Grants:APG/Proposals/2013-2014 round2/Wikimedia Norge/Proposal form

Wikimedia Norge received a funds allocation in the amount of NOK 1,295,000 (~US$215,000) in 2013-2014 Round 2. This funds allocation was recommended by the Funds Dissemination Committee on 24 May 2014 and approved by the WMF Board of Trustees on 28 June 2014.

Basic information

The Minister of Culture, Mrs Thorhild Widvey, editing her first article together with Mr Lars Alvik, Wikipedian-in-Residence at the National Library of Norway. March, 2014.

Wikimedia Norge's first ever employees - Tor Arne, Astrid, Jorid.

HRH Crown Prince Haakon, and Jimmy Wales, at the Wikipedia Academy in Oslo, Norway, invited by Wikimedia Norge.

Three board members from WMNO, visiting WMSE in Stockholm for instant learning.

Highly concentrated GLAM experts training to edit the Wikipedia, in the Preus Photography Museum in Horten, southwest of Oslo, March 26, 2014.

A selection of members at the last annual assembly, 2013.

Wikipedia Academy at the Architecture Museum in Oslo, December 14, 2013.

Overview of grant request

1. In order to support community review please provide a brief summary description of your organization's upcoming annual plan, including focus areas and goals.

• Our annual plan reflects the extraordinary strong response that Wikimedia Norge gets from GLAM community since 2012, with several institutions desiring to partner with Wikimedia Norge to develop joint outreach, sources, and imagery projects to enhance their sharing of public knowledge through the Wikipedia. In just two years, WMNO has assisted institutions in increasing their 'wikipedization' considerably, assisted the recruitment of 4 Wikipedians-in-Residence during 2013, and co-staged several, larger recruitment events and seminars reaching out to 200 professionals in November-December alone. In January, a flagship institution - the National Library - contacted us for a broad cooperation, and let us orchestrate the recruitment that produced a new WiR the same month, who has started 3 months with merely exploring the many possibilities of opening up National Library sources and collections.
• In addition, two institutions of higher education initiated the use of Wikipedia in new Masters programs during January-February, and women recruitment efforts started with the Minister of Culture editing her first article. A highly competent staff of 3 program officers at 1.6 FTEs support the Board in a wide array of initiatives and activities. Film production is ongoing to assist recruitment and tutorial purposes.
• Wikimedia Norge adopted a 2014 Plan this winter, setting forth 5 Strategic Priorities realized through 5 operational programs. The programs are defined to reach the objectives of a combined 625,000 articles, a double number of quality articles, and 1,100 active editors by end-2015; and strategic goals focusing on recruiting more women, academics, and the GLAM community, into the five local Wikimedia projects. Not least, a major, externally funded program will strive to recruit editors and volunteers from the vulnerable and fragile Northern Saami indigenous people language community to the Wikipedia.

2. What is your organization's proposed rate of growth in budget since last year? Please explain your organization's rationale if your proposed budget will increase this year.

• In accordance with the strong surge in GLAM attraction and activities, and the newly opening prospects of introducing Wikipedia as a didactic tool in more institutions of higher education, Wikimedia Norge proposes to clearly increase it's FDC funding - from USD 140,000 to USD 432,060, or an increase of 208.6 %. The rationale rests in the substantial progress made during the last year, which includes a clearly successful employment process, flagship institution openings for cooperation, enhanced planning, evaluation and documentation capabilities of the organization, a comprehensive compliance regulation for board and employees, and good financial and general governance. During the last three years, WMNO has managed financials in a rigid way with a steady, controlled accumulation of operating reserves through steady budgetary planning. We also have good and available sources of best practice from WMSE and WMDE to draw on, the WMNO-WMSE interchange is already well established and board and staff members are near to fluent in German which opens for high-intensity exchanges with that chapter during the coming year.
• We will also stress the importance of taking into account the vast travelling and geographic distances that drive costs, high costs of living, and the costs of supporting three language communities, of which one indigenous, with a mere 5 million population. Accordingly, Norway attracts substantial sums of donations to the WMF every year, an far in excess of the sums we request through this application, indicating exactly the combination of record-high costs, and donations.

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

Contact information

Table 1

Organization information	Legal name of organization	Wikimedia Norge
	organization's fiscal year (mm/dd–mm/dd)	01/01-12/31, and 07/01-06/30
	12 month timeframe* of funds currently requested (mm/dd/yy–mm/dd/yy)	07/01/14-06/30/15
Contact information (primary)	Primary contact name	Erlend Bjørtvedt
	Primary contact position in organization	Vice chairman
	Primary contact username	Bjoertvedt
	Primary contact email	erlend@wikimedia.no
Contact information (secondary)	Secondary contact name	Jarle Vines
	Secondary contact position in organization	Board member
	Secondary contact username	Jarvin
	Secondary contact email	jarle@wikimedia.no

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

Amount requested

Table 2

Currency requested: NOK

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): 6.01796

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	3,132,500	520,550
Amount proposed to the FDC for the coming year's annual plan	2,600,000	432,060
Amount to be raised from non-FDC sources	600,000	99,705
If applicable, amount of FDC funds allocated to organization last year	822,000	140,000

Community engagement

This section provides the FDC an overview of your organization's work with your members, with volunteers, with the communities you serve, and with Wikimedia's online projects.

1. How many members does your organization have, and what is the role of members (e.g., attendance at events, paying dues)?

• Wikimedia Norge currently has 70-80 members. The members have been involved in Annual Assemblies, regular events, annual Christmas gatherings, monthly edit-a-thons, and received regular newsletters with information on various events. There is an annual Wikipedia Academy with a 35-100 attendence each time. The most attractive community offer from Wikimedia Norge, are the weekly prizes and the infrastructure provided for running and awarding weekly article competitions. WMNO grants prizes of c. 50-100 USD every week, and extended prizes at special occasions (at the March 8 Womens Day competition, awards were Lady Gaga tickets and USD 400 in other prizes). Board member Dan Mikael Heggø has extended the focus on article competition by coding a program / script that runs, registers, counts, and attributes points to editors in contributions, and the system has been exported to Finnish Wikipedia. Every week, 5-10 editors typically take part in the article competition.
• During 2013-14, most event attendees have been non-members, because of extended outreach. Wikimedians-in-Residence have organized several editing evenings, source safaris, etc. Clearly more than half of the members have taken part in organized activities. Norway has long distances (2.000 km, or 1.300 miles, across), and members are very dispersed with hubs in Tromsø, Trondheim, and Oslo. This makes physical meetings for all the members demanding, and members from the most remote parts typically have one day's travel to events in Oslo. This means that some members virtually never take part in physical events.

2. How many volunteers are engaged with your organization’s work? And how are volunteers engaged with your organization’s work?

• Among the 70-75 members, there are 9 in the Board-of-directors, 4 members of the Oversight committee, 2 internal Auditors, and another 6 members have been Wikipedian-in-residence in 2013 (of which one is also board member). This means that 20 members have been involved in organized chapter work. There have been a few, very occasional, informal gatherings locally in Bergen and Tromsø. There have been 1-3 photo safaris in occasion of every Wiki Loves Monuments competition.

3. How does you know what the members of the community / communities your organization serves (including chapter members and broader online volunteers) need and want? How does this influence your strategic planning and decision-making?

• The chapter regularly consults the Wikipedia community at the local "Signpost" sites on major issues. Members are invited to submit ideas through regular newsletters, and members involve deeply in the community and follow all "Signpost" debates. The active environment is small and transparent. There are 70-80 WMNO members, about half of them overlapping with the 60-80 "heavy editors" with > 100 edits per month. A large number of admins are members, and almost all the bureaucrats.

4. Does your organization's program work support a particular Wikimedia project or projects, and if so, which particular project or projects does your work support?

• The chapter supports Wikipedia in Bokmål, Wikipedia in Nynorsk, Wikipedia in Northern Saami, and Wikimedia Commons. There is also some activity at Wikibooks and Wictionary, but WMNO has given little focus to this project.

Reflection on past programs and activities

1. Please give at least three examples of successful programs or activities that your organization has completed, and explain why they were successful. You may also provide links to information about these programs and activities, when available.

• The formidable, almost explosive release of positive initiative and interest from the GLAM sector in Norway, after 2-3 years of targeted approach from the Wikimedia movement individuals and chapter. It has resulted in the approved release of perhaps 250,000 - 300,000 historic images to free licensing (including the 100,000 Wilse collection of which only some 1,000 yet uploaded), five institutions installing Wikipedians-in-Residence, 50-100 editing training courses held, and (since 2014) an initiative from the cournerstone National Library to explore systematically how it can support free information through the Wikipedia in Norway.
• The employment of a staff of three employees on together 1.6 FTEs, proved to be a very good choice. The three new colleagues work extraordinary well together, their are self-going and have a lot of initiative. Apart from being independent, they also supplement each others skills in a very good way. They have learned the "wikipedian ways" very quickly, and got quickly up to speed with everything from editing instruction to meeting institutions on their own. It is undoubtedly right to conclude that the choice of employees was a "bulls eye". The recruitment committee consisted of the three most experienced board members from professional life, chosen from their experience as one union leader, and department leaders from industry and services. The board let the 3 member strong recruitment committee do the hiring and the pick from A to Z, which probably contributed to a strong focus on qualifications and dedication from the 100+ applicants.
• Wikimedia Norge launched a March 8 Women's recruitment and article contest around February 2014, with several elements:

• Wiki workshops at GLAM institutions with specifically large proportions of employees being female (Folkemuseet, Preus Museum), the first summed up by a blog posting of a completely new contributor (link), and the last event focusing entirely on writing on the topic of female photographers (link).
• A writing contest on women issues and topics over 2 weeks, yielding 592 new articles, 1.537 sources, and 50,962 words to relevant articles, using the specially developed contest measurement program (link).
• A writing relay for women, starting with the female Minister of Culture of Norway, Mrs Torhild Widvey, passing the relay on to the CEO of the Confederation of Norwegian Enterprises, Mrs Kristin Skogen Lund (link).
• The recruitment part attracted 35 new editors to wiki workshops on February 26 and March 26, of which approximately 60-70 per cent were women. The March 8 women topic article contest, even though attracting mostly men, brought more new articles than any other article contest ever, after having arranged these once a week for several years. The media and other attention around the writing relay for women contributed to lift the visiting numbers for WMNO's blog and Facebook outlets, of which the last one grew during the one month from typically 100 posting visits, to regularly more than 350 and up to 500 posting visits.

• The very strong and strategic focus on Wikipedians-in-Residence since the summer of 2013, have yielded substantial results. We have had 6 individuals as WiR's during the autumn, and five of those still perform in-house or from-outside assistance to their GLAM institutions (the National Library, the Directorate of Cultural Heritage, the National Archives, Oslo Museum, the Norwegian University of Technology and Science, and the Norwegian Museum of Cultural History). The persistent work of WiR's secured a lasting involvement among several institutions who have staged large-scale Wikipedia seminars, expert writing circles, and hackatons. Approximately 10,000 new historic heritage photos have been uploaded to Wikimedia Commons. Maybe the greatest single success was the full-day Wikipeedia Seminar for the GLAM sector attracting 150 sector experts in Oslo, with 5 Wikipedia and WiRs on the lecture list (Sebastian ter Burgh (WMNL), Axel Petterson (WMSE), Erlend Bjørtvedt (WMNO), Kjersti Lie (No), Knut Hjelleset (WMNO), addressing institutional experts from all over Norway (link). This was staged under the Arts Council Norway umbrella with whom we have had a co-operation agreement since 2012. The generally high interest from the sector has led to many new openings for important cooperations, from the Labour Movement Archives, Nordland Museum, the Technical Museum, and others. Writing circles have been established at the Directorate of Cultural Heritage, the Bergen City Archives, the National Library (in the making), etc.
• In record time, Wikimedia Norge produced a promo film for TV and social media purposes, with limited budgetary means. A 2 minutes version and a 30 seconds version is produced, with a simple and targeted message in the first one ("people have written 500,000 articles in ten years - come join us"), and more elaborate messages in the extended version. The two films are taken with contributors all over Norway, with a low travelling and production budget of USD 9,000. It was produced during March by our staff and will be released at the house-warming party at April 25, and the Annual Assembly of April, 26.
• In January and February, while getting the help from three new employees and dedicated volunteers, not least Wikipedians-in-Residence, to stage a number of well-visited wiki workshops and hackatons, the number of new editors seems to having stabilized and >100 editors having increased (an average 75, vs. 68 in 2013), while the number of new articles per day doubled in January (168, vs. 74 in 2013) and February (92, vs. 52 in 2013). This may have several reasons, but the clearly intense media and event outreach those months probably contributed. A new situation is that there is at the same time both a good influx of new contributors, and a strong growth in article production, which were previously observed as an inverse relationship - not least in the autumn of 2012 when intense WMNO training activities brought record-high recruitment combined with low production (editors trained the newbies).

2. What are the programs or activities that did not work for your organization in the past? What did you learn from those experiences? What changes were made after learning from these experiences?

• We had great hopes of creating a social and professional community for the Norwegian WiR's, and added this as one of the four focus programs in the 2012-13 Round 2 submission. However, it appears that it is more demanding to achieve this, then first assumed. The WiR's are of very diverse age (19 to 70) and life situation (students, a member of parliament (!), and two senior citizens) and quite busy. They have taken part in larger events and staged events at their institution, but we have not succeeded in creating a more rewarding environment for them. In some ways, it seems that some WiRs quickly get internalized in their new institution and have a busy agenda there. This was discussed with Wikimedia Sweden and Wikimedia Finland in December, with ideas to create some Nordic interchange or events that might be more attractive, to get more fruitful information and perspectives from the WiRs. We will explore this more in a Nordic setting, but we will probably not shoulder any major initiative neither nationally, nor in the Nordics, but rather spend resources in more effective ways.
• Hiring staff as undoubtedly more time-consuming than anticipated, along with following up paid staff both as an employer and with respect to daily communication. Board members are all full-time employed elsewhere, and we chose a model with employees on equal footing reporting to the board, and not to an employed leader. This was a deliberate choice, based partly on the experience of similar chapters, but in the intermediate run an employed leader would definitely increase the efficiency of the work of both employees and board members.
• Wiki Loves Monuments was brilliantly organized technically, but marketing fell short of the technical effort. The Wikipedian-in-Residence at the Directorate of Cultural Heritage organized updated site lists and a renewed mobile app that integrated much better heritage site listings, categories, and information. However, the board did not find personal resources for good marketing, and the result was marginally fewer participants than last year. Even though WLM was not a high-priority area, it adds to one of the ten strategic objectives, and deserves a better organization. The main change will be to attach more resources and renew the concept considerably in order to attract participants. First of all, planning will start earlier and combine the forces of GLAM institutional partners and the norwegian Commons community in a better way. A new idea for WLM will be explored during 2014 (below).

Please provide links to your organization’s planning documents and reports

Link table

	Completed fiscal year	Current year	Upcoming year
Link to current mission statement of the organization	Not required.	"Vision" - "Mål første halvår 2014"	Not required.
Link to annual plan, including a budget.	Plan - Budget	Plan - Budget	Annual Assembly in late April
Links to community discussions around each annual plan.	Strategy - 2 (nn) - 2 - 3 (nn) - 3 -	1 (WA) - 2	1 - 2 - 3 (nn) Annual Assembly in late April
Link to annual report, including a financial report.	Report - Q1 - Q2 - Financials	Not required.	Not required.
Links to relevant strategic planning documents.	Strategy 2011-2015	Plan H1 2014	Annual Assembly in late April

Link table details, if necessary:

• The Annual Plan for 2014-15, and the Budget for 2014 and 2014-2015, will not be submitted by the Board until later in April, two weeks ahead of the Annual Assembly (April 26). The documents will be posted to the discussion page of this submission as early as possible.

Upcoming year's annual plan: strengths, opportunities and threats

1. What organizational strengths enable your organization's plan (e.g., leadership, program planning and goal-setting, program expertise, experience with programs, governance structure)?

• Exploring strategic, SMART goal-setting in the 2011-15 Strategy and the 2014 Plan.
• Board has approved a strategic (goal-centric) plan with a matrix-based responsibility setup.
• A clear will and dedication to explore new tools to improve strategic planning and implementation.
• Several board members have substantial experiences from organizations, labour unions, and companies.
• Professionalism in recruitment and employment, experienced recruiters within the board.

2. What external opportunities enable your organization's plan (e.g., socio-political contexts, community engagement, ability to raise external funds)?

• A very strong and enthusiastic interest in Wikipedia in the GLAM sector all over Norway.
• GLAM institutions contacting WMNO for cooperation on their own account, without being asked.
• A possible awakening of the interest among university colleges to utilize Wikipedia in education.
• A sense of competition among the fresher, and the more traditional incumbent universities who officially proclaim SNL 'their' encyclopedic project.
• A possible opening of broader higher education outreach, as the University College of Lillehammer has agreed to open two Masters of Art programs for didactic use of Wikipedia in 2014.
• A renewed resource for a Northern Saami project, insofar as both WMNO and WMFI now have Saami-related professionals in their boards who are eager to initiate an outreach program.
• The employment of an experienced film producer who is capable of producing video material for training and recruitment purposes.

3. What are the risks or threats that could prevent your organization from achieving your proposed annual plan (e.g., socio-political contexts, staff or board transitions or turnover, lack of community engagement, extraordinary circumstances, lawsuits, lack of ability to raise funds)? How will you minimize these risks and threats?

• Structural difficulties in measuring results in Wikimedia chapters, where evaluation often take the form of measuring inputs rather than outputs, and deceiving boards and staff to misinterpret progress. Especially in GLAM and Academia outreach, measuring progress and success is complicated.
• An inherent weakness in the fact that members, and hence board candidates, are still rather few and divided by vast geographic distances. With 2,000 km (1,300 mi) of travelling distance some board members hardly see each other during the year! Currently, we are only starting to raise the serious debate over more intense membership recruitment, and we have started to have at least some physical, non-skype board meetings in our new office.
• The continuing competition from SNL over public funds and focus, which means that experienced encyclopedic editors are divided between two 'camps'. We have approached the SNL with an open mind, inviting them to our events, but there is limited openness in return.
• A lack of culture for recruiting members, as apart from the high willingness to recruit wikipedians, creating imbalances in the longer run.
• A substantial reliance on the experience and workload of few board members, and geographic distances creating some barriers against day-to-day communication.
• A very limited and fragile editing community in Northern Saami, making outreach activities hard to start up as there are few ambassadors in that language region.
• The general decline in the number of editors has been felt in Norway, too, since 2012 or earlier. The decline seems halted now, and article production seems to increase, but the Strategy objectives of increased participation and more editors are clearly threatened by the underlying, negative trend that efforts and outreach struggle to neutralize. We have met this with a strong emphasis on training and recruitment outreach.

Key programs in the upcoming year's annual plan

Introduction

Wikimedia Norge has approved a five-year Strategy 2011-2015, which sets 10 specific goals and objectives to be met by the end of 2015. The Strategy is an application of the Foundation Strategy, and localizes the global goals and objectives defined by the WMF.

The 2011-2015 Strategy - goals and objectives

The 2011-2015 mission, goals and objectives to be reached by the end of 2015, are:

• Mission: Wikimedia Norge shall be the leading, Norwegian organization for individuals who believe that sharing knowledge and open knowledge brings society forwards. We shall be a visible advocate of open and independent knowledge sharing. We shall contribute to Norwegian information and public data being made available to a global public in free licenses.

1. Objective: Wikipedia shall offer Bokmaal readers at least 500,000 articles, and a doubling of today's 840 quality-assessed articles and lists.
2. Objective: Wikipedia shall mobilize at least 2,000 editors and 1,000 active editors (> 5 eds / month) in Bokmaal.
3. Objective: Wikipedia shall offer Nynorsk readers at least 120,000 articles.
4. Objective: Wikipedia shall mobilize at least 300 editors and 100 active editors in Nynorsk.
5. Objective: Wikipedia shall offer at least 5,000 articles in Northern Saami.
6. Objective: WMNO shall support a viable editing community on the Northern Saami Wikipedia.
7. Objective: Wikimedia Norge shall contribute to more female editors than today, on all language versions.
8. Objective: The Norwegian language versions of the Wikipedia and other Wikimedia projects shall receive a markedly larger amount of images, especially by releasing public imagery deposits in free licenses.
9. Goal: Wikipedia shall offer Bokmaal and Nynorsk readers the quantitatively, and qualitatively, best Norwegian encyclopedia in all relevant fields of knowledge, including in fields that are the focus area of competing, comprehensive encyclopedias.
10. Goal: The Norwegian language versions of the Wikipedia shall, at any given time, have a maximum user-friendly interface and availability on both mobile, and fixed platforms.

The strategic goals and objectives' attainment has been regularly evaluated by the board, and the 2014 Plan conducts detailed evaluation and progress, with estimations towards future (2015) actuals for each parameter. The evaluation by late 2013, reveals that objectives will be met for article production, but attainment is not currently underway for editor recruitment and quality articles and lists. Goals related to women editors and quality versus competitors, have not had any parameters measured.

The 2014-15 Matrix - Strategic Priorities and Programs

Wikimedia Norge applied for the funding of four programs from the FDC in 2012-13 Round 2, but was allotted only half of the requested funds, and therefore had to reshuffle programmatic planning altogether. The board utilized the 2014 Plan and deliberations with the community, to set up five Strategic Priorities for 2014, which should structure the attainment of altogether 15 overall goals and objectives for 2015 (above).

Strategic Priorities 2014:

A. Collaborative culture on the Wikipedia, including community support - responsibility: Board + Staff

B. Thematic scope in article cover, including women topics outreach - responsibility: Board + Staff

C. Quality enhancement of content on the Wikipedia, including academia - responsibility: Board + Staff

D. Northern Saami Wikipedia, including publicly co-funded projects - responsibility: Board

E. Professionalization and funding, including organization and media - responsibility: Board + Staff

All the 10 goals and objectives (above), and a few new ones, were then fitted into these five Strategic Priorities, and then sorted between an (i) Internal community program, (ii) External GLAM program, (iii) External Academia program, (iv) Northern Saami program, and (v) Professionalization and Funding program. This gives a matrix-based scheme broken down into 44 identified actions, corresponding responsibilities, and evaluation.

The five Strategic Priorities (A-E), sorting a total of 15 goals and objectives with 44 identified actions, for 2014 are:

A. Collaborative culture on the Wikipedia, including community support

1.Internal: Wikipedia shall mobilize at least 2,000 editors and 1,000 active editors (> 5 eds / month) in Bokmaal.

2.Internal: Wikipedia shall mobilize at least 300 editors and 100 active editors in Nynorsk.

B. Thematic scope in article cover, including women topics outreach

3.External: Wikipedia shall offer Bokmaal readers at least 500,000 articles.

4.External: Wikipedia shall offer Nynorsk readers at least 120,000 articles.

5.External: Wikipedia shall offer at least 5,000 articles in Northern Saami.

6.External: Wikimedia Norge shall contribute to more female editors than today, on all language versions.

7.External GLAM: The Norwegian language versions of the Wikipedia and other Wikimedia projects shall receive a markedly larger amount of images, especially by releasing public imagery deposits in free licenses.

8.External GLAM: Wikimedia Norge shall facilitate to reach 10 Wikipedians-in-Residence by 2015.

9.External GLAM: Wikimedia Norge shall cooperate with 2 more, major institutions in 2014

C. Quality enhancement of content on the Wikipedia, including academia

10.External academia: Wikipedia shall offer Bokmaal readers a doubling of today's 840 quality-assessed articles and lists.

11.External academia: Wikipedia shall offer Bokmaal and Nynorsk readers the quantitatively, and qualitatively, best Norwegian encyclopedia in all relevant fields of knowledge, including in fields that are the focus area of competing, comprehensive encyclopedias.

12.External academia: Wikimedia Norge shall identify 1-2 university colleges and initiate cooperation, in 2014.

13.Internal: The Norwegian language versions of the Wikipedia shall, at any given time, have a maximum user-friendly interface and availability on both mobile, and fixed platforms.

D. Northern Saami Wikipedia, including publicly co-funded projects

14.Northern Saami: WMNO shal support a viable editing community on the Northern Saami Wikipedia.

E. Professionalization and funding, including organization and media

15.Professionalization: Strengthen communication, community support, membership recruitment, and funding of WMNO.

The 15 main goals and objectives, the action framework and responsibilities, are distributed into these five Strategic Priorities and five programs for 2014. There are altogether 44 identified actions in the matrix, each with one or two responsible. The matrix form means that for example the goal of attracting more female editors, has specified actions both under the Internal program, the External GLAM program, and the External Academia program. This means that the Women Outreach Officer works regularly with both the GLAM Outreach Officer and the Media and Education Officer. This secures much cross-functional teamwork, with normally two people collaborating on each project or action. That can be two hired staff, or one staff and one board member.

Recruiting women

The board has repeatedly stated the strong urge to recruit more women as editors to the Wikipedia. In Norway, as long as one gender-split-generating program ran on the toolserver until recently, Bokmaal had 7-12 % women and Nynorsk had 25-35 % women among their editors, among gender-registered users. As of today, one staff at 20 % FTE is responsible for solely working with women recruitment, including the editing relay, the March 8 editing competition, etc. The board agrees on increasing this focus considerably, as an integral dynamic of the Internal community program (create a collaborative culture that is welcoming women), the External GLAM program (increase thematic scope), and if possible, of the External Academia program. Already, the part-time Women Outreach Officer works closely with the GLAM and Media & Education Outreach Officers to integrate the gender perspective in their efforts. This has been highly successful, with events thus far attracting a female majority of both lecturers and participants. This is a ascending trend in our programmatic work.

(i) Internal community program (new)

1. Please share the a) goal as well as (b) the measurable result(s) your organization hopes to achieve, including (c) when you expect the result(s) to be achieved.

• The program shall contribute to a collaborative culture that is welcoming to new editors and women at the Wikipedia projects, by action to

• Mobilize at least 2,000 editors and 1,000 active editors (> 5 eds / month) in Bokmaal, by 2015.
• Mobilize at least 300 editors and 100 active editors in Nynorsk, by 2015.

• The program shall contribute to quality enhancement at the Wikipedia projects, by action to

• Support a user-friendly interface and availability on both mobile and fixed platforms.

2. How does this program address Wikimedia movement strategic priorities?

• It supports the Strategic Priority to Increase participation and Encourage innovation.
• It supports the 2015 target of increasing active editors (> 5 edits / month) to 200,000, and of supporting healthy diversity in the editing community.

3. What key activities are associated with this program?

This is a new program compared to 2012-13 Round 2, and it will support the Strategic Priority A. Collaborative culture, and partly B. Thematic scope.

Key activities 2014-15 will include:

• Developing a culture-building community project targeting Wikipedia administrators and their role, as explored by WMDE.
• Explore some models of mentorships and special programs for newcomers, drawing on experience of WMSE and WMDE.
• Develop welcoming strategies and measures targeted towards women contributors, 2014-15.
• Explore the utility of targeted, women editing evenings as pioneered in the United States.
• Regional outreach events to gather existing and new users in all the five regional centers of Norway, in 2014. Target locations will be identified later but the East region, Trondheim, Bergen, Tromsø (~10 wikipedians), and the Southwest, clearly stand out with great potential.
• Continue and develop the 2014 achievement of monthly wiki workshops for new editors, with a geographic spread (March: Vestfold, June: Kongsberg, October: Tromsø, etc).
• Continue and develop further the successful institutions of larger editing competitions.
• Explore projects to support the Norwegian Wikidata community, mainly with public data.
• Explore practical ways to allot mini-grants to activists (Wikimania, photo exhibitions, etc).
• Produce recruitment material, handouts and give-aways, drawing on much inspiration from WMSE.
• Develop the recent success of press accreditation for Commons photographers.
• Develop systems to give editors access to various digital resources.
• Extend the number of photo/video hunts from 2 in 2013, to 5 in 2014 and 2015.
• Refresh the Wikipedia.no entry hub for new contributors.
• Video project with tutorial films for newcomers, production in 2014.
• Increase from quarterly newsletters to monthly newsletters.

4. How will your organization measure and report the results of this program?

• Measure of results will utilize stats for overall strategic evaluation (articles, editors), and wikimetrics for programmatic evaluation.
• We have already applied stats for overall evaluation since 2013. Application of wikimetrics will be utilized for evaluating the effect of regional outreach activities, etc.
• From H2, 2014, WMNO will start issuing Norwegian-language versions of the English-language activity reports.
• From H2, 2014, WMNO will start issuing evaluation reports on progress along the 2011-2015 Strategy.
• The Annual Report to the Annual Assembly will contain more elaboration on activities and results.
• Progress will be included every quarter in the newsletter to members.
• The already ongoing use of the blog and Facebook for event communication will be extended and integrated into one staff's work description.

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

• We believe that the matrix evaluation in the Planning document will allow for good takeaway discussions in the board and wider community.
• The Annual Report will, from AA 2015 onwards, include a metrics and impact section, focusing on the main stats and wikimetrics analyses.

Any additional details:

• The regional outreach events have already been submitted as a project for funding from the Savings Banks' Fund (Sparebankstiftelsen, but this funding is in no way assured).
• The program will be supported by 100% FTE hired staff, of which 50% attained to women recruitment.
• Board members will play an important operational role in this program.

(ii) External GLAM program (year 3)

1. Please share the a) goal as well as (b) the measurable result(s) your organization hopes to achieve, including (c) when you expect the result(s) to be achieved.

• The program shall contribute to increase the thematic scope in article cover, including women topics outreach, by action to

• Recruit more female editors than today, on all language versions, by 2015.
• Reach targeted numbers of articles in Bokmaal, Nynorsk, and Northern Saami, by 2015.
• Attract a markedly larger amount of images, especially by releasing public imagery deposits in free licenses.
• Reach an accumulated 10 Wikipedians-in-Residence in Norway, by 2015.
• Cooperate with 2 more, major institutions, in 2014.

2. How does this program address Wikimedia movement strategic priorities?

• It supports the Strategic Priority to Increase participation and Improve quality.
• It supports the 2015 target of increasing the number of Wikipedia articles to 50 million, and of supporting healthy diversity in the editing community.

3. What key activities are associated with this program?

This is a continuation of programs number 2 and 3 from 2012-13 Round 2, and it will support the Strategic Priority of B. Thematic scope and partly C. Quality enhancement.

Key activities stipulated in the 2012-13 Round 2 submission were:

• Advanced training courses, integration of content in Heritage Here, GLAM-theme competitions, and social/tutorial gatherings from fall 2013.
• Wikipedian-in-Residence opting to get established at National Library, National Archives (Riksarkivet), and the Directorate of Cultural Heritage (Riksantikvaren).
• Status: Advanced training courses have not been attained, whereas Heritage Here integrating has taken off, and the last two activities have been successfully implemented, not least in cooperation with the Directorate of Cultural Heritage (link, link). The Heritage Here project also closely follow the establishment of Wikimaps Nordic. The aims for Wikipedians-in-Residence have all been achieved, there have been WiR's established in all three institutions, plus the University of Technology and Science).

Key activities 2014-15 will include:

• Document results and best practice from 2013, interviewing WiRs, etc, more systematically (in progress).
• Contribute actively to the build-up of Wikimaps Nordic (WMFI), Heritage Here (in progress).
• Explore new and better ways to develop social and professional arenas for WiRs, possibly Nordic.
• Explore if it is worth the effort to develop and stage advanced "level 2" training courses with Arts Council Norway, based on their systematic feedback collected from the basic courses in 2012-13.
• Develop a best practice model for smaller museums and GLAM institutions, based on 1-2 national institutions who have pioneered wikipedization for some time, by letting the smaller institutions follow and learn systematically from it (deliberations ongoing).
• Extend and/or develop the cooperation with the Norwegian Museum of Cultural Histry (ongoing), the Directorate for Cultural Heritage (expert editing groups), Oslo museum, National Archives, Labour Movement Archives (deliberations started), Natural History Museum (one event agreed), and the University of Technology and Science.
• Develop and strengthen recruitment for the 2014 edition of Wiki Loves Monuments in Norway, possibly once again in cooperation with the Directorate for Cultural Heritage.
• Develop the concept Wiki Loves Memories for possible trial in 2015. The unifying idea is to collect and upload Cine film and private video recordings of historic value, which abounds in Norway where the democratization of living picture started in the 1950s-1960s. Rolls and rolls of 8mm films and tons of videocassettes are destroyed or simply thrown away every year. Unlike still images, moving images up until digital age, have required some sort of technical remedy to be viewed, and thus the survival rate of moving images is a lot smaller than that of still pictures. A for-profit initiative collected lots of private, historically valuable film back to 1905, including WWII, from the various Norwegian regions in the early 2000s (link), but this has not been done in free license here. This project needs technical assessment, validation of collection methods, digitalization methods and costs, metadata procedures, and artist validation. Our Media and Education Officer, who is an experienced film producer and lecturer in film production at university level, will chair this project. He organizes a major wiki workshop at Cinemateket in May, together with the Norwegian Film Institute and other professional players, and will start exploring this new program together with film professionals before summer.
• Produce outreach material including a short brochure, targeting the GLAM sector and it's experts.

4. How will your organization measure and report the results of this program?

• Reports and interviews with WiRs will be shared, and discussed, with the GLAM institutions.
• We will measure the results of the WLM effort directly in the participation rate and uploads.
• WiR and institution efforts will be measured against the objective to have 10 (cumulative) WiRs and 2 more GLAM cooperations.
• Reporting will be included in the Norwegian-language quarterly report and the monthly newsletter (above).

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

• We believe that the matrix evaluation in the Planning document will allow for good takeaway discussions in the board and wider community.
• The institutional cooperations are being continuously assessed by the board, and when opting for 2 new institutional partners we will actively consider to scale off one partner if activity level permits.
• The Wiki Loves projects will be evaluated after the 2014 and 2015 editions.
• The Wiki Loves Memories exploration project will be assessed in a concluding feasibility report.

Any additional details:

• The program will be supported by 50% FTE hired staff.

(iii) External Academia program (new)

1. Please share the a) goal as well as (b) the measurable result(s) your organization hopes to achieve, including (c) when you expect the result(s) to be achieved.

• The program shall contribute to enhance quality of content on the Wikipedia, including academia outreach, by action to

• Reach a doubling of today's 840 quality-assessed articles and lists in Bokmaal, by 2015.
• Reach to offer Bokmaal and Nynorsk readers the quantitatively, and qualitatively, best Norwegian encyclopedia in all relevant fields of knowledge, including in fields that are the focus area of competing, comprehensive encyclopedias.
• Identify 1-2 university colleges and initiate cooperation, in 2014.

2. How does this program address Wikimedia movement strategic priorities?

• It supports the Strategic Priority to Increase participation and Improve quality.
• It supports the 2015 target of increasing the percentage of material reviewed to be of high or very high quality by 25 percent.

3. What key activities are associated with this program?

This is a new programs compared to 2012-13 Round 2, and it will support the Strategic Priority of B. Thematic scope and primarily C. Quality enhancement.

Key activities 2014-15 will include:

• Identify 1-2 university colleges with an initiative to co-operate, with Wikipedia in higher education as the basis. In January 2014, Wikimedia Norge secured an agreement of intent to start up 2 Master programs where Wikipedia will feature as didactic and publication tool in education, with the University College of Lillehammer. From before, we have been approached by the University of Nordland (in Bodø) which tried this approach in 2012-13, and Wikipedia has been applied in education for some years at the University College of Oslo, and by professor Espen Andersen at the Norwegian Business School BI (Oslo). This means that we have a critical mass of qualified interest in the academia, and will start a development program for such cooperations where Wikimedia Norge takes part in outreach, advisory roles, and international connections to academia abroad.
• Target especially the c. 20 university colleges and private Business Schools that are outside the group of 8 incumbent universities that together fund the competing encyclopedia SNL.
• Organize Wikipedia Academy in the university city of Tromsø, Northern Norway, in late fall 2014. Focusing on outreach towards the educational and science environment at the University of Tromsø, and also targeting the vibrant Northern Saami language and history department at that institution. Build synergies between the External Academia program, and the Northern Saami Program, targeting teachers' education in Saami.
• Induce, and support scientific editing contests on selected issues according to the study profile of partnering institutions.

4. How will your organization measure and report the results of this program?

• The program will materialize in a number of educational institutions adopting Wikipedia as a didactic and publication tool in study programs. The quantified objective to double today's 840 quality-assessed articles and lists in Bokmaal, by 2015, is bold and it's attainment is not entirely linked to the External Academia program. The program will have to target scientific topics editing specifically, and measured by the quality-assessed article metric.
• We believe this program has qualitative values beyond that of quantifiable measurement, apart from measuring the number of cooperating institutions. Getting students of higher education accustomed, and internalized to accept Wikipedia as a scientific publishing channel would be of immense value in the longer run. The Norwegian institutions of higher learning are rather conservative, openings mostly occur at faculty level and not at institutional level. This calls for some care in measuring result. We are not certain how to measure the result of academia outreach, and will explore some best practice (United States, United Kingdom, Sweden, Germany) in order to proceed.

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

• The fragile loyalty that we anticipate from institutions and faculty of higher education, means that progress will start with some trial-and-error. We have four specific openings and will start by exploring the potentials of all of these. Two institutions have been persuaded to try out Wikipedia as a didactic platform from next semester on, and close support and follow-up from Wikimedia Norge will be necessary to build a basis for further progress.

Any additional details:

• The program will be supported by 50% FTE hired staff.

(iv) Northern Saami program

1. Please share the a) goal as well as (b) the measurable result(s) your organization hopes to achieve, including (c) when you expect the result(s) to be achieved.

• The program shall contribute to develop a viable Northern Saami editing community, by 2015. FDC funds will not be applied to be spent for this program, project costs will by and large materialize if the project gets other funding. However, WMNO will consider during the year whether to spend a slight amount of paid staff time to write funding applications, submit inquiries to the Saami Thing, etc. This will amount to a maximum of 10 % FTE of one staff's time, while the general responsibility to develop the program will rest with the Board.

2. How does this program address Wikimedia movement strategic priorities?

• It supports the Strategic Priority to Increase participation and Improve reach.
• It supports the 2015 target of supporting healthy diversity in the editing community.

3. What key activities are associated with this program?

This is a new programs compared to 2012-13 Round 2, but a thematic continuation of a previous project with NOK 175,000 in public funding. It will support the Strategic Priority of D. Northern Saami. It is the only program for 2014 that has been assigned responsibility solely among Board members, but in 2014-15 it will opt to recruit professional staff primarily with public funds from the Saami Thing (Sametinget).

Key activities 2014-15 will include:

• Develop a c. NOK 500,000 outreach project targeted at Northern Saami schools, for funding by the Saami Thing (Sametinget), and utilizing the central role of students and teachers in preserving the Northern Saami language. At present, Wikipedia is probably the largest, single reservoir of knowledge in the Saami language, at some 8,000 articles. However, the language community is fragile and mostly oral, apart from a rather vibrant Facebook community on grassroot level. We will aim to utilize the didactic value of Wikipedia in education at lower-level schools of Northern Norway.
• Organize Wikipedia Academy in the university city of Tromsø, Northern Norway, in late fall 2014. Targeting the vibrant Northern Saami language and history department at that institution, to which we already have excellent connections.
• One member of the board of WMNO is assistant professor of Northern Saami language at the University of Tromsø, and will closely support the program development.

4. How will your organization measure and report the results of this program?

• Results will be measured by external funding. Results will be communicated through communication of the social impact of the program, and through the regular channels of WMNO - media, blog postings, member newsletters, quarterly report, etc.

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

• WMNO already has programmatic experience with Northern Saami outreach, and knows very well how demanding it is to succeed. Saami-speaking Norwegians are reluctant to write publicly in Saami in the setting of Wikipedia, and for-pay writing in other contexts (for several decades) has somewhat destroyed the propensity to write in Saami for the general public without pay. The program must start by exploring viable platforms of voluntarism in close collaboration with the Northern SSaami language faculty of the University of Tromsø, and with locals on the ground.

Any additional details:

• The program will be supported by 10% FTE hired staff.

(v) Professionalization and Funding program.

1. Please share the a) goal as well as (b) the measurable result(s) your organization hopes to achieve, including (c) when you expect the result(s) to be achieved.

• The program shall contribute to professionalization and funding of Wikimedia Norge, by action to:

• Strengthen communication, community support, and membership recruitment.
• Release external funding with up to NOK 1 million in 2014-15.

2. How does this program address Wikimedia movement strategic priorities?

• It supports the Strategic Priority to increase participation and increase reach.

3. What key activities are associated with this program?

This is a continuation of Program 4 from 2012-13 Round 2, and it will support the Strategic Priority of E. Professionalization and Funding.

Key activities stipulated in the 2012-13 Round 2 submission were:

• Hiring 2 FTEs, hiring an office in Oslo, develop a funding action plan, develop a systematic tool for evaluating and documenting strategic progress, activate the blog site, and activate a regular newsletter to members.
• All of these 6 activities were achieved in 2013. There were 1.6 FTEs hired, an office opened in January 2014, a funding plan approved, a tool for evaluation and strategic progress was initiated with the 2014 Plan, the blog is activated together with the Facebook site (1.370 friends) and the Twitter account (645 followers), and the newsletter has been made quarterly, as a start.

Key activities 2014-15 will include:

• Further develop the integrated matrix tool of strategic target-setting, implementation, evaluation, and progress documentation, that has been initiated with the 2014 Plan.
• Professionalize the Facebook, Twitter, and blog outreach functions by making them part of a hired staff's work description.
• Develop work descriptions for all hired staff, a process that only started in March, 2014.
• Systematically communicate progress and results through the WMF GLAM blog.
• Develop a thorough application for the awaited NOK 5 mio encyclopedic funding in 2014, focusing n Wikipedia as an integrating arena of cultural development among the broad levels of the norwegian public, and youth.
• Systematically apply for funds from the Savings Banks' Fund (Sparebankstiftelsen), of which the first application (for outreach activities) was submitted in February, 2014.
• Initiate deliberations in 2014 with the NUUG Foundation (Norwegian Unix User Group Foundation) in Oslo, which allocates funding from the heritable Unix fund in Norway.
• A more systematic work with visibility through the media, focusing on women, GLAM and academia in 2014-15.
• A structured use of general population surveys (CATI) on use and experience with Wikipedia, segmented, in order to get a better picture of target groups to approach in recruitment and media outreach.
• Calendar of activities (initiated) more visible at the WMNO site and Facebook.
• Refresh the Wikipedia.no entry hub for new contributors.
• Attach social media outreach responsibilities to staff positions.
• Increase from quarterly newsletters to monthly newsletters.
• Make the online gadget shop and membership payment solution more visible and accessible (link).
• Continuing the close collaboration on learning and best practice with Wikimedia Sverige (2 study tours in 2013-14), and establish similar options with Wikimedia Deutschland.

Compliance and governance are supported by Wikimedia Norge in the following way:

• A board-approved instruction for board work, ethics, compliance, and economic transactions (link).
• Written work agreements and an IT instruction for employees, including provisions on conflict-of-interest, intellectual property rights to work produced, non-disclosure, etc.
• A common space (no-boards) where all board members, oversight committee members, and auditors, can access copies of all original receipts and invoices, all bank account excerpts (monthly), and all accounts (monthly).
• Accounting provided by a board members, in excel spreadsheet, applying the legal, Norwegian accounting standard, legally provided numbering, double bookkeeping against bank or balance sheet, continuous (monthly) accounting and balance sheet keeping.
• A tax account established, as provisioned by law.
• A tax reporting account established, as provisioned by law.
• A double access to the bank accounts, for mutual oversight.
• A recently started process to produce work assignment descriptions for all employees.

4. How will your organization measure and report the results of this program?

• Results will materialize through the degree of external funding, where an external funding of at least NOK 500,000 should be achieved by 2015.
• Results from membership management will materialize in increased membership, and increased member retention.

5. How will what your organization learns from measuring these results direct your future program planning and decision-making?

• The historic funding submission record and experience of WMNO will be documented, for later learning, by summer 2015.

Any additional details:

• The program will be supported by 40 % FTE hired staff.
• Board members will play an important operational role in this program.

Financials: year-to-date progress

"Year-to-date" refers to the period between the start of your organization's current fiscal year and the date your organization submits this proposal. Please provide the most recent year-to-date financials available, whenever possible.

1. Please identify the start date (month/year) and end date (month/year) of the 12-month period you define as "year-to-date" in this section.

• 07/2013 - 02/2014 (July-July Budget)

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)	1,100,000.oo	182,790.oo	393,867.oo	65,450.oo	910,000.oo	151,220.oo
Spending	1,090,000.oo	181,125.oo	345,292.oo	57,375.oo	870,000.oo	144,575.oo

Table 3 details, if necessary:

• The 2013-2014 Round 2 funding from the FDC, is only registered in our accounts as a revenue as it is being spent, i.e. "Residual funds" are at any given time not accounted in the Actuals but rather kept in the Balance Sheet. As FDC funds are being spent, the Balance Sheet post "Residual Funds" is being activated accordingly with spending.
• Of the revenues year-to-date of NOK 393,867.oo, a total of NOK 361,634.ooo derives from the FDC grant, whereas NOK 32,233.oo come from other external sources and members (including NOK 15,000.oo from Arts Council Norway).
• Further funding requests in the making, are:

• NOK 50,000 from the Savings Bank Fund, submitted in February
• NOK xxx,000 from the Ministry of Culture, when a promised NOK 5 mio encyclopedia funding is opened for submission (2014)
• NOK 500,000 from the Saami Thing (Sametinget), which has it submission deadline on September,1.

Financials: upcoming year's annual plan

1. Please link to your organization's detailed budget on this Wiki or in a publicly available spreadsheet file.

• The 2013-2014 detailed budget is to be found here.
• The 2014-2015 budget will not be presented until latest April 12, and approved latest April 26, at the Annual Assembly. As last time, we will have to post next year's budget shortly after submission. The below details are, therefore, not approved by the Annual Assembly, but will constitute the board budget proposal to the Assembly.

2. Beyond the Wikimedia movement, does your organization currently receive or expect to receive financial support from external donors?

If so, the FDC staff will request contact information and your permission to contact the donors.

• We expect financial support from the Ministry of Culture, which will grant a total of up to NOK 5 mio for encyclopedic projects in Norway in 2014 (expected in the May 2014 Revised State Budget).
• We expect financial support from the Saami Thing (Sametinget) of up to NOK 500,000 for a Saami project, the project application deadline is September, 1, 2014. We have had funding from them earlier, until 2012.
• We might get a grant from the Savings Banks Fund (Sparebankstiftelsen), from which we submitted a NOK 50,000 request in February, 2014.

3. How much total funding does your organization plan to spend on travel (including staff travel, board travel, other volunteer travel, travel grants, and travel reimbursements)?

• NOK 150,000

4. Excluding these travel expenses, how much total funding does your organization plan to re-grant (as reimbursements, grants, or microgrants to individuals, groups, or organizations)?

• NOK 50,000

5. Overall, please estimate the percentage of total staff time spent on program work, as distinct from the total staff time spent on operational work (such as administration, fundraising, governance, legal, etc.)

• Estimate 250% FTE spent on programmatic work. Administration and legal will be funded by existing and new sources (program v.).

Revenues

Please list anticipated revenues, by source (e.g., Annual Plan Grants through the FDC process, WMF Project and Event Grants, other grants from Wikimedia organizations, grants from institutional donors, public funding, membership fees, donations, event fees or other revenue)

Table 4

Revenue source	Anticipated (in currency requested)	Anticipated (In $US)
WMF-FDC	2,600,000	432,060
Ministry of Culture	n.a.	n.a.
Saami Thing	500,000	83,080
Members, donations, sales, etc	100,000	16,615

Table 4 notes, if necessary:

(Table 5 not used)

Staff and long-term contractors

Please include both part-time and full-time staff and long-term contractors. Current staff should include both staff that are currently hired and staff that your organization plans to hire during the current year. Please provide a link to a detailed staffing plan or organogram, if your organization has one.

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
GLAM Outreach & General Officer	1	100 %	1	100 %	The current GLAM Outreach Officer conducts administrative and all other work not related to women outreach or academia, including updating social media, etc. We intend to keep this work mix in the employment of one staff, with 50% GLAM Outreach assignment (program ii), 30% community support assignment (program I), and 20% media and outreach assignment connected to professionalization (program v).
Women Outreach Officer	1	20 %	1	50 %	We intend to expand women recruitment assignment from 20 % to 50 %, given our strategic focus on this objective (mostly program I, but partly program ii).
Media & Education Officer	1	40 %	1 or 2	100 %	We will introduce a new External Academia program (program iii), with a 50 % assignment, and hire one more person, or convert the current employment to a full FTE, by adding the tasks related to 20 % community support assignment (program i) and a 30% media and fundraising assignment connected to professionalization (program v).

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

Table 6 notes, if necessary:

Summary of staff and long-term contractor expenses

Table 7

	In currency requested	In $US	Percent increase
Current staff expenses	970,000	161,200
Proposed increase for current staff expenses	30,000	4,985	3.0 %
Proposed increase for new staff expenses	562,500	93,475	56.25 %
Total staff expenses	1,562,500	259,650	61.5 %

Table 7 notes, if necessary:

• Current staff expenses are computed from the employed 1.6 FTE staff, during one year (2014-2015), i.e., given a continuation of today's employment level. However, the current staff is only employed for half a year during the current fiscal year 2013-2014, which means that actual costs are only approximately NOK 490,000. However, the increase from today's 1.6 FTEs to next year's 2.5 FTEs would be a 56.25% expense increase, or 61.5 % increase of staff expenses when a 3.0 % wage increase is included. The ongoing wage negotiations in Norway make for a 3 per cent nationwide, bottom wage increase.

Program expenses

Program expenses are the costs associated with your organization's programs. These costs do not include operating costs or staff salaries, which will be described in separate tables. For example, program costs may be the costs of an event, the costs of outreach materials specific to a program, budgets for microgrants and reimbursements, or technical costs associated with specific programs.

Table 8a

Program / initiative	In currency requested	In $US
Program i - Regional Outreach Events	50,000	8,310
Program i - Monhtly Wiki Workshops	20,000	3,320
Program i - Competition prizes	20,000	3,320
Program i - Mini-grants	50,000	8,310
Program i - Outreach material, community	50,000	8,310
Program i - Photo and film hunts	10,000	1,660
Program i - Film project tutorial	50,000	8,310
Program ii - Wikimaps Nordic costs	25,000	4,155
Program ii - Wiki Loves Memories development	100,000	16,615
Program ii - Outreach material GLAM	25,000	4,155
Program iii - Academic competition prizes	25,000	4,155
Program iii - Wikipedia Academy in Tromsø	100,000	16,615
Program iv - Northern Saami program	500,000	83,100
Program v - Omnibus surveys CATI	100,000	16,615
Program v - Film and new media	100,000	16,615
Total program expenses (should equal the sum of the rows)	1,225,000	203,565

Table 8a notes, if necessary:

• In addition, a corresponding program will be carried out if part of the Ministry of Culture encyclopedic funds are granted to WMNO.

Operating expenses

Operating costs are the costs associated with running your organization, and include administrative expenses such as office rent and maintenance, legal services and insurance costs, fees, financial services, board costs, internal IT costs, and fundraising costs. These should not include the program-specific costs described above, or staff costs described above.

Table 8b

Operating resource	In currency requested	In $US
Travel costs, board etc	150,000	24,925
Office cost	100,000	16,615
Rental costs, etc	30,000	4,985
IT and communication costs	20,000	3,320
Accounting, auditing	20,000	3,320
Nordic Chapter meetings	20,000	3,320
Banking costs, etc	5,000	830
Total program expenses (should equal the sum of the rows)	345,000	57,330

Table 8b notes, if necessary:

Summary of total revenues and expenses

Table 9

	In currency requested	In $US
Total cash balance as of proposal submission	90,000	14,955
Total revenues	3,200,000	531,765
Total spending	3,132,500	520,550
Net (revenues less expenses)	67,500	11,215
Operating reserves,* if applicable	157,500	26,175

*Operating reserves are liquid, unrestricted assets available for an organization to use as a cushion, and to cover the costs of operations in case of unanticipated expenses or loss of revenue. Operating reserves are not meant to be considered a solution to everyday cash flow issues; in most cases, they are meant to be held over from year to year, accumulating interest and growing based on each individual organization’s operating reserves policy.

Table 9 notes, if necessary:

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

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

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

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

Yes

Once this proposal is complete, please sign below with the usual four tildes. No changes should be made to the documents after the the deadline for proposal submission for this round passes without written permission from FDC staff. Proposals will be considered submitted once the deadline for proposal submission for this round passes, unless a proposal is withdrawn by the organization submitting the proposal.

Bjoertvedt (talk) 22:48, 1 April 2014 (UTC)