Strategic plan WMCZ for the years 2021-24

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Wikimedia Czech Republic Strategic plan for the years 2021-24

5 areas, 15 visions and their strategic steps

AREA

1. Development and community support

VISION STRATEGIC STEPS

1a. Diversity and community growth

The Czech Wikimedia community, consisting of volunteers, members, event participants, cooperating organizations and partners steadily grows and develops. At the same time, it continues to strengthen and further diversify (as to gender, age, interests etc.)

We actively support and motivate its volunteer activities for the Wikimedia projects and we continuously appreciate and create conditions for them.

1. Community growth

We monitor the community and its functioning; using a combination of various instruments, we continuously identify its nature, changes, and needs. We support its growth, also from the point of view of diversity.

We then reflect on the needs of the diversity growth within the activities prepared.

We hold association events (editathons, GLAM projects, training and low-threshold events) on a variety of topics, aiming to thereby reach as wide a range of participants as possible.

We prepare the formats of the events taking into account the different needs of the target group - especially in terms of distance and access to the given activity - in principle, we include the maximum number of events in their online form and use the online space of Wikimedia projects.

2. Experienced and cooperating community

To ensure the long term growth of the community, we are dedicated to the experienced part of the community so that it is open for newcomers. We actively seek out experienced individuals within the community and we develop such steps/activities to foster the skills and abilities needed to be open and accepting of newcomers, to empower them to take on different roles in the community or Wikimedia projects.

We reflect and track the needs of the community and react to them. We focus on a community of experienced editors, offering further educational activities.

We actively approach Wikipedians, who edit but do not just yet cooperate actively with WMCZ.

3. Teaching staff/externs

We are developing and expanding the Wikimedia external collaborators’ teaching staff team, so that they can educate participants at our events across all programmes. This allows us to expand the outreach to newcomers exponentially.  

We work with this group and offer them the space for further development and realization.

4. Participation

We create such conditions so that members and volunteers can actively participate in the implementation of our activities at various levels (co-lecturing, individual lecturing, event organization on a local level, expert engagement in advisory groups, participation at specialist conferences and presentation of the association on the outside etc.). We approach members of the community with specific participation options. We also create conditions for the realization of their individual initiatives – so-called grassroots activities. Special focus is placed on engaging newcomers.

This also involves the support of the development of their soft and organizational skills and other competencies so that members with varying levels of experience all benefit. We use their abilities to learn from each other.

5. Diversity

We ensure community diversity and thus the content diversity through targeted work with selected target groups.

We approach these through educational programmes and through offers that are thematically focused, such as editathons. When organizing these, the low-threshold principle and accessibility of the activities for these groups are crucial.

The target groups we aim at include:

Women (in general the gender topic) – increased representation of women in the community and female topics on Wikipedia is our long term goal.  

Seniors – through the Seniors write Wikipedia (Senioři píší Wikipedii) programme, seniors bring age, content, and opinion diversity and thus allow for the growth of content, partially linked to the unique life experience.

1b. Low-threshold principle with a focus on newcomers

As part of the association activities, we create a safe and low-threshold environment for all our community members and newcomers in particular.

The same principles are the common denominator also for our other activities within the rest of the Wikimedia projects.

1. The stable offer of the Wikimedia association offers educational activities that are low-threshold and suitable for almost anyone interested in Wikipedia.

2. We continuously identify and approach various newcomer target groups by offering programmes according to their needs. We specifically support their involvement through the timing and form of activities (e.g. seniors – the introduction course is followed by the alumni club, follow-up courses, and community activities, a senior Wikicity (wikiměsto), methodological support and cooperation with libraries and associations etc.).

3. We cultivate the Wikipedia environment for newcomers – atmosphere, software, user experience, novice interface.

4. Newcomers find support and understanding of the challenges that they face. In addition to the basic introduction, they are motivated to themselves contribute to the Wikimedia projects (be it in the form of editing corrections or writing full entries and uploading suitable documents to Wikimedia Commons).

5. Seniors target group – senior courses are locally accessible through the cooperation and support of local partakers, such as libraries and community centres. Physical offline activities and their realizations are key for this target group of newcomers.

6. Students, teachers, and schools target group – we take care so that the first experience with Wikimedia projects and their use in the learning and educational process is positive (where there are formal obstacles to recognising the work of the students etc, we offer the use of the projects as Wikiverzity). The priority when working with schools, students, and teachers is using the already-existing WMCZ projects and activities, which allow for continued engagement even after the end of the educational activity. When working with this target group, emphasis is placed on the broadening of the community of editors and the improvement of the contents of the Wikimedia projects (measurable criteria).  

7. Target group of Wikidatists: we are searching for a simple way of getting the topic of Wikidata within the broader community.

8. All of the events organized by the associations (e.g. editathons) are maximally open to newcomers. Lecturers are present at offline events. Mentors are present at online events.

9. Help for newcomers is visibly announced for all activities (except those aimed specifically at the experienced community).

10. Competitions organized by the association have as simple rules as possible.

11. The rules of photogrammes are welcoming to newcomers.

12. Follow-up after the events organized by the association (feedback etc.) is as important as the event itself – we focus on it being understandable, accessible, and usable for the newcomers.

13. We support/finance the translation of manuals, documents etc.

1c. Building community capacities

We create an environment in which it’s possible to continuously build the capacities of the community and the association.

In it, we include conditions for the sharing of know-how between the community, we support the growth of community leaders and create the space for their initiatives within the association activities.

We also emphasize the technical community and development of (in particular technical) tools strengthening its capacity and affirming its evolution.

1. We build capacities within the community through the educational activities and the development of the competencies of the community members (not only Wiki-abilities, but also community leadership, project management and other essential skills needed for the running of the community and volunteering). We find out the needs of specific individuals and we try to react to them.

2. We train/gain new mentors/lecturers. Training and other education in lecturing and community skills are offered as support not only to lecturers but to all community members. We ask all Wikipedists to share their know-how (e.g. through mutual training: How to make a template etc.). We choose various forms of sharing – online and offline, through videos/lectures/seminars.

3. Through mentoring on Wikipedia, we contribute to the quality of the work, we support volunteers-mentors and the development of the environment on the newcomer level. We support making the position of a wiki mentor a prestigious and valued form of volunteering.

4. We contribute to the mapping of know-how (see point 3c) of the community and within the association on a long-term, regular, and controlled basis, document it and create the means for its transfer to make it accessible. Thereby, we support the present and the new generations of community leaders.

5. Newcomers are engaged in the community building process up to their ability and skill levels, e.g. only based on partial responsibility, shadowing etc.

6. We offer Community minigrants, which enable the financing of training within the community.

7. In cooperation with our partners we seek out, call upon and train new residents. With the residency offers we primarily approach our community members, or we train a newcomer (and thus raise a new community member).  

8. We discover and systematically share news from the community (including the international one), articles about activities, apps etc.

9. We approach active members of the community with the offer to become a member of the programme advisory groups.

10. We also support the growth of leaders of the Wikimedia movement – in particular through the scouting of new association members, their engagement into the association organization structures (audit committee and board) or external cooperation with the association in thematic areas (advocacy etc.). We also support their engagement in the international structures.

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2. Projects and areas of interest

VISION STRATEGIC STEPS

2a. Areas of interest

The current and new project activities of Wikimedia ČR follow the goals of the association set out in its Articles of Association and above all focus on supporting the development of Wikimedia projects and the whole Wikimedia movement.

The current and new project activities of Wikimedia ČR follow the goals of the association set out in its Articles of Association and above all focus on supporting the development of Wikimedia projects and the whole Wikimedia movement.

The association has three main areas of interest, which are reflected in the three programme areas:

1. Community programmes and multimedia

2. Educational (EDU) programmes and

3. Wikidata/Tech programmes.

1. Community programmes and multimedia focus on:

- supporting photographers

- cooperation with institutions

- Support of other volunteers in the Wikimedia projects

- gaining free media

- promotion of free culture

- advocacy

2. Educational (EDU) programmes focus primarily on newcomers:

- students and pupils (the youth) to build their engagement at the level of conscious users, potential editors

- teachers and leisure educators – as the teachers of the youth

- seniors

- librarians, organizations working with seniors – as the teachers for seniors  

- special consideration is given to underrepresented groups on Wikipedia - women, older men

- activities within the Open educational programme, which covers the general demand for basic educational activities of our community

- defending the position of Wikipedia in education, in collaboration with our partner organizations

3. Wikidata/Tech programmes focus on:

- Educational activities

- Data cooperation with institutions

- Tools for working with Wikidata

2b. Project culture

Projects are prepared, implemented and reported in accordance with the values of the whole organization – transparency, low-threshold, engagement of the community, independence, impartiality, neutrality, and openness – and reflect on the international Wikipedia movement.

We create the tools for the continuous tracking, measuring and evaluation of our activities and we use these for their development.

1. All projects are planned and prepared within the areas of interest, based on the annual action plan, which is prepared in accordance with the approved association strategy and fulfils its goals and principles. From a broad point of view, they fulfil the goals of the association given by its Articles of Association. They are prepared in collaboration with the board and the annual action plan is subject to its approval.

2. The Wikimedia community is part of the planning of the individual projects (surveys, etc.), we take into account the development of the Czech community as well as the international strategies and trends of the Wikimedia movement. Secondarily, the requirements of donors are also considered. As part of the continuous planning, the projects are consulted with the programme advisory groups, which consist of community representatives.

3. The projects and activities are prepared and communicated as far in advance as possible, in a broad and targeted spectrum of communication channels to reach the broadest planned audience. The experienced community prefers emails and information Pod Lipou, newcomers respond to social networks and thematic groups.


4. The principle of cooperation with the community is applied mainly in sub-principles (project topics, means of addressing and communication) and adapts to the changing needs. At the same time, the general needs of the community and its growth are taken into account, which may take precedence over individual needs.

5. All projects are implemented with as broad as possible functional engagement of the community into the preparation or implementation process and are secondarily used as the space for the growth of the competencies of individual community members. Members of the community are supported in independent organizing of activities under the association heading, when such planned activities follow the strategy. The support can be on various levels. In turn, various requirements may be set for such activities (as to reporting, etc.). Corresponding financial means (Community minigrants) are allocated for such needs.

6. The projects are transparently reported and evaluated with emphasis placed on their impact on the target group and the evaluation of the reaching of their planned goal. Reporting is an indispensable part thereof, at the same time, its form fulfils the effectivity and adequacy principles. Reporting channels for a given event are known in advance.

7. We create a unified process of tracking the impact of our activities and measuring their quality. We define relevant metrics, which serve as a measurement of their impact, their reporting and their communication of their purpose both externally and internally. Our actions are then evaluated with hindsight: the invested energy/benefit ratio. We continuously publish a global table with all the programme metrics.

8. The programmes are evaluated at least once a year, in comparison with the action plan. Programme evaluation contains also a management evaluation and a space for lessons learnt. The scope and extent of transparency of this evaluation are proportionate to the activity and its desired effects.

9. Basic principles of a friendly and safe environment for participants are established and maintained at the events organized by the associations. These principles and their positive impact and importance are explained and communicated across the community.

2c. Activity relevance

The development of projects, activities and programmes of WMČR reflect the continuously changing world, as an organization, we adapt to such changes and thus remain a relevant entity in the current environment. Our activities are continuously evaluated with consideration given to their impact on the development of the Wikimedia projects and the whole Wikimedia movement, through which we retain their and our topicality.

1. Individual programmes are intertwined and relevant to each other, implemented in synergic steps and planned together.

2. We track the current international and national strategies and trends and evaluate the relevance within our areas of interest. This relevance is reflected, following our association strategy, in the planned activities. This way, we ensure the adaptability of our organization to the ever-changing reality.

3. When creating plans, we follow and reflect the trends in the Wikimedia movement and the open culture.

4. We also track the activities of our partner organizations and organizations with similar target groups. We communicate and cooperate with other organizations, with whom we share the same goals.

5. On the annual action plan level, we implement short-term activities (e.g. thematic editathons) which react to the current social trends/events. We track and continuously evaluate the feedback from such events – in relation to the relevant set goals – and based on that plan subsequent activities.

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3. Running, development and culture of the organisation

VISION STRATEGIC STEPS

a. Financial health and stability

The organization responsibly acquires and diversifies its financial resources, aiming for the highest possible level of financial stability and independence. That is based on the continuously revised fundraising strategy, which corresponds to the current situation in the organization, its goals and needs. We provide corresponding work background for employees and members and we secure technical equipment, allowing us to implement our activities.

1. Financial management of the organization is based on the annual action plan. The annual budget plan is communicated to and approved by the board, and is continuously adjusted based on the development throughout the year; individual steps are communicated on the board or revision commission level, according to their relevance. The relevant over-the-limit steps outside of the approved plan are only implemented after the approval of the board or when the board takes account of them.

2. The goal is multi-source financing and financial stability. We plan further financing acquisition and individual fundraising activities based on our current financial and budget reality.

3. As far as possible, we create and maintain financial reserves at a minimum level covering a quarter of the organisation's fixed expenses. To the maximum extent possible, we create non-earmarked funds, which we use judiciously for the further long-term development of the organisation or the current situation in the organisation.

4. We continue to develop the partial sustainability of specific (especially educational) activities through participant fees and the financial and organizational participation of our partners, but always to the extent that the accessibility and low-threshold nature of our activities is not compromised.

5. We create the conditions for the ability to fulfil a supplier role (e.g. in Wikidata projects) - if it represents a financial gain for the organisation.

6. Based on the annual FR goals, we create a fundraising strategy for the given year, which we link to the PR plan and continuously evaluate and revise based on its impact and, for example, the social situation. Individual WMCZ programmes are actively involved in acquiring grants and additional funding for activities where this opportunity is available and does not come at the expense of other core activities.

7. The planning of the annual activities also reflects the capacities of the staff team.

8. We create adequate working facilities for employees and flexible working conditions. As long as it does not affect the quality of work, we cater to the individual situation and needs of employees.

9. We provide such technical facilities that enable the quality implementation of our activities. In its development, we do not neglect the needs of the community. We modernize it according to financial possibilities in an artificial way to maintain a high standard of programmes, taking into account current programme needs or current developments. We operate a functional warehouse and inventory, where selected materials can be accessed by other members of the association or community under predetermined conditions.

3b. Management and organization culture  

The organization's internal environment and demeanour are consistent with the core values and vision of the Wikimedia movement and the association as a whole. The organisation has open, clear, and transparent governance arrangements and is subject to scrutiny.

We actively create and promote an environment of open peer discussion and mutual respect for our members, volunteers, partners and staff.

We are a constantly learning and evolving organisation, continuously reflecting on the moment of change and drawing inspiration from it in our development.

We support the personal development and education of employees and community members.

1. The values of the internal environment and conduct of the organisation are consistent with the values of the organisation as a whole - in particular transparency, low-threshold, community involvement, independence, impartiality, neutrality and openness.

2. The association is consistently committed to transparency in internal communication (implemented by communicating planned actions well in advance to stakeholders). Individual members and employees actively share their experiences and participate in the development of the association. Specific areas where the association has a deficit are formulated at meetings of the members and staff (e.g. Idea conferences) and on their basis, new rules for internal communication will be defined in accordance with the natural setting of our organisation (as a separate internal document).

3. A value of this organization is a functional open partnership communication within the organization and externally; we care about its degree and mutual respect. We actively create conditions and adequate space for it.

4. The organisation continuously develops in terms of the quality of management and programmes provided, takes inspiration from good practice from the relevant environment and continuously (at least once a year) reflects its development at the individual management levels with an emphasis on maintaining stability.

5. The staff guidelines are continuously revised and do not omit the evaluation and motivation component. Employees are supported in their professional development, have clear responsibilities and competencies, and we create an environment for employee growth. Team functioning and teamwork is an important value of the organization, as is the openness of the team to the community and its needs.

6. The needs of the community and its members are continuously identified, with an emphasis on their developmental and educational needs, which are then reflected in the community's capacity-building style of offering educational and socially enriching activities.

3c. Know-how

We are fully aware of the fact that the Wikimedia community holds valuable and unique know-how, which is why we are creating the conditions for its capture and dissemination in the Czech environment. To this end, we actively seek out, create and maintain partnerships with organizations and individuals, and engage in professional and interest groups. We enable members of the Wikimedia movement to engage in this ongoing process according to their skills and interests.

We reach the wider public mainly through public and educational activities and their PR.

1. We capture know-how in several ways:

- creating or translating tutorials, videos, guides - especially for community activities and to support contributions to Wikimedia projects - in collaboration with the community, and publishing and sharing them

- creating manuals and methodologies - for association or programme activities (each programme or project has its own clear and traceable manual) and publishing and sharing them

- describing and sharing good practice - especially in cooperation with partners (jointly shared know-how)

2. Subsequent sharing of know-how is in line with the objectives of our organisation, we implement it in particular through:

- expanding and training the lecturer corps and broadening their scope

- gaining new mentors

- mutual sharing and training within the community

- supporting and delivering training for the lay, professional and general public (e.g. “turnkey training”) - with a broad scope covering other Wikimedia projects - in particular, Commons and Wikidata

- creating and using appropriate and easily accessible platforms for sharing it (e.g. signposting on the web)

- implementing innovative solutions - especially projects in cooperation with partners (good practice).

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4. Partnership and cooperation

VISION STRATEGIC STEPS

4a. Central strategic partnerships

On a central basis, we establish and maintain partnerships with strategic institutions, especially in the framework of the GLAM project - for the implementation of joint projects to acquire content for Wikimedia projects or other joint activities.

Partnerships are also a means of disseminating our activities and we view them primarily in terms of their long-term sustainability.

We are part of public professional discussions on topics that affect our work.

1. We define what strategic partnerships are (their aspects and qualities). We contact these institutions (using the developed strategy), we try to establish functional partnerships with them and to maintain and develop them and at the same time to use them for further PR. Each new partnership offer includes all possible types of collaborations (editathon, media sharing, training, etc.) across our areas of interest. The ideal form of GLAM collaboration is a residency.

All partnerships are intended to further our goals and must be mutually beneficial. Partnerships help us to reach out to other target groups. We also try to involve community members in partnerships. We maintain a database of partnerships (institutions approached and collaborating) with links to project pages. We also have a defined offer for institutions that want to get involved in Wikimedia projects on their own (without us reaching out to them).

2. We seek membership in professional and interest groups that are related to our goals. We actively seek and maintain these memberships and are seen and heard in these groups. We tend to focus on a smaller number of groups but consider deeper relationships. Because this role can be better filled (given their interests or profession) by members of the association, we try to encourage them to do so, and we keep the community informed of their advocacy activities. As stakeholders, we continue to communicate with the Ministry of Culture and are part of the Digikoalition at the Ministry of Education.

3. We take part in thematic conferences (mainly as guest speakers), including international events (to a predefined extent, and taking into account staff time). In general, we take inspiration from abroad and from other Wikimedia branches. We encourage staff and members to participate in such activities on an interest basis if they have the opportunity and desire to do so.

4b. International activities

On a global level, we actively participate in international events and decision-making in strategic discussions about the direction of the Wikimedia movement, inspiring our activities and engaging in international collaborations across the movement.

1. We monitor and actively participate in international affairs and decision-making in strategic discussions about the direction of the Wikimedia movement, at the level of communication with the Wikimedia Foundation; at the level of board leadership; executive bodies; regional collaborations; programme teams; and other support structures (on a community or volunteer basis). The aim is to maintain and build contacts, share experiences, good practices and know-how, and build platforms for collaboration. We select representatives for each group at the appropriate level of the federation structure - taking into account the capacity of each representative.

2. At the level of the international affairs within the Wikimedia movement, this, in particular, includes active and regular participation in activities such as Affiliate Meetings (meetings based on the leadership of branch boards or the Executive Directors Group).

3. We encourage the involvement of staff in thematic working groups (education, GLAM, advocacy) to share our know-how and experience and draw on resources from other branches - particularly online (regular attendance at thematic working meetings) and also at selected offline meetings (particularly thematic conferences). We share our experience mainly through activity reports or by sharing specific successes in international channels; blogs, space (currently diff), managing our information on Meta or thematic newsletters (e.g. the area of newcomer engagement). We follow what's happening in international communities.

4. Relevant information and inspiration from international platforms (e.g. publications, methodologies, invitations and initiatives, good practice examples and events) are further disseminated to the community and stakeholders. WMČR acts here as a relay of relevant information to the national level, facilitating space for international cooperation and the creation of potential partnerships.

5. In cooperation with the community, we select national involvement in those international projects or activities (especially competitions and other contribution activities) for which we can find an ambassador from the Czech community or which are a chance for the sustainable development of the branch. At the same time, we support international cooperation and representation of WMCZ and the participation of members of the Czech community in foreign or international events.

4c. Local/ regional partnerships

In terms of local partnerships, we create an environment for the implementation of local collaborations together with our members and volunteers.

We support their independent activity.

1. We perceive partnerships with local/regional institutions as a bonus, but at the same time as an exclusive space for individual activity of community members, we do not use them to dilute the capacity of the association's staff.

We reach out, inform and support members and volunteers who are interested in actively building new local partnerships with institutions (especially GLAM collaborations - getting free content into Wikimedia projects, organizing local events - e.g. with regional libraries - e.g. educational programs for students or seniors, training local institutions, etc.). These partnerships must be mutually beneficial and further our goals.

2. We have developed a strategy for members and volunteers to reach out to institutions and offer them additional support or a financial fund to carry out partnerships (Community minigrants). There is a good communication channel between WMČR and local GLAM volunteers for the exchange of information and sharing of experiences.

3. We compile information and examples of good practices on successful collaborations and present them publicly (on our website and Wikipedia, but also in local and national media). The branch will not support or take over local partnerships if the volunteers are not able to manage them, in which case we prefer to terminate them.

4. We support or organize meetings of Wikipedians (with emphasis on the ones outside of Prague) - supporting the local community leads to local partnerships with institutions. Informal discussion of the association’s agenda, activities and plans at community meetings (conventions, Wiki clubs, advisory groups).

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5. PR & Fundraising/ Education

VISION STRATEGIC STEPS

5a. Outer presentation and inner synergy

In the process of communication with the public and strengthening the community, we follow the vision of the association and strengthen the position of the organization in the Czech public space. We step into the awareness of the Czech professional and lay public. We profile ourselves through public events and accompanying activities closely related to individual Wikimedia ČR projects. Through strategic PR, we profile the image of the organization externally and internally and use the full potential of the activities of employees and other members of the community, which thus acquires a new public and media dimension.

1. We develop institutional marketing through social networks, media, public campaigns, professional activities and public events - all in line with the themes and objectives of the association.

2. We proactivelz enter the public awareness - by opening and contributing to public debate in our areas of expertise and on topics related to our activities. This is mainly through articles, commentaries, professional discussions, educational activities and, last but not least, participation in thematically related events organised by partners and other entities (conferences, educational events, etc.).

3. We have been building the name of Wikimedia ČR in the public space for a long time - through strategic partnerships, linking our activities with the support and growth of Wikimedia projects in the Czech Republic and with the growth of the Czech community, identifying our values, the values of voluntariness, low-threshold and community principles of our activities.

4. We engage the community to collaborate more widely and to achieve the FR & PR goals of the association - we open and actively create space for their projects.

5. We present the impacts and outputs of all association activities to the public and our community to use this potential for further branding and activation of other community members.

5b. The free culture principle

Wikimedia ČR publicly promotes and defends the principles of free culture in the Czech environment.

We are creating an expert team that can consult in the areas of open-source education and free culture.

1. We approach the free culture principle as one of the main goals of our activities. We monitor trends and developments in the field of free culture, open public debate on its societal importance and reflect this in our activities.

2. We express ourselves on current events on the topic of free culture that affect our goals and try to influence them in favour of these goals.

3. We provide public education and explanation of free licenses (e.g. debates and similar activities). We promote them at our events and in all our projects, as well as among our partners. We also open this debate in the community and educate our lecturers and participants in our events on an ongoing basis.

4. We monitor developments in Czech and international legislation on information sharing and free access to information. Within the organization's capacity and in line with our mission, we are engaged in advocacy activities, maintain and develop partnerships in this field and are active members of the Czech Advocacy Group.

5. We respect the general developments of topics of free culture, open education and open educational resources within the movement, such as the Wiki Education Foundation, who are our partners.

6. We are part of the Open Educational Resources (OER) ecosystem and fulfil this legacy by providing a link to our educational programs and their content. We support the recognition of Wikipedia as an open educational resource. It reflects a culture based on Lifelong Learning and Self-directed Learning. This is in line with trends in the Wikimedia movement worldwide.

5c. Financial partners and fundraising

The goal of association fundraising is to provide the resources and environment to carry out our activities while adhering to the organization's fundraising code, which is based on its values.

1. FR activities are bound by the fundraising code and the vision of the association.

2. The fundraising strategy is based on the approved FR plan for the given year and takes into account the annual FR budget and the capacity of the PR&FR departments. The long-term goal is to diversify and grow the financial resources of the association.

3. Parallel building of institutional marketing is key to fundraising development.

In FR we identify 3 target groups:

a) Individual donors

b) Company donors

c) Public funds and foundations and foundation funds (grant support)

4. Depending on the type of stakeholders (donors in particular), we choose an appropriate FR outreach strategy and its nature, using the PR potential of the association's activities and activities and the Wikimedia community, or the association's know-how.

5. Among the FR tools, we use in particular a targeted campaign aimed at donors - with a public component, identifying suitable donors, potential community contacts to potential donors, identifying and applying for specific grant programs from public sources and foundations.

6. We maintain and nurture relationships with donors.

7. We aim to build long-term relationships with partners among others with a view to their FR potential.