Grants:APG/Proposals/2017-2018 round 1/Wikimedia CH/Proposal form

Proposal by Wikimedia CH to support its annual plan with 300,000 CHF.

2018 will see the continuation of the great efforts that have already been put in place in 2017. Not only have we finalized our three-year WMCH strategy (please click here to read more), but we have also consolidated findings, discussions and so on to draft full Education and GLAM strategies for the years to come. To summarize, everything WMCH does, is built around the Impact Directions:

• Education
• GLAM
• Community (support, bridge, train)

plus the additional direction/focus:

• International and National (Public) Relations

Three enablers are then matrixed to these directions and have to be considered within each program and project (the more enabler in a particular project, the better!):

• Communication
• Diversity
• Technology/Know-how

The metaphor we use to illustrate this, is a house where the roof represents content sharing, curating and collecting in terms of free knowledge, the wall (not shown in the picture) representing WMCH itself with its processes (policies, financial, guidelines, ICT etc.), soft skills (human resources, people development) and tools.

Comment on Wikimedia CH's proposal here

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We ask that you please don't make any changes directly to this page after the proposal submission date, but comment on the discussion page.

If you need to review the edit instructions you will find them in the edit intro.

• Use this form if you are eligible to submit a proposal in the current round, to request funding in the current round.
• This form must be published on Meta by the proposal submission date for each round to be considered, and no changes may be made after the submission date without staff approval.
• This form complements your organization's annual plan, detailed budget, and strategic plan. It won't be considered complete without a detailed budget and strategic plan.
• Organizations may apply for a funding period that does not exactly match their fiscal years. Follow the instructions carefully to understand what time period each question refers to.
• Refer to the framework, guidance from the Board, and the FDC's recommendations before using this form, so you have an understanding of the Annual Plan Grants process.
• Please Email FDCSupport@Wikimedia.org with questions about using the form.

A few terms used in the form:

FDC proposal form terms	Wikimedia terms	Learning & Evaluation terms
Revenue Spending or Expenses Currency requested Staff Long-term contractors Rate of change Annual plan Funding period Fiscal year	2016 Draft WMF Strategy Wikimedia project	Grant metrics Program Objective Goal Target Needs assessment Logic model Impact

Overview

1. In order to support community review, please provide a brief description of your organization's work in the upcoming funding period.

2018 will see the continuation of the great efforts that have already been put in place in 2017. Not only have we finalized our three-year WMCH strategy (please click here to read more), but we have also consolidated findings, discussions and so on to draft full Education and GLAM strategies for the years to come. To summarize, everything WMCH does, is built around the Impact Directions:

Metaphor illustrating the set up and environment of Wikimedia CH

• Education
• GLAM
• Community (support, bridge, train)

plus the additional direction/focus:

• International and National (Public) Relations

Three enablers are then matrixed to these directions and have to be considered within each program and project (the more enabler in a particular project, the better!):

• Communication
• Diversity
• Technology/Know-how

The metaphor we use to illustrate this, is a house where the roof represents content sharing, curating and collecting in terms of free knowledge, the wall (not shown in the picture) representing WMCH itself with its processes (policies, financial, guidelines, ICT etc.), soft skills (human resources, people development) and tools.

2018 will thus concentrate on putting action plans and pilot projects in place in markets where we have not yet been proactively present (Museums, specific areas of Education, Galleries etc.), as well as consolidating and expanding our efforts in areas where we already established connections and have a reputation (Archives, Libraries, certain Universities).

We will reach out to even more partners and like-minded associations formalizing our collaboration efforts if possible and building networks. We believe that building up groups and supporting “hubs” of people who are interested in the same subject/theme will be key to achieve our metrics and goals. Community enablement remains thus a main aspect where we will focus our efforts on.

As already noted in WMCH’s strategy last year, we are still operating with the aim to “fix the basis” as we are slowly moving forward with our ICT processes and tools. This effort will certainly continue in 2018 as not everything will already be put in place in 2017. WMCH has also revisited job descriptions so that its staff can adequately allocate its resources to the identified impact directions, aligning with their development potential and wishes as well as with their strengths. As WMCH’s emphasis is clearly on mindfully nurturing and enabling employees, valuing their time and efforts as well as on professionalization and organizational sustainability, the association now recognizes the need to build some capacity in terms of full-time multilingual project/program support in Switzerland. Aligned with our increased national fundraising efforts (earmarked and non-earmarked), 2018 will thus see a slight increase in FTEs in our organization as well as of our overall budget per impact direction. Our human resources are mostly allocated to programs and we are looking forward to the implementation of analytical accounting to be able to better reflect this in budgetary terms (as staff expenses should only be allocated to a small extent to admin. expenses, the rest should flow directly into programs/initiatives). If not embarking on this path now, WMCH won’t be able to deliver on its ambitious plans and built on the excellent initiatives that have been put in place in 2016 and 2017.

Last but not least, the windows of our house are transparent and indicate good governance. In 2018, WMCH will continue to evaluate and refine specific governance issues to ensure (optimize) efficiency, transparency and professionalism. In particular, the organisation is considering further clarity in regard to Board terms, an Advisory Council, Executive Committee, reporting and meeting schedules and a general review of the statutes of the organization. On top of these efforts, WMCH will also further implement its “Respectful Space Policy” to ensure that all events and discussions that are organized/held by Wikimedia CH or financed via the Association, comply with these rules. WMCH is dedicated to providing a respectful, transparent, and harassment-free space not only at its events but also on its online platforms so that a pleasant environment for focused discussions where contributors engage respectfully can be provided.

2. Name, fiscal year, and funding period.

• Legal name of organization: Wikimedia CH - Verein zur Förderung Freien Wissens (DE) / Wikimedia CH - Association pour l'avancement des connaissances libres (FR) / Wikimedia CH - Associazione per il progresso della conoscenza libera (IT)/ Wikimedia CH - Association for the advancement of free knowledge (EN)
• Organization's fiscal year: 01/01-12/31
• 12-month funding period requested: 01/01/18-12/31/18
• Currency requested: CHF
• Name of primary contact: Jenny Ebermann

3. Amount requested.

Table 1

	Currency requested	US$
Total expenses for the upcoming year	1,077,600	1,119,088
APG funding requested for the upcoming year	300,000	311,550
Amount of funding received from WMF for the current year	294,000	305,319

4. How does your organization know what community members and contributors to online projects need or want? Does your organization conduct needs assessments or consult the contributors and volunteers most involved with its work?

At the end of 2017 we will again conduct an online “community survey” in order to find out more about community needs, ideas and health. This forms an integral part of our yearly Annual Plan. Up to now, the survey has been advertised using a banner in Wikimedia projects and has been open to everyone (members of the associations or wikipedias), only limited to registered users though. The questions at the end of 2016 were more generic but connected with our strategy, enabling to calibrate our initiatives for the year to come. This year, we will certainly also add questions on our GLAM and Education strategies, which have newly been drafted.

In addition, following up on the successful launch of last year, we again conducted a community workshop in Olten, open to all members in Switzerland, where we also took up the opportunity to discuss the "safety space policy". This workshop has also been advertised in Wikimedia projects using the banner. Unfortunately, this year, the workshop has not been as well attended as the year before. Language barriers remain a main hurdle (as the workshop as such is conducted in English) even though people are encouraged to express themselves in their native language. Next year, a new solution might be sought in this regard, potentially conducting smaller gatherings in the different communities whereby one representative would then be invited to attend a national consolidation meeting.

Nevertheless, a successful call for proposals was issued on meta before the summer months to allow submissions from the community concerning our Annual Plan 2018. Many interesting ideas in line with our strategic goals have been received and were thus incorporated into our plans below.

What is more, WMCH has also continued program related in-depth discussions with its various stakeholders in Switzerland and the community managers are always open to collect suggestions, attending meetings, gathering input and asking for feedback for various initiatives and undertakings. Both our Education and GLAM Strategy that were recently drafted are based on consolidated input from the community. Before being finalized, even more stakeholders also across the movement will be contacted to ensure that all WMCH is doing is well aligned with overall strategies, aims and direct community needs.

Last but not least, we are of course closely collaborating with other Chapters across the globe as well as the Foundation in order not to reinvent the wheel but to build on excellent work and common knowledge.

5. Please provide a link to your organization's strategic plan, and a link to your separate annual plans for the current and upcoming funding periods if you have them.

• Link to Wikimedia CH's annual plan 2017
• Link to Wikimedia CH's strategy 2017 - 2020 Please note that this is a work in progress document which might change over time

Financials: current year

The purpose of this section is to give the FDC an idea of how your organization is receiving funds and spending funds toward your current plan. Your current funding period is the funding period now in progress (e.g. 1 January 2016 to 31 December 2016 for most organizations).

Table 2

Financials for the current funding period
Revenues or expenses	Planned (budgeted)		Actual, until one month before the proposal due date		Projected
	Currency requested	US dollars	Currency requested	US dollars	Currency requested	US dollars
Revenues (from all sources)	820,400	851,986	856,752	889,737	948,980	985,516
Expenses	879,667	913,534	381,819	396,519	879,667	913,535

Table 2 notes:

• Budget amounts taken from progress report APG period 2016-2017
• Period year-to-date for revenues actually received: 1 January till 6 September 2017
• Period year-to-date for spendings actually spent: 1 January till 9 August 2017
• Revenues planned for period 1 January till 31 December 2017 revised due to the fact that we received a multi-year fund covering 3 years already in 2017.

Programs: upcoming year's annual plan

This section is about your organization's programs. A program is a defined set of activities that share the same objectives and a similar theory of change. Please share the general goal of each program, and then list the specific objectives that the program will meet. Please do not include information about your organization's operating activities in this section. You may provide information about activities like administration, staff and board training, fundraising, governance, and internal IT in another section or in a supplementary document, but please do not include these activities here as programs.

1. For each program, and overall

• Include targets for each of the three shared measures for each program, and overall. If one or more of these required metrics are not relevant to any of your programs, please consult your program officer.
• Also choose at least two grantee-defined metrics to highlight in this section, and include targets for each of these grantee-defined metrics for each program, and overall. (Other program-specific metrics may be included in your program objectives, in the detailed program sections below.)

Table 3

Shared metrics

1. Participants: The number of people who attend your events, programs or activities, either in person or virtually. This definition does not include people organizing activities, social media followers, donors, or others not participating directly.
2. Newly registered: The number of participants that create new accounts on a Wikimedia project. These include users who register up to two weeks before the start of the event.
3. Content pages: A content page is an article on Wikipedia, an item on Wikidata, a content page on Wikisource, an entry on Wiktionary, and a media file on Commons, etc. This metric captures the total number of content pages created or improved across all Wikimedia projects.

Grantee-defined metrics

1. Content reused by other Wikimedia projects: This metrics identifies how much content, produced by Wikimedia CH programs during 2018 and during the past years, have been reused and included in other Wikimedia projects' pages. An example are the images produced by GLAM projects or the Wikisource content.
2. Number of people reached in Switzerland: This metric is derived from the enabler "communication“ and demonstrates the reach/outreach Wikimedia CH has with its activities in Switzerland. It includes donors, readers of newspaper-articles etc.

Program	Participants	Newly registered	Content pages	Content reused by other Wikimedia projects	Number of people reached in Switzerland
1 GLAM	400	50	55 000	1 000	200 000
2 Education	550	60	300	1 000	300 000
3 Community	650	100	20 000	1 000	200 000
4 International and National (Public) Relations	NA	NA	NA	NA	300 000
TOTAL FOR ALL PROGRAMS	1 600	210	75 300	3 000	1 000 000

Table 3 notes:

• On the 2018 Wikimedia CH considers realistic an increase of 10-20% of the metrics and this increase is aligned with the increase of the budget. A bigger increase is more risky because it's planned a turn over in the staff and a change of some roles.
• Some other metrics like the "newly registered users" will decrease because we have experienced that the biggest problem is not to create new users but to retain them mainly in a multicultural context like Switzerland. For new growing entities based on big countries, this measure can have an important value to measure the quality and the quantity of the work, but for Switzerland it can be a quantitative but not a qualitative measure and we have seen that some programs, focused on the creation of new users, can have a negative impact in other metrics.
• The new metrics of "Content reused by other Wikimedia projects" will be conservative because it's the first time we introduce it and we don't have a past experience to check if this number will be or not realistic and if this metrics will be successful for some partners like GLAM.

Program: Galleries, Libraries, Archives, Museums

1: Libraries and Archives

2: Museums and Galleries

3: International GLAM outreach

4: Digital Innovation

Introduction

Logic Model for GLAM.

Up to now, Wikimedia CH has carried out many initiatives in the field of GLAM (Galleries, Libraries, Archives and Museums) without ever having established a clear plan and path forward concerning its respective approach. In order to ensure impact and relevant outcomes and given the current technological innovations as well as the rapid progress these new technologies are making on the different markets, the need for a concrete plan going forward has become more pressing than ever. Past experiences have shown that galleries, libraries, archives and museums all require a specific market approach as often the stakeholders, objectives and concrete target audience of a given institution differ. As you will see below, our annual plan 2018 now specifically bundles markets/initiatives to better reflect the real situation. What is more, in order to be effective, Wikimedia’s measures and initiatives should indeed respond to needs rather than focusing on what we think should be implemented or pushed through.

We thus drafted a coherent GLAM Strategy that you can read here. It provides a background overview of where the four domains of focus: Galleries, Libraries, Archives and Museums are currently situated, how the markets are evolving in general and what can be seen/deducted. It then offers an outlook into the future taking major global trends into account and finally matches these insights with the current organisation and set-up of WMCH as an Association. Short-term, mid-term and long-term ideas and initiatives are brought forward so that concrete plans and measures can be shaped around a clear vision and mission for the future of Wikimedia’s involvement in the GLAM sector in Switzerland.

The Annual Plan 2018 takes the strategic overall focus until 2020 into account and shapes programmes/initiatives per segment (Libraries and Archives: consolidation; Museums and Galleries: market entry strategies) that are all accompanied by so-called master plans setting clear operational goals.

1: Libraries and Archives

Current context

Wikimedia CH started working with GLAM several years ago, but the main actors remain libraries and archives. This is why Wikimedia CH begins to think about how to continue supporting archives and libraries, but also how to set up a specific approach for museums and galleries.

Archives and libraries are currently undergoing a radical change, people are increasingly going away from the idea of libraries being the only source for accessing information. In addition, libraries/archives create networks to combine their scarce resources or strategically align themselves with innovation. Wikimedia CH therefore wants to enhance these activities and support the development of GLAM with innovative technology solutions.

Planned goals

1. Refine our action plans keeping in mind the facilities and needs of the institutions: "What might inspire or help them most?" Looking for mutual benefit.
2. Increase content and the quality of the uploaded content pushing for a more efficient inclusion into all Wikimedia projects
3. Help libraries and archives becoming more efficient through teaching them the functioning of the various tools/initiatives
4. Create a group of mentors to effectively steer the needs and collectively find solutions to problems that Libraries and Archives face
5. Expand the community (mainly online) interested to participate to GLAM activities
6. Consolide the existing network and create new partnerships based upon the successes of 2017. Extend the network to diverse partners in diverse linguistic areas.
7. Make activities more visible to the general public through setting up relevant communication channels/measures

Expected Activities

• Plan and organise two events with existing partners (one Edit-a-Thon and one Hackathon)
  • Reach 100 active users (15 percent new users)
  • Load up 1000 archive files (papers or documents)
  • Evoke press publicity (2 newspapers at each event)

• Help institutions to be more efficient:
  • Setup a 4 training classrooms for Libraries and Archives
  • Propose a least a tool for a better process
  • Make the results known in the network and beyond to help spread usage of tools and best practices

• Increase the content uploaded and the articles improved of 5%
  • Increase the number of files uploaded
  • Increase the number of created or modified articles or pages
  • Extend the action of Libraries and Archives to other Wikimedia projects (i.e.Wikisource) (example: Yann Forget activity)

• Increase the quality of uploaded content
  • Align the main important institutions in CH behind the idea to create a citation-template
  • Define the most important information that should be included in the templates
  • Keep in contact with the community to improve templates and make sure they are used
  • Train Libraries and Archives for a most effective inclusion of their content

• Increase the GLAM network
  • Add two new institutions to the GLAM network

2: Museums and Galleries

Current context

So far, Wikimedia CH has not engaged actively with museums or galleries. Some smaller activities or contacts took place like "GLAM on Tour" or the "small GLAM" project but there was no underpinning strategy or plan. The Museums and Galleries sector has been identified as an area of high potential for impact, not only in terms of sharing and accessing free knowledge but also in terms of fundraising. Therefore, during the next three years, Wikimedia CH will develop and implement concrete action plans in that regard, keeping in mind other Wikimedia organisations or groups around the world who might also need access to these findings or learnings.

Museums in particular are more and more integrating emerging technologies and approaches such as social media, open content, and crowdsourcing as a means of engaging their communities both internally and externally on a continuum of participation. Leadership and staff alike are embracing innovations that include mobile and network technology, which enable their institutions to provide patrons with more immersive opportunities that integrate visitor knowledge into exhibits and objects. Galleries on the other hand focus on representing artists and sell art. Therefore, this particular market differs extensively from the museum sector and is oriented more globally. The market structure as we see it encompasses galleries, art dealers, auction houses and private sellers and is financed privately. WMCH would like to investigate more if galleries could be interested in its work and become important "friends" of the organisation (in terms of donations, providing for an event location etc.).

Desired change

1. Perform additional research in the museum sector and define a clearer definition of "museums" and "galleries" (i.e. ethnographic museums, archeological sites, etc.)
2. Improve communication between the different stakeholders and set up communication channels within the movement for people working on the same/similar programs
3. Further new partnerships and actively participate in the existing GLAM network
4. Run online contests and other activities to facilitate the outreach to museums and galleries (i.e.Wiki Loves Arts)
5. Develop new technical solutions for museums and galleries (for example feasibility study for so-called "makerspaces" or "beacons")

Activities

• Reach out to Associations of Museums (i.e.“Verband der Museen der Schweiz” and the “Verein Zürcher Museen”)
• Concept and publish a brochure or microsite describing WMCH's GLAM Mission and vision as well as concrete areas the Association can help Museums address their challenges (value proposition for cooperation and common projects)
• Potentially organise an edit-a-thon within a major event (ideally at the “International Museum Day” in Zürich)
• Potentially be involved in the "Lange Nacht der Züricher Museen". To be organized with at least 4 institutions.
• Starting a development of the idea of a Museum HUB-Organization (makerspaces, hives)
• Run additional research in the museum sector aimed at developing new technical solutions for museums and/or galleries in future
• Run an online contest to facilitate the outreach to museums and galleries (i.e.Wiki Loves Arts or Wiki Loves Monuments)

3: International GLAM outreach

Current context

Switzerland hosts various associations and foundations dedicated to art and culture, as well as international organisations - that have their headquarters or offices in Switzerland - owning important archival and documentary material. Wikimedia CH would thus also like to open up its GLAM program to international activities, reaching out to other Chapters and organisations that already organise international gatherings or common projects on a European level so that WMCH can become an active contributor in this sector.

Desired change

• Research and start building-up relevant cross-border engagements for digital innovations, policies and privacy
• Reach out to relevant international stakeholders in the sector
• Evaluate whether a participation in the European Year of Cultural Heritage 2018 might make sense and would be possible

Activities

• Collaborate with a Chapter or with an International Association concerning a cultural or technological project (i.e. Interreg)
• Join an international GLAM network
• Participate at an international event (i.e. European Year of Cultural Heritage 2018)

4: Digital Innovation

Current context

Recently Wikimedia CH has begun to provide technology support to GLAM. Prior to developing and providing efficient support, Wikimedia CH has restructured its IT organization by selecting new suppliers and then migrating its most critical servers to a new data center. The possibility of a scalable and flexible data center is at the heart of this choice. Following this phase, the IT development can progress and develop more quietly and on a more solid basis.

GLAM are hungry for technology, integration and analysis requests are increasing steadily (for example requests to start Wikidata projects). WMCH has started to select specific partners in this field such as Synapta - which is specialized in developing tools for GLAM using Wikimedia content - and Kiwix - which is open to provide their solution for GLAM projects. Especially Kiwix could be very helpful for those GLAM not having an internet connection, in order to establish a "closed" network, accessible to the public and providing selected content.

All these are excellent ideas but need to be investigated and analysed - also including the actual effort needed for the development of these solutions - before taking action.

Desired changes

• Improvement of dedicated GLAM website as repository of case studies, technology and inspirational activities for GLAM
• Creation of workflows and procedures to help Libraries and Archives to improve their contributions and to increase their content
• Release of a final version of a tool for monitoring
• Definition of a new tool to be released to the GLAM
• Investigation of a possible use of Kiwix for GLAM

Activities

• Migration of WebDAV for the GLAMwiki toolset to the new data center
• Release of the first stable version of the statistical tool
• Continue with the implementation of the statistical tool under the supervision of the established "steering committee"
• Possible kick-off of new tools after careful analysis of GLAM needs and budgetary aspects
• Setup of a pilot to use offline content (Kiwix) for GLAM

Program: Education

1: Education in Secondary sector

2: Education in Tertiary sector

3: Certification

4: Digital innovation

Introduction

This Logic Model depicts the impact direction "Education" as part of the Annual Plan 2018 of Wikimedia CH.

As planned, in 2017, WMCH started to evaluate how the concrete Impact Direction of Education could be better supported. This has been a relatively new activity for WMCH because in the past, education has more been considered a part of other activities rather than a program on its own.

This year, Wikimedia CH has focused its Education related activities on specific areas (Universities and High Schools) also addressing the quality of the trainers and as such starting to set a certification path. In 2018 and for the years to come, based on our analysis as well as discussions with various stakeholders also from within the Wikiverse, the areas of strategic action will be:

• Education in the Secondary Sector
• Education in the Tertiary Sector
• Certification
• Digital Innovation

Digital Innovation remains indeed important, in order to be able to offer appropriate technological support to the education sector as required and per our strategy.

In addition, Wikimedia CH is engaged in following and participating in initiatives at an international level as well as in sharing experiences/best practices with other Chapters.

In 2018, WMCH will continue its analysis and adapt its strategy if needed. Concrete action plans will be drafted as well as pilot projects conducted, ensuring the viability and adequateness of initiatives.

1: Education in Secondary sector

Current context

Wikipedia is used by students to conduct research and by teachers to prepare lessons. However, the criterion for which the contribution becomes fundamental is for the student to develop important skills/competencies (critical thinking, collaboration, motivation), while for teachers it is primarily about sharing knowledge with the wider world. Wikimedia projects are revolutionising the concept and the use of the web, and this change will surely influence the set-up and conduct of trainings/schooling as well. Wikimedia projects offer an interesting platform where students cannot only learn how to contribute and to interact with a community but also train more important skills like building up relationships with other active users of the Wikimedia projects and collaborating in order to co-create projects/content.

The right approach would be to change the mind-sets in schools by presenting Wikimedia projects as an interesting place for the development of competencies. However, the community as such is not always willing to accept classes performing "experiments"; it can sometimes be quite severe and does not like correcting or following poorly prepared or unattractive content/students. For this reason, in order to ensure the correct use of Wikipedia and other projects, a "training platform" should be prepared where students can learn and teachers can experiment before entering onto the main project platform. This way of solving the problem could produce interesting results, but would need to be investigated further. In the Digital innovation section below, we are outlining our proposed solution in that regard.

Last year, Wikimedia CH started to offer training courses to schools by associating Wikipedia with mostly coding and technology. There have been events and activities in collaboration with other associations and inside consolidated formats like Devoxx4kids. These formats are created to host visiting schools instead of going to visit the schools. In our opinion this format is better as it brings more efficiency. We would thus like to continue to collaborate with events such as Devoxx4kids or Media in Piazza and may be join other, similar activities in Switzerland where the focus lies more on "Open Education".

Finally, WMCH would also like to continue building educational paths to be offered to teachers so that they can use these in their classrooms. As an Association, we cannot conduct all the trainings ourselves; we thus believe that a "teach the teachers" model would be the most appropriate and feasible.

Desired changes

1. Create "hives" or clubs as places where students can share experience and be motivated;
2. Setup of a website as a resource repository for teachers and trainers proposing them also a certification path (if possible);
3. Website for schools (improving existing content) including a specific communication model for students;
4. Produce communication material for teachers and for students about Wikimedia projects;
5. Participate at events for schools like Devoxx4kids and Media in Piazza;
6. Possibly establish an active outreach group or an education committee in CH;
7. Foster cross-border engagement for joint activities and programs;
8. Collaborate with GLAM to produce content together with a school;
9. Propose excellent tools for schools and trainers, as needed

Activities

• Define a model to create a "hive" or a club in a local school. First hive set in a high school at the end of 2018 (pilot project);
• Continue the creation of the resource repository for teachers and trainers that will start in 2018;
• Setup of a website addressing students (http://www.wikipedia.ch);
• Produce a small handbook for students and teachers to explain them correctly Wikipedia and related projects;
• Set-up of an education committee;
• Participate at 2 events focused to "Open Education" (i.e. Devoxx4kids);
• Set-up of a Wikipedia "training/experimenting platform" using a specific wiki (i.e. https://www.wikitolearn.org/).

2: Education in Tertiary sector

Current context

Universities are a privileged world for Wikipedia as they have been constantly attracted to the community model and to Wikipedia in general. Wikimedia Switzerland has always had close contacts with them, and some universities have had long-lasting projects (i.e. Herbarium Neuchâtel).

However WMCH is trying to establish a more stable relationship and to create local groups of students who could support Wikimedia projects (i.e. possibly through scholarships). We would like to introduce them to an ethical correct approach to open content, open software and open licenses. This initiative would be called a "Hive" (or club). The idea here is to introduce students to the concept that open software, open content or open data can open up several possibilities in terms of future employment and also to enrich their CVs by improving certain skills (mainly the soft skills). The "open" world is easily accessible and can be experimented. In 2017, WMCH has had the opportunity to work with three students who were doing an internship; this was a perfect opportunity to learn more about their affinities and aspirations as well as their reactions when introduced to the world of "open culture". In line with these learnings, for 2018, WMCH would like to join forces with bigger or smaller players in the Open Culture sector such as the WikiToLearn community or the Open Data association.

In summary, the opportunities which may be offered by universities and by the so-called "hives" is that specialized and "updated" content will be available on various platforms. Those students who are more interested in technology will be very valuable for the Wikimedia community and for driving technological projects further. The “hives” might even help to build up a "tech community" in Switzerland mainly focused on Wikidata. The interest around Wikidata is growing and we see this project as a possible "door opener" which can attract students and researchers. We are going to support local Hack-a-thons or local technical events (like Hack-the-city) even more in 2018 to introduce interested parties to the fact that there is an open repository of content and of data accessible through API and that it can be easily integrated. In addition, we would like to help universities to communicate better around these initiatives and possibilities, which in turn will further our own outreach.

Finally, in 2018, we will start two projects for uploading specialized content into Wikimedia projects partnering with at least two universities. The University of Neuchâtel is willing to start a project with students to improve the historical articles of Wikimedia projects and the University of Bozen will continue to upload content into Wikisource about Rhaeto-Romansh.

Desired changes

1. Creation of "hives" as places where students can share experience and can be motivated in partnerships with other associations (i.e. WikiToLearn);
2. Partnering with associations and players in the field of Open Culture;
3. Partnering with universities to produce specialized content (i.e. University of Bozen and University of Neuchâtel);
4. Support Hack-a-thons and events mainly focused on Wikidata;
5. Confirm the support of Hack-the-City for its 2018 edition;
6. Support student newspapers and establishing a communication plan specifically for reaching out to university students;
7. Engage in cross-border initiatives for joint activities and programs.

Activities

• Definition of a model to create a "hive" in a university;
• First "hive" established in a university at the end of 2018 (pilot project);
• Run at least two projects to upload specialized material into Wikimedia projects (at least 50 new users and 500 modified or created articles or uploaded images);
• Approach at least two student newspapers/websites to have a channel dedicated to Wikimedia projects;
• Support of two swiss hack-a-thons (mainly focused on Wikidata).

3: Certification

Current context

The certification path is a method which proves instrumental also to the other projects in this plan (i.e. for GLAM) and is essential for the creation of a stable community of well-prepared users.

The certification path is a difficult project, which requires a big deal of work, but is increasingly asked for by partners or by projects which require Wikipedians having specific skills and abilities. For WMCH it is hard to find these within the Swiss community, which is smaller compared with bigger ones around us. This is the reason why we would like to start investigating and addressing this challenge. The certification will be, naturally, a continuation and integration of the training possibilities that we already propose; the biggest difference will be that we would propose this training in a more structured way providing for the possibility to have an "examination" at the end of the training and improving continual learning.

The model that will be applied will be taken from some other successful models (i.e. PMI) and will be structured in several areas, including technologies. In our opinion a MOOC or a structured program of training courses will be more efficient if associated with an examination and a certification of these examinations.

Additionally, a well structured path of certification may have a chance to be accepted by universities and may be even validated for official Swiss recognition like ECTS.

In Switzerland, the use of the certifications is recognized as an important value at work. The selection methodology of staff gives a lot of importance to the certified skills and importance is given to training in general (it can also be deducted from taxation). We think that the Swiss context could be a good place to implement such a solution which will be appreciated by employees already working and by students alike.

Desired changes

1. Create a path of certification for different profiles;
2. Advertise this certification to the community and to existing partners;
3. Integrate the content into existing websites to advertise the initiative.

Activities

• Set-up of the first basic certification at the end of 2018;
• Create a communication plan for this certification;
• Set-up a specific website to manage the certification and to host the courses.

4: Digital innovation

Current context

Technology is an enabler of our strategy. This is why it is considered as a separate project taking into account the long periods of development and the time needed for introducing new technology tools as well as the necessary investments which often can be managed together with others programs.

Wikimedia CH is seen by schools as the representatives of innovative technology; it is thus not possible to propose only simple events or meetings to the education sector. There is an identified need to propose training courses as well as technological solutions which can be used by teachers. This could also potentially help WMCH to follow-up with teachers after a potential certification, the aim being to have certified, independent people who can prepare their own courses using a given set of tools and material.

In the past, Wikimedia CH supported projects such as Wikimini for Primary Schools; we would like to do the same now for other levels at school but following a specific didactic purpose and aligned to a concrete plan.

In 2018, we would also like to see our “School 2.0” concept grow, not only simply through schools using Wikimedia content or projects but also by providing new tools that can bring a new approach to education.

This is where we would like to partner with the WikiToLearn community who would open their project not only to universities but also to high schools; they would adapt the workflows of more traditional Wikimedia projects in order to propose a solution that would be more adapted for schools (i.e. requiring a teacher's approval before publishing anything). Additionally, the purpose of WikiToLearn is to create a book and not a hypertext, so it becomes easier for the teacher to work on topics related to school curricula. Once a classroom is sufficiently mature, Wikimedia projects could be promoted.

In addition, there is the possibility to work with the Kiwix team to propose solutions for schools and to propose more tools to the teachers. The idea is to provide thematic, wiki-based educational resources (about history or geography, etc.) and make them available for offline use. This may be appreciated by schools where wifi is not allowed and can help us to "open-doors".

Desired changes

1. Creation of a "secure" environment where classrooms can test and experiment a wiki;
2. Collaborate with the Kiwix team to create offline materials for schools;
3. Establish partnerships with new partners in technology.

Activities

• Provide an IT infrastructure for websites and a repository of materials/tools for the schools and for the certification path;
• Continue with the collaboration/development of WikiToLearn to add more functionalities matching the requirements of teachers and of classrooms. At least one new plugin will be added at the end of 2018;
• Define an action plan with the WikiToLearn community for future developments;
• Release of 10 ZIM files created specifically for schools;
• Create at least one new partnership with a new technological partner.

Note: [1]

Program: Community

Project 1: Diversify communities in CH (F, D, I)

Project 2: Engage with and support community

Project 3: Support to photography

Project 4: Digital innovation

Introduction

This Logic Model illustrates the impact direction "Community"

Empowering our communities by servicing existing users in our three languages (four, with English) the best we can, but also approaching new ones (young people, more women) has been identified as a key priority for the years to come. Building on the great steps made in 2017 to reach out to various audiences and gather their input, we would like to further effective communication by updating existing and creating new appropriate communication channels (internal and external). Diversity also remains a key component that we continue to successfully drive forward. WMCH defines diversity as addressing:

• The various language communities
• Audiences from various ethnic origins, ages, orientations, and backgrounds
• Men and women alike
• Audiences with handicaps, such as blind contributors

1: Diversify communities in CH (F, D, I)

Current context

Wikimedia CH is based in one of the most heterogeneous countries in terms of languages, culture, religion and so on. This is an aspect that can block the development of Wikimedia CH (everything has to be translated into 4 languages) but it is also an opportunity to grow as the mix of different cultures is a very dynamic, positive aspect.

Next year WMCH would like to continue to work around diversity but perceiving this word not only like a dichotomy "Man-Woman", but also like a "diversity of languages", a "diversity of cultures" and a "diversity of abilities". This is a project that should be open to the minorities or at least to reduce the gap between diversities.

Wikimedia CH will continue its activities around feminism (i.e. Let's fill the gender gap and Art + Feminism) which have been successful in Switzerland reaching more than 25,000 people and involving around 80 participants, out of which 30 were entirely new. For 2018, we strive for a similar level of activity and we also believe we can approach other institutions or associations for partnerships.

We would also like to continue our activities with visually impaired and blind users. We started a program for blind and visually impaired users with visually impaired expert Simone Mignami in 2017. We have been slowed down due to his schedule, but we look forward to reaching out to institutions that deal with impairments or handicaps in order to yield at least one new partnership.

In this section we consider also the minor languages. Switzerland the 23th December 1997 recognized Romansh and Italian as minor language. We will continue to support Rhaeto-Romansh (the biggest family of Romansh) and we will try to reach out even more to the Italian speaking community.

Desired changes

1. Build on the previous year’s efforts to foster a diverse community of new contributors;
2. Establish Wikimedia CH as an inclusive and pro-active association in the field of diversity;
3. Encourage the delivery of content on articles about women and art in the Italian-, French-, German- and English-speaking Wikipedia;
4. Continue the analysis of usability of Wikimedia content for blind people;
5. Involve at least one associations of blind people;
6. Start a project in the Rhaeto-Romansh area to involve schools and speakers;
7. Fill the gap of articles of Switzerland in the Italian Wikipedia with an online campaign.

Activities

• Onboard at least 20 new women editors
• Sponsor an Art & Feminism event in each language area that could gather a total of 100 participants in Switzerland (total of 3 events); childcare will be foreseen to attract more women to the event;
• Establish a partnership with an association for blind or visual impaired people
• Involve at least 30 people in the Rhaeto-Romansh area;
• Add 100 new articles of Switzerland to the Italian Wikipedia.

Note: [2] is for 2018?

2: Engage with and support community

Current context

Despite the heterogeneity of the Swiss population, WMCH continues to try to organize online and offline editing activities. The organizational challenge around those activities remains connected to the various official languages and linguistic areas. At present, therefore, national activities set up as photo competitions (for example, Wiki Loves Earth) produce good results because uploading files to WikiCommons does not require knowledge of a specific language. This is due to the fact that contests such as Wiki Loves X are meant to be replicated throughout multiple communities without major linguistic problems. While we do our best to ensure events like online editing contests have the same information published in each national language and are communicated to each linguistic community efficiently, it is not always possible or easy. For example, we have organized activities such as Art+Feminism (included in the "Mois de la contribution"), but have not managed to replicate them in each linguistic area. At the moment, online editing contests need to be reviewed to be applied easily to a multilingual context, that publishes within different Wikipedia languages, with different sets of rules, besides the linguistic differences.

The action of support of Wikimedia CH will continue to be based on a regional linguistic basis but we will try to organize similar events (online and offline) at the same date for the whole of Switzerland. For example, WMCH has supported some activities connected with a specific linguistic area, such as the "Mois de la contribution" for the French speaking community and various workshops for the German speaking community [3], but organised the new year's brunch in all linguistic regions.

In 2018, WMCH will of course also continue to support offline meetings. By informing active contributors of sponsoring possibilities from WMCH in the context of offline meetings for members of the community, we intend to strengthen the existing community and retain new contributors. Last but not least we will evaluate the possibility of having a community space in Switzerland, as this was a desire which was mentioned several times by our community.

In addition, this year we would revamp the topic of "Alps" creating an event or an online contest and supporting the Alpenforum group. This choice is connected with the relevancy of the theme of climate change in Switzerland and the interest of this topic for Swiss readers.

Wikimedia CH will also continue to support the community with scholarships and microgrants, possibly reviewing the model a little bit. We also continue offering legal support to a certain extent to members who would need it throughout the year.

Finally, and as indicated in section 4 above, our intention will be to conduct again a community survey at the end of 2017 as well as organizing an “idea creation workshop” possibly under a different format in 2018.

Desired changes

• Provide advice on WMF funding opportunities to members of our communities if their projects lie beyond WMCH's spectrum.
• To strengthen the exchange of information, ideas and best practices as well as to align specific services among chapters serving the same language communities, i.e. through bilateral contacts or the Volunteer Supporters Network.
• Continue informing the community about events and opportunities through different channels: Wikipedia pages, the newsletter, social media, and offline meetings.
• Improve the communication on Wikipedia pages using a more organized system of communication;
• Enable people to attend Wikimedia events, transferring this know-how back to their online communities.
• Retain existing editors and provide opportunities for personal development of our volunteers by granting ownership for specific projects
• Support the topic of Alps with an online contest or an event (https://whatsalp.org) about a naturalistic point of view connected with climate change
• Support the Alpenforum group
• Inform about and enable offline reunions & meetups
• Encourage the community to build autonomy in organising local meet-ups.

Activities

• Reorganize the pages of WMCH into four Wikipedia;
• A total of 200 editors shall directly and personally benefit from the ONLINE support offered by WMCH in Switzerland in 2018.
• A total of 100 editors (existing & new) shall benefit from the OFFLINE support offered by WMCH in Switzerland in 2018.
• A total of 25 scholarships shall be granted in 2018
• A total of 10 micro grants are available in 2018 (we reduced the number of microgrants but we will increase the maximum amount to be requested for each microgrant)
• Financially support a minimum of a quarterly meeting in each language area from the “Wikimedians in Switzerland” budget line. If active contributors do not take the lead, WMCH may organize the meetings directly
• Financially support an WAF (Wiki Alpen Forum) meeting in Switzerland (at least 15 participants, 15-20 new articles and 400 new fotos)
• Run an online contest or an event about Alps in Switzerland
• Evaluate the possibility of having one community space in Switzerland.

3: Support to photography

Current context

Wikimedia CH has supported photography for a long time already. This support has resulted in a huge amount of quality material.

Wikimedia CH noted that people contributing to Commons are, in general, very targeted and focused on the production of photos and not of texts. In our view, this constitutes a very specific type of contribution that might be lost if not well supported. We thus propose to support photographers with three different type of actions:

• Help with press accreditations
• Budget allocation for active photographers
• Photo contests
• Training courses
• Specific projects about identified/relevant topics

The active photographers in our communities have been independent for many years and approach Wikimedia CH for specific requests. We have allocated a financial provision to cover their logistic costs as well as some equipment costs. We adopted the approach to buy or to contribute to buy photo equipment for the most active users of our communities. In this case, he/she uploads all photos or other objects using the category "Supported by WMCH". We use this approach as it encourages future contribution and diversity of content without jeopardising the community’s motivation with bureaucracy and too many constraints.

In 2018 we would like to add other services such as for example the possibility to have a training or to organise a training as well as the support for specific projects around identified topics (last year we supported the Swiss version of "Wiki Loves Cheese").

In addition we hosted several photo contests, like Wiki Loves Earth or Wiki Loves Monuments, with great results. We would continue on this specific path.

Desired changes

1. Help with press accreditations
2. Budget allocation for active photographers
3. Photo contests
4. Training courses
5. Specific projects about some topics

Activities

• Include at least one new photographer in our community
• Run at least a Wiki Loves X (with more than 1'000 uploaded photos and more than 50 contributors and 50% of them new users)
• Organize at least two photo trainings
• Extend "Wiki Loves Cheese" with the format "Wiki Loves Food" with at least 200 uploaded photos

4: Digital innovation

Current context

Wikimedia CH would like to create a section on digital innovation to support and to help the community in their activities and at the same time also to support the initiatives of WMCH addressing the community. A specific digital need would be to support WMCH community managers in conducting more efficient actives (through the provision of adequate metrics) and being able to identify users interested in particular Swiss topic in order to increase the online community (through mapping etc.).

Regarding the support of the community, WMCH has identified an interesting topic during the "Idea Workshop" for 2018: the volunteers stressed that the linguistic diversity represents a major challenge to be solved in order to foster more involvement of community members during offline meetings. Of course, this needs to take the high costs of translations into account. In some of WMCH's activities carried out at national level, the use of one language only hampers participation opportunities (for those who are not comfortable with that particular language). To address this challenge WMCH will be trying to find useful models for multicultural activities in 2018.

In addition, WMCH will also continue the development around NLP (Natural Language Processing) to support the Wikisource community. This technology should reduce the manpower used to transcribe a book in Wikisource. We already contacted the Italian speaking community of Wikisource, which is one of the most active, and explained the idea receiving good feedback. For this specific project we will test adding the Swiss Confederation as a financial sponsor to produce a system which can potentially generate an impact for other Wikimedia projects alike.

Finally, to help the community and its projects, Wikimedia CH is looking for the creation of a "tech community". In the "education in tertiary schools" section we already mentioned this idea; here, we would like to include it again as an opportunity to differentiate the community and to attract more contributors clearly defining their possible fields of contribution. Wikidata is an interesting project and could attract a specific kind of contributors, such as data scientists or computer scientists. We are confident that this idea will work as in this case English could be the sole working language which would help facilitate communication.

Desired changes

1. Support WMCH community managers with tools/metrics
2. Investigate the possibility of having a real-time translation tool to support multi-lingual offline meetings
3. Continue the development of NLP applied to Wikisource workflows
4. Start to set-up a tech community using a different communication channel

Activities

• Release a tool of identification of Swiss contributors and improvement of this tool in 2018
• Document the feasibility concerning a tool for translation in offline meetings
• Develop a prototype of NLP to be used by the Wikisource community to improve the transcription of texts
• Create a tech community in connection with other associations of computer scientists

Program: International and National (Public) Relations

1: International Outreach

2: National Outreach/Public Relations

3: Collaboration with like-minded Associations

Introduction

This Logic Model illustrates the impact direction "Partnerships"

At WMCH we don’t believe that we need to reinvent the wheel each time and would therefore like to focus on our unique selling proposition and build a strong, viable organisation. Building on our experience and efforts in 2017, WMCH has decided to rename the various headings under this section slightly to better mirror our approach and our learnings. We are very proud of our efforts so far to position our Association within the Swiss market and have started to make many new contacts which of course have to be nurtured and further developed. Under the International Outreach Section you will find both our international and national public relations efforts as well as outreach and joint activities with like-minded associations/organizations. WMCH fully understands that any outreach aiming at influencing policies and laws has to be financed out of its own budgets.

Please see attached the corresponding logic model also explaining how we in Switzerland will benefit from the important European work and collaboration.

International Outreach

This year we have decided to regroup at least three different efforts under "International Outreach"; you will find below some background information, link to our vision as well as metrics. Other related initiatives might also be added here during the course of 2018 if we see a necessity for doing so.

Focus 1: EU Outreach: Free Knowledge Advocacy Group EU (FKAGEU)

I. Public Policy

The year 2017 has been marked by an unusually high amount of policy work that is a priority to us. The three files that are directly relevant to our projects and the kind and amount of content we can include in them are at different stages of the decision making process, but equally require our full attention.

1. EU Copyright Reform We are simultaneously working in Brussels on the European Parliament and with the national communities in the Member States. We have been active in 20 countries through our local communities. Despite many relevant issues, our main focus remains on:

Liability of online platforms (Could force us to “police” contributions to Wikipedia.) Freedom of Panorama Safeguarding the public domain (Being able to use digital copies of old works.)

2. Database Directive An obscure EU legislation from 1996 is up for review - the Database Directive that establishes an additional protection on databases in Europe (the so-called sui generis database right) which hinders the re-use of data and is an obstacle to the growth of Wikidata. The European Commission is running a consultation now and is planning to propose a reform. We are working on maximum input (consultation, meetings, letters, coalition building) right from the start before the reform has even been drafted.

3. Council ReUse Decision for Documents and Data The Council is working on a “reuse decision” which is supposed to allow the re-use of its documents and data. If done right, the conditions would be compatible with CC-BY licenses and we could thus reuse of the documents and data on our projects. We are actively explaining the need of compatibility with CC-BY to several Member States representatives in Brussels.

II. Organisation A large part of 2017 year has been marked by the search and hiring of a second person in Brussels in order to achieve strategic goal C (sustainability). The person is expected to start working in September/October. An effort to structure the volunteer work (better documentation of volunteer activities and targeted offers to new volunteers). We are planning to build up “national teams” of helpers beyond what we have now as a network that can be activated when a campaign is needed. A pilot has been started in Germany. The Big Fat Brussels Meeting has been fully integrated into the actual policy work. The ongoing copyright reform was elaborated and the above mentioned priorities defined.

Goals

I. Public Policy Goals

The work in 2018 will be the seamless continuation of the 2017 efforts, as the files will need longer to pass all the stages. Concretely we want to achieve:

A copyright reform that safeguards the public domain, introduces Freedom of Panorama to new countries and maintains the liability protections for UGC projects. A reform proposal to remove the sui generis database right. A Council decision opening up documents for reuse on our projects.

II. Strategic Goals

As both the hiring & onboarding process, which is central to goal “C”, and the legislative files naturally cascade into 2018, the strategic goals from 2017 will remain the very similar:

WEASELs: “Wikimedia involves more active volunteers in public policy work.” Involving active volunteers in the Brussels process has proven to be a successful investment. Not only is this an efficient way to communicate to an increased number of decision-makers, but it is also the best way to transfer know-how to regional communities. We will invest more into building up efficient “national teams” in place where we already have active individual volunteers. In places where we have nobody, we will spend more time and attention to find and groom active volunteers.

Expert Image: “Wikimedia is seen as a top copyright expert in Europe.” More involved decision-makers coupled with an array of new and highly specific digital issues increases the need for expert advice. Wikimedia could considerably enlarge its footprint by position itself as the “reliable digital expert”. In 2017 we have commissioned our first two academic studies. The results of these will need to communicated and plugged into the policy process through events and meetings. Depending on the results, we should award a new grant for a larger or a follow-up study to build on the current work.

Sustainability: “Wikimedia’s EU activities do not depend on a sole individual.” We have been continuously active in Brussels since 2013. In year 5 of our efforts, we have grown out of the start-up phase and it is time to focus on sustainability. This must involve a more stable working environment, more predictable financial planning, increased sharing know-how and better documentation of relevant knowledge.

Metrics

Please find the relevant metrics here!

Focus 2: Other International Collaboration

Through the introduction of this particular heading we are valorising international initiatives as we are recognising their importance and value. Be it in the GLAM sector, within Education or more broadly linked to our community efforts, international organisations and thus a strong collaboration and participation there can only bring us forward as a movement. That being said, WMCH also has privileged contacts with the International Olympic Committee and the International Sports Movement. In 2017, relations with the Olympic Committee were considerably furthered. For 2018, these efforts are seen as crucial and therefore now included as a separate budget line into our programs.

Goals

• To collaborate wherever it makes sense with International Bodies or Organisations who already have ties with other Wikimedia Chapters
• To initiate new projects/programmes with International Bodies or Organisations wherever it makes sense
• Continue to reach out to the IOC in 2018 building on 2017's efforts

Metrics

• One event in Switzerland concerning this attempt with specific output

Focus 3: Collaboration within the wider Wikiverse

WMCH has a long history of working closely with our neighbor Chapters who support same language projects as well as with the Wikimedia Foundation. We are persuaded that all parties will benefit if we intensify these collaborations and continue to institutionalize information exchange and share knowledge. We would thus like to further establish our links to other Wikimedia Chapters, Groups etc. on various levels and functions. In 2017, WMCH for example hosted a successful strategic ED meeting in Switzerland and participated in other GLAM and Education related activities across borders. Wikidata has also been identified as a crucial project for Switzerland as it raised great interest among several donors and important stakeholders; already in 2017 several important meetings took place and the ground has been laid for further collaboration/progress. We are excited to see these efforts unfolding in 2018!

Goals

WMF & chapters

• Provide financial resources for the organization of the German-speaking WikiCon 2018, in collaboration with WMAT & WMDE (according to WMCH's possibilities); looking into the option of St. Gallen.
• Provide financial support to WMFr for the planning of the FR WikiCon (according to WMCH's possibilities)
• Provide financial support to WMIT for the planning of the IT WikiCon if necessary (according to WMCH's possibilities)
• Bi-weekly/monthly calls among WMDE, WMAT and WMCH to align online & offline activities (multiple levels)
• Participation in the IberoCop Activities as needed
• Participation and involvement in the annual Wikidata event
• Establish even more closer relationships with Wikidata and work on common projects; possibly establish an active community in CH
• Reach out to identified WMF and Chapter partners in terms of WMCH's strategic directions, in particular for Education and GLAM

Metrics

• Successful WikiCon in France
• Successful WikiCon for the DACH region
• Participation in at least two other international meetings

2: National Outreach/Public Relations

Current context

Policies in Switzerland greatly affect Wikimedia projects; as already announced in our progress report, WMCH has begun discussions with several organisations such as Parldigi in order to see how the Association could become more involved around important topics such as for example copyright reform. WMCH would like to continue on this path and by doing so also leverage the great efforts brought forward in Brussels influencing the way policies are shaped.

Desired changes

In short, WMCH wants to become a recognised player and take on more responsibility for a safe and fair future of the Internet - most of all to grant a safe environment for Wikimedia projects which will also help positioning itself in the eyes of potential donors/partners. It is our vision to disseminate free knowledge for a smart & open society. In order to do that, we need to have a basis and a specific frame condition: an environment, which actually allows our users & volunteers to collect and curate free knowledge, on a platform where everybody is granted equal access to.

Activities

• Establish closer ties with Parldigi and become an active partner within the organisation
• Potentially search for and reach out to adequate stakeholders/departments from the cantonal structures in terms of Education in order to understand better how policies are shaped with a view of influencing in the future

3: Collaboration with like-minded Associations

Current context

As stated in our last Progress Report, since the beginning of 2017, WMCH has been stepping up massively its outreach and fundraising efforts; not only has the Association produced a case for support as well as related materials, it has also undergone a huge effort contacting, writing to and meeting up in person relevant people within organisations, institutions and foundations. In order not to limit ourselves to a couple of partners listed in this annual plan and as from experience we can now say that it is quite unforeseeable with whom WMCH will enter into some form of a relation in 2018, we would only like to highlight a couple of partners that currently are of importance for us or where we already have an established relationship:

ATED (Swiss Italian Association of Computer Scientists)

Existing since 1975 and the main organizer of some national events for children (Devoxx4kids http://www.devoxx4kids.org/) as well as for IT related matters (Voxxed days https://voxxeddays.com/). As sponsor, WMCH is frequently involved in conferences and events in terms of networking in IT fields. Thanks to the collaboration with ATED, WMCH is now in contact with NetComm, the Swiss association of e-commerce, with Clusis, a Swiss association for cyber-security, and with local administrations. Devoxx4kids has extended its events to the German speaking area of Switzerland - namely Zurich - in 2017 and intends to continue this expansion in 2018.

Opendata.ch

With the Swiss Chapter of the Open Knowledge Foundation we have a sparring partner in the area of outreach and “influencing” local policy. With Opendata.ch we collaborate in order to promote free knowledge and open data in Switzerland. We do this either by influencing policymaking, writing statements or by hosting common events. Opendata is also partnering with Parldigi where WMCH also wants to step up its collaboration.

Digitale Allmend

Digitale Allmend is an association which has the lead regarding Creative Commons licenses in Switzerland. It is considered as “opinion maker” on subjects like net politics and copyright law. pursues at the same time similar aims as WMCH in terms of free content. In 2017 first contacts have been made and a formal link still needs to be established.

SCI Switzerland

The SCI in Switzerland supports volunteer work all over the world. Contacts have been made and following the model of Austria a work camp might be organised in 2018 under the heading Wikiepdia4Peace. This workshop is not only a great platform to reach out to the wider international community but also to gain traction in Switzerland while working on a topic which could potentially also be of importance to the UN - and hence for outreach.

Our enabler with most of these partners is indeed technology as it connects with our vision and mission: to disseminate free knowledge/content in Switzerland. Some partners are of particular importance for one of our strategic impact directions - such as ATED for education for example - some others have a more general focus on outreach and influencing.

Desired changes

Wikimedia CH will continue its collaboration with these and other partners in order to leverage joint efforts in terms of outreach and public influence.

Activities

In General our goals go along establishing new partnerships and fostering developing existing ones. In particular, related to the organisations named above, the goals are the following:

ATED

• Invitation to participate at least at two events with IT companies
• 4 joint press releases and at least a total of 10’000 users reached
• WMCH present as sponsor at least at 10 events of ATED
• Financial, communication and human support to the Devoxx4Kids events in Bern and implementation of a potential event in the French speaking area

Opendata.ch

• Reach out and continue discussions (2017 has already seen Muriel Staub, Director of Opendata.ch becoming a Board Member of WMCH)

Digitale Allmend

• Continue engaging in discussions and set up agreement on collaboration

SCI Switzerland

• Successfully support the organisation of the Wiki4Peace Workshop in 2018
• Possibly establish closer ties with the organisation and a more formal way of collaborating

Staff and contractors: upcoming year's annual plan

1. Please describe your organization's staffing plan or strategy here, and provide a link to your organization's staffing plan or organogram if you have one.

• Wikimedia CH organization's chart

As described in the sections above, as well as in our recent impact report, WMCH now not only has an overall strategy in place, but also program related strategic outlooks. WMCH is more and more perceived as a professional actor and player in the field of free knowledge in Switzerland. However, in order to be able to live up to the high expectations of its stakeholders and community, WMCH has to build up capacity as otherwise the association won't be able to deliver. Please note that most of our human resources costs are directly allocated to our programs; we are working hard to establish analytical accounting in the near future, so that we can highlight this fact even more.

2. List of staff by department or function.

You can use this table (or substitute your own list) to show us the number of FTEs (fulltime equivalents) for each department or function, where one person working at 100% time would be counted as 1.0. We need this information about the total number of staff (FTEs) you plan to have by the end of the current funding period, and staff you plan to have by the end of the upcoming funding period.

Table 4

FTEs
Department or function	End of current funding period	End of upcoming funding period	Explanation of changes
Executive Director	0.8	0.8
Manager Admin./Finance/HR	0.5	1	At a 0.5 rate it is not possible anymore to manage finance, HR, fundraising and other administrative matters especially as no back-up is foreseen. We have thus hired a person on a one-year contract starting mid September 2017 who will take over accounting tasks so that this role is split in two half-time positions. We were successful in 2017 securing a capacity building grant from a foundation; we thus are not requesting this amount from the FDC.
Community liaison French Speaking CH	0.5	0.6	Our community liaison currently is on a maternity replacement and from 1 October 2017 onwards will be employed at 0.6. As indicated last year, this increase of 0.1 is due to Community the fact that the role will focus also focus on GLAM work in the Romandy as well as Outreach/Partnerships.
Community Liaison/Tools Italian speaking CH	0.6	0.7	As we are revisiting all job descriptions this function is not only looking at the Italian speaking community but also dealing with tools and IT projects as well as Education (strategy and implementation). We hope to increase this percentage over time as for the Education activities alone, much more staff time is needed.
Community Liaison/Outreach German speaking CH	0.6	0.3	Our current D Community Liaison has seen many changes in his personal life happening; he will thus retain a 0.3 community function whereas we will hire a 0.6 Project Manager for the GLAM programs that he used to take care of partially.
Project Manager GLAM	0	0.6	As explained above and in alignment with our strategy we are seeking to hire a person who would be responsible for the GLAM Strategy and Programme implementation in CH; the Community managers will closely work with this person. Several new activities will be pursued and dedicated staff becomes necessary.
Outreach and Programme Manager CH	0	0.8-1	In line with our overall strategy as well as our newly established programme strategies, we cannot deliver on our goals without having somebody who at least speaks/writes in three languages so that our projects in all areas and communities are supported. Relations need to be established, communications written, focused outreach undertaken. Currently, only the ED is doing this and her capacity limits are reached. If we can't respond to the seeds we've planted now, all efforts will remain in vain. In addition, we were successful in 2017 securing a capacity building grant from a foundation; we thus are not requesting this amount from the FDC.

Table 4 notes or explanation of significant changes:

3. How much does your organization plan to spend on staff by the end of the current funding period, in currency requested and US dollars?

• 454,525 CHF / 472,024 USD

4. How much does your organization plan to spend on staff by the end of the upcoming funding period, in currency requested and US dollars?

• 540,600 CHF / 561,414 USD
• Ratio "staff wages versus total budget": drop from 52% (2017) to 47% (2018)

Financials: upcoming year

Detailed budget: upcoming year

Please link to your organization's detailed budget showing planned revenues and expenses for the upcoming funding period (e.g. 1 January 2017 to 31 December 2017). This may be a document included on this Wiki (Meta) or a publicly available spreadsheet.

• Wikimedia CH detailed budget 2018

Revenues: upcoming year

Please use this table to list your organization's anticipated revenues (income, or the amount your organization is bringing in) by revenue source (where the revenue is coming from) in the upcoming funding period (e.g. 1 January 2017 to 31 December 2017).

• Use the status column to show if this funding is already guaranteed, if you are in the process of requesting funding, or if you are planning to request funding at a later time.
• Please include in-kind donations and resources in this table, as applicable, and use the status column to show that they are in-kind resources.
• Do not include money you plan to draw from your reserves during the upcoming funding period.

Table 5

Anticipated revenues for the upcoming funding period
Revenue source	Currency requested	US dollars	Status (e.g. guaranteed, application)
Revenue 1: APG	300,000	311,550	requested
Revenue 2: Fundraising via wikimedia.ch	350,000	363,475	to be raised
Revenue 3: External Fundraising	90,000	93,465	to be raised
Revenue 4: WMF Fundraising Cost	70,000	72,695	depends on fundraising efforts needed to reach agreed fundraising amount
Revenue 5: Membership Fees	12,000	12,462	almost guaranteed, depends on members
Revenue 6: Conferences and Trainings	3,000	3,116	trainings planned but not yet finally confirmed
Revenue 7: Fiscal Sponsorship WLM	2,200	2,285	depends on administrative efforts needed
Revenue 8: In-kind/pro bono	25,000	25,963	depends on agreements and negotiations
Total revenues (should equal the sum of the rows):	852,200	885,010	-

Table 5 notes: If your organization has significant funding other than FDC funds, please note how those funds will be used.

• With this APG proposal form, and as done with the previous years' requests, Wikimedia CH only requests to WMF to fund a part of the project expenses i. e. no staff costs included even if a major part of these staff costs is maily used for project realisation. Due to this fact, so far the other funds need be raised and used to cover our operating and staff costs until we have analytical accounting in place.

Operating reserves: current and upcoming years

Please note that there is a policy that places restrictions on how much FDC funding your organization can use to build its operating reserves. If you would like to use FDC funding to for your organization's reserves, you must note that here. You will not be able to decide to allocate FDC funding from this grant to your reserves at a later date.

1. What is your plan for maintaining, building, or spending your reserves in the current year and the upcoming funding period? Please use the table below to show the amounts in your reserves at the beginning, year-to-date, and end of your current year, and the amount you plan to have in your reserves by the end of the upcoming funding period.

Table 6

Year	Year start	Year start (US)	Year-to-date	Year-to-date (US)	Year end	Year end (US)
Current year (e.g. 2017)	329,233	341,908	329,233	341,908	400,000	415,400
Upcoming year (e.g. 2018)	-	-	-	-	400,000	415,400

2. How much FDC funding is your organization requesting to add to your reserves in the upcoming funding period? If you are not requesting any FDC funding to add to your reserves in the upcoming funding period, you can write zero.

• 0

Expenses: upcoming year's annual plan

1. Expenses by program (excludes staff and operations).

Program expenses are the costs associated specifically with your organization's programs, and do not include operating expenses or staff salaries, which will be described in separate tables. Program expenses 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, for example. The programs listed in this table should correspond to the programs you have listed in the programs section of this proposal form.

Table 7

Program	Currency requested	US dollars
GLAM	120,000	124,620
EDUCATION	102,500	106,447
COMMUNITY	116,500	120,986
INTERNATIONAL AND NATIONAL (PUBLIC) RELATIONS	44,500	46,214
Total program expenses (should equal the sum of the rows)	383,500	398,267

Table 7 notes: If your organization has significant funding designated for specific programs (e.g. a restricted grant), please make a note of that here.

2. Total expenses. Please use this table to summarize your organization's total expenses overall.

These are divided into three categories: (1) staff expenses from Table 4 (including expenses for staff working on both programs and operations), (2) expenses for programs from Table 7 (does not include staff expenses or operations expenses), and (3) expenses for operations (does not include staff expenses or program expenses). Be sure to check the totals in this table to make sure they are consistent with the totals in the other tables you have submitted with this form. For example, your total program expenses excluding staff will be equal to the total in Table 7, while your total staff expenses will be equal to the total in Table 4 and your total expenses will be equal to the total in Table 1.

Table 8

Expense type	Currency requested	US dollars
Program expenses (total from Table 7, excludes staff)	383,500	398,267
Operations (excludes staff and programs)	153,500	159,410
Upcoming staff total expenses (from Table 4)	540,600	561,414
Total expenses (should equal the sum of the rows)	1,077,600	1,119,088

Table 8 notes:

Verification and signature

Please 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. General operating support through the FDC may not be used to cover political and legislative activities, although you may make a separate grant agreement with the WMF for these purposes.

I verify that no funds from the Wikimedia Foundation will be used for political or legislative activities except as permitted by a grant agreement

YES

Please sign below to complete this proposal form.

IMPORTANT. Please do not make any changes to this proposal form after the proposal submission deadline for this round. If a change that is essential to an understanding of your organization's proposal is needed, please request the change on the discussion page of this form so it may be reviewed by FDC staff. Once submitted, complete and valid proposal forms submitted on time by eligible organizations will be considered unless an organization withdraws its application in writing or fails to remain eligible for the duration of the FDC process.

Please sign here once this proposal form is complete, using four tildes.

Jenny WMCH (talk) 12:24, 29 September 2017 (UTC)