 weeks writing challenges. Amical helps them with the awards (goodies, books...) doing all the shippings, but projects are led by the community. Also local libraries led their own activities (edit-a-thon, workshops...) this is precisely the key of our scalability, sustainability and commitment within the community.
2. Provide any links to any media coverage, blog posts, more detailed reports, more detailed financial information that you haven't already, as well as at least one photograph or video that captures the impact your entity had this past year.
Media coverage in 2014

Compliance

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

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1. As required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.
  • As explained in the finantial summary table but copied again here:
  1. (2) It was considered useful to hold the "Viquitrobada" together with the annual technical meeting and sister projects meeting, therefore, that doubled the costs for catering and hotels. 36 Wikimedians came the first day, and 45 on the second day.
  2. (3) It includes social security 122014, be paid in January 2015 (1068,13 €) and a bill of November 2014, paid in January (1.426,70 €)
2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".
  • YES
3. Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".
  • YES

Financial information

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1. Report any Grant funds that are unexpended fifteen (15) months after the Effective Date of the Grant Agreement. These funds must be returned to WMF or otherwise transferred or deployed as directed by WMF.
2. Any interest earned on the Grant funds by Grantee will be used by Grantee to support the Mission and Purposes as set out in this Grant Agreement. Please report any interest earned during the reporting period and cumulatively over the duration of the Grant and Grant Agreement.

Signature

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Once complete, please sign below with the usual four tildes. --Arnaugir (talk) 19:45, 30 March 2015 (UTC)


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