Grants:Programs/Wikimedia Community Fund/General Support Fund/2023-2025 Art+Feminism WMF Grant Application/Yearly Report (2024)
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Part 1: Understanding your work
[edit]Per the recent update on the Wikimedia Foundation Affiliates Strategy process, Wikimedia Affiliates that are General Support Fund grantees will fulfill their affiliate reporting requirements through their final or yearly grantee report.
If you are a Wikimedia Affiliate, you will use this form for your affiliate reporting and to address the affiliate health criteria. You do not need to submit a separate report to AffCom. Follow the guidance in the green boxes to report on how you met the corresponding affiliate health criteria.
If you are not a Wikimedia Affiliate, aligning your responses with the affiliate criteria is optional and not required.
1. Please share to what extent your programs, approaches, and strategies contributed to addressing the challenges you shared in your proposal. If they did not contribute as you believed they would, please share what obstacles you faced and what, if anything, you learned from them? (required)
For affiliates, use this space (Question 1.) to address Affiliate Health Criterion 1.1 (Goal delivery). Describe how you actively delivered on mission goals, e.g. content creation.
As we continue to build on the work made possible by multi-year funding, we are excited to carry forward the momentum from Years 1 and 2 into Year 3. In Year 1, we celebrated our 10th anniversary in Houston, and in Year 2, we expanded our reach by creating more opportunities for virtual connection.
In addition to our program offerings, we are making intentional changes to our staffing structure to better support our mission. After the departure of our Administrative Associate in April 2024, we used our annual retreat in June as a valuable opportunity to reflect on the roles required to carry out our vision and drive the work forward. In line with our 2021 Strategic Plan, we chose not to replace the Administrative Associate position, but instead to create two new roles that better reflect our evolving needs: a Communications Associate and a Part-Time Wikimedia and Administrative Assistant.
Both positions, which were filled in Q4 of 2024, are already playing an integral role in strengthening our operations. We’re excited about these new additions to the team, and they are already helping to drive Art+Feminism forward in impactful ways.
Additionally, we’ve been making great strides in our goals around board development. We brought on three new board members in 2024 and have succeeded in our goal of having multiple international board members including, Zimbabwe, Mexico, and Canada. In 2025, we’re slated to be welcoming board members from Brazil and Uganda as well. This was spearheaded by the existing board putting out an open call for people interested in joining and then went through a review and interview process.
With the growth of our staff and our board, we’ve been intentionally working on the onboarding process at all levels of the organization.
We encountered two main challenges in 2024. First, the executive director’s father passed and put her on leave for the month of January. This made it difficult to launch all programs with limited staff capacity. Our other challenge continued to be around communications/outreach. As the world continues to shift since the pandemic, we continue to adapt. We’re confident that having a dedicated communications role in addition to creating more spaces for the community to meet, will yield positively in year 3 of our multi-year grant.
2. Is there a plan to build on the key successes you had? If yes, please describe the plan and if no, please share the limitations to do so. For instance, did the activities lead to any new priorities, ideas for activities, or goals for the future? (required)
In Year 3, we plan to deepen our work, with a strong focus on our primary mandate to build a community of activists that is committed to closing information gaps related to gender, feminism, and the arts, beginning with Wikipedia through our annual campaign and continuing with virtual programming and holding digital space for our community.
In our leadership retreat in June 2024 we took the opportunity to reflect on the programming executed in the first half of 2024 and worked on strategy for the upcoming campaign. Led by our Program Director, we developed Virtual Editing Tables (VETs). VETs invite our community to join other feminist editors at our virtual editing tables. This is a space where we connect with inspiring organizations and leaders doing transformative work and share their impact with our community. These sessions offer new editors the opportunity to learn Wikipedia editing skills and provide experienced editors a platform to collaborate and exchange ideas. Responding to so many of our past GLAM partners who’s staff and capacity shrank during the pandemic, we intentionally created virtual space.
In 2024 we held the following VETs and Conversations:
- Collective Editing with Wiki Editoras Lx
- Writing about Art (on Wikipedia) with art historian and wikimedian, Michaela Blanc and arts writer, Teri Henderson
- Wiki Editing for Movement Workers and Organizers
- Attention Collectors: Wikimedia Commons Needs You - A Virtual Editing Table with The Feminist Institute
In addition to our virtual editing tables, hosted two special conversations to explore concepts of solidarity. In both conversations we have invited artists, organizers, and scholars to discuss the role of information activism and art in some of the most pressing social issues in the United States.
Online and On the Ground: Abortion Activism in Maryland
During the 2023 Art+Feminism campaign, librarian and wikimedian, Sophie Reverdy co-organized the Abortion in Maryland edit-a-thon alongside the Baltimore Abortion Fund. The event was both a training on information activism and a fundraiser for the abortion fund. As social movements continue to expand and information activists seek ways to connect with other movement efforts, Art+Feminism will be revisiting this event with Reverdy and some of her collaborators: Alicia Puglionesi, Priya Hay-Chatterjee, and Carole Ruth McCann.
Collective Imagination + Radical Futures: Kansas City Organizers on Making Art & Building Power
Kansas City-based artist Hope-Lian Vinson will moderate a conversation about the role of artists in radical organizing. Working at the intersections of art and community organizing, panelists Patricia Bordallo-Dibildox, Nasir Anthony Montalvo, and Chad Onianwa will share their critical perspectives on solidarity practices, building local power, and using art as a tool for collective imagination. Panelists will discuss the depoliticization of “the arts” and challenge its narrow frameworks by expanding our definitions of artistic practice through a community-centric lens.
Building on those successes, one of our main learnings was to be able to give ourselves more time for organizing and promoting. With that in mind, we had a goal to have at least three VETs confirmed by the end of 2024 in order to coincide with the launch of our new campaign. Further learnings and reflections led us to the idea to extend the campaign theme to last two years rather than one. Hopefully allowing not only us, but our larger community the opportunity to explore and deepen our connection to the theme “What does a feminist internet truly look like?” In addition to the VETs planned for Q1/Q2 2025, we’re currently planning the return of the Conversation series for Q3/Q4 of this year to deepen these explorations.
In April 2024, Art+Feminism leadership made a clear statement in support of Palestine. We signed the Joint Statement on Palestine on Wikipedia and also joined over 200 organizations and leaders that have signed the Pledge that Palestine is a Feminist Issue. Although we are a global community, we are a U.S.-based organization. As the United States continues to fund the genocide in Gaza, we felt it critical to be clear on where we stand and our commitments with our community. This was after months of conversation as well as a digital safety audit by Equity Labs.
3. Please provide a link to reports that detail the activities that took place in the last year. This can include an annual report, Meta pages, and websites. If there are no links available, briefly describe the implemented activities and programs below or upload any files. (required)
For affiliates, use this space (Question 3.) to address Affiliate Health Criteria 2.1 (Affiliate health & resilience), 4.1 (Internal engagement), 4.2 (Community connection), and 4.3 (Partnerships and collaboration):
- Describe your activities engaging new users, new members for your decision-making body(ies), and developing leaders and organizers (2.1).
- Describe your activities creating or hosting spaces to encourage greater collaboration and engagement among your members (4.1).
- Describe how you engage with the contributing community that you serve and/or support (4.2).
- Describe your partnerships with other affiliates or with non-Wikimedia entities (4.3).
[1] - links to programming and recording of 2024 events organized by Art+Feminism leadership.
[2] - links to Meetup on Wikipedia with campaign summaries over the years
[3] - links to the 108 events that took place throughout the Art+Feminism community in 2024
Speaking to our community growth, we recognize the ongoing precarity of our work that necessitates unpaid labor. Wikipedia is the result of 48,664,727individuals volunteering their work to create a giant open source, peer edited trove of knowledge. That’s incredible. Truly. But that leads directly to questions of who has the resources to volunteer? In some countries and cultures, volunteering with large non-local organizations like Wiki, isn’t the norm. Even in the US, where volunteering is prevalent, during these pandemic times, folx have less bandwidth to volunteer, and fewer hours available to devote to more screen-heavy work. We know there is a serious issue of labor precarity made worse by the pandemic and this disproportionately affects cis-and-trans women. And it’s even worse for non-white women - Latina and Black women are losing their jobs in record numbers. We are hyper aware of what it means to encourage volunteering in this particular context.
With all that in mind, all our guides and resources are built and maintained with a feminist pedagogy and beginner perspective centered. Internally, we continue to createspace for points of reflection so we’re able to access and realign throughout the year, as an ongoing process. As noted in a previous report, it can be challenging to carve out this space amidst societal and the nonprofit culture of constantly producing, but it’s necessary for sustainability. We held bi-monthly staff reflections that included self-evaluation for staff and discussion around those reflections, we also picked a big picture topic to dive a little deeper into during these moments. This type of work, by nature, is slow. We don’t have all the solutions or answers yet, but do feel that these types of spaces where we can pause from the day-to-day work are critical for our work as an organization moving forward.
Within the movement, our executive director actively participated in the WikiMedia Summit in April 2024 and also attended the ED Retreat in November 2024 along with WMF leadership.
Our VETs and Conversations series partnered with a variety of partners both within the Wikiverse and outside of the Wikiverse. Including Wiki Editoras Lx, Perez Art Museum’s Wikimedian in Residence, The Baltimore Beat, The Feminist Institute, and more.
We also continue to organize and hold Community Hours as spaces for peer learning, Community Support Sessions for the wider community to have connection points, and have introduced Coffee Breaks - regular, optional spaces for regional ambassadors, leadership team members, and the board to connect for brief one-on-one or one-on-some connection on a bi-monthy basis.
4. Are you interested in sharing what you achieved or learned this year with the wider community through different peer learning programs (e.g. Let's Connect program, Diff)? (optional)
Art+Feminism has previously presented at Let’s Connect Program and shared about our work with WikiLGBT+ and WikiArgentina in Year 1 of this multi-year grant. For Q1 2025, we are planning on submitting a new Diff post around our 2025-2026 campaign theme.
A new guide developed in 2024 is around PetScan to help breakdown to new event organizers how they can create their own lists for their own events. That can be found here: [4]
Other areas we’ve experienced peer learning include: In Q4 of 2024, Art+Feminism shared our hiring practices with WikiLGBT+ as they scale and evolve. We continue to have routine meetings with Whose Knowledge?, Wiki Editoras Lx, Black Lunch Table and AfroCrowd. All of our VETs and Conversations from 2024 are available on both Wikimedia Commons and YouTube.
We use tools such as social media, a newsletter, our website, and Meta to help inform the community about the work and programming of Art+Feminism.
5. Did you collect feedback from your community or target groups on how the activities implemented impacted them? If yes, please attach/provide information on the results (e.g. community surveys, stories, impact booklets/reports, interviews with partner institutions, etc). Did you collect other impact-specific data? (required)
For affiliates, the response to Question 5. also partially addresses Affiliate Health Criteria 4.1 (Internal Engagement), 4.2 (Community Connection), or 4.3 (Partnerships & collaboration), where applicable.
Yes, we engaged with a third party consultant to do research with a variety of Art+Feminism GLAM organizers. This has informed much of our strategy for 2025. That full report can be found here (not public facing): [5]
Some immediate actions were to create a subcommittee to review and rework the way we do micro funding. We revised our guidelines, guide, and form to hopefully be more transparent in how this funding opportunity works for community members.
It has been highlighted in this report as well as in conversation, that as we continue to advocate for community care in an ongoing global pandemic and since WMF no longer requires a risk assessment for in-person events, this has been a point of confusion for some Art+Feminism organizers that also organize in other ways in the movement. Since 2020, at the beginning of every campaign year we update our community care statement and link in our campaign kick-off communications and we require COVID-19 mitigation for in-person events to be eligible for microfunding.
Another example is that we are slated to create another subcommittee to do an analysis of our websites to better fit the needs of our community. That committee is scheduled to convene in 2025.
6. During the fund period, did your efforts do any of the following? (required):
For affiliates, the response to Question 6. also partially addresses Affiliate Health Criterion 2.2 (Diversity balance).
- 6.1 Bring in participants from the following groups: women, indigenous groups , LGBTQ+ groups, underrepresented geographical regions (ESEAP, LATAM, SSA, MENA, SA)
- 6.2 Develop content about the following underrepresented topics or groups of people: women, indigenous groups, LGBTQ+ groups
- 6.3 Support the retention of: Editors, Organizers
7. What, if any, effective tactics or approaches can you share that worked well when dealing with the programs under points 6.1-6.3 that you selected? (optional)
One of the greatest things about how Art+Feminism operates is that we set a theme to help provide a container in which organizers can create their own event and truly make it relevant to their community. We strongly believe that people in their communities know their communities best, this level of trust and open approach always leads to exciting and surprising ways in which organizers creatively approach our organizing theme.
8. If you developed partnerships, which of the following factors most helped you to build partnerships? Please pick a MAXIMUM of the three most relevant factors (optional):
N/A
Part 2: Metrics for Year 2
[edit]| Wikimedia Metrics | Target (Year 2) | Results (Year 2) | Comments and tools used |
|---|---|---|---|
| Number of all participants | 2000 | 1680 | Based on 2024 campaign numbers via Programs & Events Dashboard |
| Number of all editors | 2000 | 1680 | Based on 2024 campaign numbers via Programs & Events Dashboard |
| Number of new editors | N/A | 1680 | |
| Number of retained editors | N/A | 1680 | |
| Number of all organizers | 144 | 113 | Based on 2024 campaign numbers via Programs & Events Dashboard |
| Number of new organizers | N/A | 113 |
| Wikimedia project | Target - Number of created pages (Year 2) | Target - Number of improved pages (Year 2) | Result - Number of created pages (Year 2) | Result - Number of improved pages (Year 2) |
|---|---|---|---|---|
| Wikipedia | ||||
| Wikimedia Commons | ||||
| Wikidata | ||||
| Wiktionary | ||||
| Wikisource | ||||
| Wikimedia Incubator | ||||
| Translatewiki | ||||
| MediaWiki | ||||
| Wikiquote | ||||
| Wikivoyage | ||||
| Wikibooks | ||||
| Wikiversity | ||||
| Wikinews | ||||
| Wikispecies | ||||
| Wikifunctions or Abstract Wikipedia |
11. Did you set other quantitative and qualitative targets for your project (other metrics)? (required): Yes
11.1. Other Metrics.
In your application, you outlined some other open metrics that you would like to measure. Please fill out the achieved results for each of the open metrics you defined.
| Other Metrics | Description | Target | Results | Comments | Methodology |
|---|---|---|---|---|---|
| A supported community | We will be focusing attention on measuring three key aspects of the change we wish to bring about through our work that is connected to our learning questions: organizational sustainability and global reach, the regional ambassador program(equity, effectiveness, and support), and accessibility of the support and tools we offer to global organizers.
We’ll experiment with either facilitated focus groups or interviews with event organizers to assess: Perception of the support offered by Regional Ambassadors (what factors are key, what could be improved/adjusted) Perception of the support offered by Art+Feminism through tools and micro-grants Feeling of engagement and desire to continue participating. Feeling of joy in the process. |
Generate a feedback report based on at least one focus group, building on the experience from Year 1. | 1 | In response to our first learning question, we hope to measure the perspective of stakeholders regarding the changes we have made in our policies, culture, board and organization structure, support tools, and methods and if this enables us to better represent the global movement in a more equitable and inclusive way, what has been key to enable this and what can still be adjusted or improved. We will experiment with facilitated focus groups with event organizers.
Target: Feedback report from focus group discussion measuring perceptions in different dimensions and the learning from this. Our target is to have at least one focus group. |
Comments/Analysis The report was able to validate some hypotheses we already held of ways to better support Art+Feminism organizers and has helped us create some strategic planning moving forward to shape our work.
Tool or methodology used to collect data: A third party consultant created a methodology and one-on-one interviews with stakeholders. |
| Increased access to public programming via virtual programming | Designing three different types of virtual programming for the global community to participate in. (1)Art+Feminism Conversations, virtual events where leading and emerging voices in arts and feminism join us to discuss solidarity; (2)#NowEditingAF: Virtual Editing Tables, a monthly space to learn new Wiki skills and edit and build community together, with no previous experience required; (3)Community Hours, a periodic online peer-learning space with topics
(This target would not allow us to fill in text, but here is the target text: Creating and executing at least one of each of the types of virtual public programming.) |
1 | N/A | In 2024 we held the following VETs and Conversations:
Collective Editing with Wiki Editoras Lx Writing about Art (on Wikipedia) with art historian and wikimedian, Michaela Blanc and arts writer, Teri Henderson Wiki Editing for Movement Workers and Organizers Attention Collectors: Wikimedia Commons Needs You - A Virtual Editing Table with The Feminist Institute
In 2024 we had two Community Support Sessions, two Community Hours, and two Coffee Breaks. Coffee Breaks were introduced in the later half of the year as a new internal initiative for team members to have 5-minute one-on-one or one-one-some conversations with each other. At our team retreat in June, we have been working on setting the dates for the year to make sure that coffee breaks and community support sessions happen on a regular basis - these sessions are specifically designed for community building and connection. The Community Hours are designed more for peer learning spaces. |
Programming was held on Zoom for virtual programming |
| Board Development | Building on the work we’ve done in 2023, we will dedicate time and resources towards improving infrastructure and support to be able to not only continue recruitment but also to maintain an effective board with protocols and procedures that include an intentional onboarding process. We imagine this being a multi-year process.
(This target would not allow us to fill in text, but here is the target text: Onboarding at least one new board member.) |
1 | N/A | We successfully had an open call for board members and exceeded this goal of onboarding at least one new board member and have onboarded 4 new board members in 2024. Also, in step with our strategic roadmap, our board has international representation to better reflect our global community. | Internal meetings and checklists around recruitment and onboarding. |
| Level of satisfaction expressed by Regional Ambassador and Network organizer | Building on this metric from year 1, as part of our regional ambassador program development, our program manager instituted the use of annual plans - a written document where each of our regional leaders establishes a personal or regional goal that aligns with the goals of the organization. Our regional leaders were supported in crafting their goals during one on one meetings with the program manager. This was a successful step that we wish to continue to deepen these relationships and work. Because of these successful engagements, we now have regional leaders who are contributing to the organization's communications strategy, developing outreach strategies specific to the region they support, and taking leadership roles in the organization’s event planning. These engagements have also helped us to start preparing for regional leaders for other opportunities within the organization and helped us better accommodate team members with disabilities by allowing us to craft work plans that account for additional support needs.
Building on the individual plans as a marker of level of satisfaction and engagement, we’ll also look at participation in Art+Feminism led events, as well as presenting about Art+Feminism’s work at conferences. (This target would not allow us to fill in text, but here is the target text: Our goal is to have 100% of all regional ambassadors and network organizers to have documented, individual goals.) |
1 | N/A | From the annual report generated by the Program Director: Our regional leaders often use their skills and interest to work on individual and collaborative projects that align with Art+Feminism's goals and objectives. Some highlights from this year:
Jaison Oliver, a US regional ambassador, reactivated partnerships with the Menil Collection and Arte Publico Press in Houston and also helped new editors like the Brownsville abortion edit-a-thon organizers. Jaison has represented Art+Feminism at Wikimedia fundraising events. Paula Domínguez Font and Michaela Blanc presented Art+Feminism and Cultural Institutions at the Forefront of Media Literacy at the 2023 GLAM-Wiki Conference in Uruguay. (English Language Recording) Alison Baitz, a US regional ambassador, helped to coordinate our first collaboration with The Feminist Institute: a virtual editing table connecting (public archives) as a resource for Wikimedia Commons. Miranda Pratt, a first-year US regional ambassador, played a key role in our discussions and strategizing around digital safety. Jessie Mi, our East Asia regional ambassador,successfully built new partnerships with Japanese organizers that she met through Wikimania. Dominique Elaine Yao, finalized her term as Chair of the WikiFranca Board of Directors. With Art+Feminism she has continued to conduct outreach throughout Francophone Africa and the Caribbean to bring new Francophone organizers into the A+F campaign. Michaela Blanc continued her work as a Wikimedian in Residence at Perez Art Museum, utilizing A+F resources and hosting A+F events She also launched a new partnership with Silver Eye in Pittsburgh. Anthony Diaz, has continued his work with Wiki Advocates Philippines User Group. They have been working extensively to develop a pathway for new leaders within their user group. This model is being referenced by A+F leadership as a consideration in our own leadership development activities. Zita Zage, Alison Baitz, Flavia Doria, Michaela Blanc, and Miranda Pratt all participated in the annual Art+Feminism leadership retreat. In sessions facilitated by Shamillah Wilson, these regional leaders provided critical feedback to A+F Staff. Alison Baitz also presented a proposal for a new A+F program: “a long-term, multi-pronged project devoted to promoting, highlighting, and creating sources that are open and available for research (both for Wikipedia articles and for other, personal research.).” |
All regional leaders completed a self-assessment ahead of 1:1 meetings with either the Program Director or Executive Director. Further, the Program Director generates an annual regional leader report. |
| Retention of regional ambassadors and network organizers. | We seek to make equity a cross-cutting principle incorporated into strategies to improve the regional ambassador and network organizer programs, as a result of which the members of these cohorts express satisfaction with the programs and wish to continue working with us. We will do this work through our current practice of one-on-one meetings.
(This target would not allow us to fill in text, but here is the target text: We have an expressed goal that regional leaders stay on for at least two years.) |
1 | N/A | In 2022, as part of our regional ambassador program development, our program manager (now Program Director) instituted the use of annual plans - a written document where each of our regional leaders establishes a personal or regional goal that aligns with the goals of the organization. Our regional leaders were supported in crafting their goals during one on one meetings with the Program Director. This was a successful step that we wish to continue to deepen these relationships and work. Because of these successful engagements, we now have regional leaders who are contributing to the organization's communications strategy, developing outreach strategies specific to the region they support, and taking leadership roles in the organization’s event planning. These engagements have also helped us to start preparing for regional leaders for other opportunities within the organization and helped us better accommodate team members with disabilities by allowing us to craft work plans that account for additional support needs. Creating more individual plans seems to be a good direction for this program to engage regional leaders beyond the standard expectations of the role. These plans so far have proven to be of mutual benefit by fulfilling organizational needs and keeping these team members engaged within the organization. Over the long-term, we expect to see improved retention and better transition processes with the implementation of these plans.
Art+Feminism has a team of regional leaders who host Art+Feminism events, provide support to Art+Feminism organizers in their geographic region, and help Art+Feminism staff achieve other organizational goals. Once again, all of the regional leaders completed a plan for the year. |
The program director created a template for all regional leaders to use for their plans. |
Part 3: Skill Development / Capacity Building
[edit]12. Reflecting on your programmatic (external) and organizational (internal) work, did your grant support you to undergo any skill development that made a difference to your success? If yes, what skill was developed, and how did it lead to success? (e.g. received coaching on public speaking, attended training on nonviolent communication, hosted professional development conversations on leadership, learned and used a new tool for project management, etc.)? Can you share any materials? (required)
For affiliates, use this space (Question 12.) to address Affiliate Health Criteria 2.2 (Diversity balance) and 3.1 (Diverse, Skilled, and Accountable Leadership):
- Describe actions taken to prioritize gender balance in affiliate leadership, as well as any areas of diversity relevant to your affiliate's context (2.2).
- Describe the management, financial, or other leadership skills of your affiliate leaders. If you have a succession plan, please include it here (3.1).
- Describe any training or skill development (as outlined in the question above) (3.1).
- Incorporate into the annual report a disclosure of conflict of interests (if any) from the leadership (3.1).
Art+Feminism strikes a balance between continuous self-improvement and collaborating with external experts. We focus on developing our own skills while also engaging consultants who are specialists in their fields. These experts either help facilitate our learning or address specific gaps that need to be filled.
An area that we continue to be very intentional about is working with professional translators and interpreters for our resources, communications, and events to make our organization more accessible to our global community and not overreflying on our multilingual community members to do the extra labor of interpreting and translating. Grant support goes directly towards these intentional efforts.
Another critical area where we’ve used grant support is with strategy facilitation. We started working with Shamilliah Wilson, a feminist social justice coach who helps activists and leaders achieve fulfillment and wellbeing as they work to better the world. She facilitated our leadership retreat and we’re now engaging with her on a quarterly basis.
Further, grant support went to a digital safety audit with Equity Labs for Art+Feminism. They spoke to leadership and regional leaders around the world as part of this audit. We were able to make changes and adjustments (like our most public-facing email info@artandfeminsim.org should not be a login for anything) to increase the safety not only of our organization, but more importantly of the individuals who make up this organization.
We’re also very excited to continue the Regional Leader as well as the leadership team (un)learning and wellness funds. The Regional Leader Fund started in 2021, this initiative provides funds (up to $500 USD) for Regional Leaders to use for Art+Feminism projects or for training or other professional development, that aligns with or is in the spirit of Art+Feminism’s mission, vision, and values. This funding is not for an Art+Feminism edit-a-thon, panel or meet-up (separate funding is available for those purposes). In the past three years, Art+Feminism has funded 24 different projects globally. Some examples of uses of this fund in previous editions are funding of language lessons, interpersonal skills or professional training, coverage of expenses for learning or research trips, and subscriptions to key applications or programs.
The leadership team (un)learning and wellness fund allows each member of the leadership team up to $300 to use for ongoing personal (un)learning that aligns with or is in the spirit of Art+Feminism’s mission, vision, and values. In the past this has funded project management and QuickBooks courses, language lessons, books, conference and workshop registrations, entrance fees for museum and gallery exhibitions, and 1:1 professional coaching. We’ve expanded this fund to also include wellness, recognizing that wellness and (un)learning go hand-in-hand.
13. What is one capacity/skill area that you would like to focus on for the next year? And how do you plan to achieve this capacity? (required)
Strategic planning including succession planning are priorities for the organization in 2025 as we continue to build on the work and sustainability of Art+Feminism. We are planning quarterly facilitated conversations around this work to help keep us on track with a now annual retreat for leadership in June.
14. If you have additional information or reflections that don’t fit into the above sections, please write them here. Use the space below to upload any additional documents that would be useful to understand your report.
For affiliates, also use this section (Question 14.) to address Affiliate Health Criteria 2.3 (Good governance & communication) and 3.3 (Universal Code of Conduct compliance).
- Describe and link to any public-facing information on affiliate leadership, membership, elections, and/or decision-making processes (2.3).
- Describe any activities incorporating, promoting awareness about, or enforcing the Universal Code of Conduct in your affiliate's activities (3.3).
2024-2025 Campaign Strategy + Retreat Summary [6]
Part 4: Financial reporting
[edit]For affiliates, also use this section (Part 4: Financial reporting) to address Affiliate Health Criterion 3.2 (Financial & Legal Compliance).
| Description | Amount spent (USD) |
|---|---|
| Personnel costs | 307808 |
| Operational costs | 414450 |
| Programmatic costs | 56515 |
| Total (Year 2) | 405769.39 |
| Other revenue | 51312 |
| Remaining funds (Year 2) | N/A |
15. Please state the total amount spent from this fund in your local currency. (required)
405769.39 USD
16. Please provide an overview of the amount spent from this fund in the following budget categories in your local currency. (required)
- Operational costs: 414450 USD
- Programmatic costs: 307808 USD
- Staff and contractor costs: 56515 USD
17. Did you have any other revenue sources (e.g. other funding, membership contributions, donations)? (required): Yes
- 17.1. Provide the total amount received from other revenue sources in your local currency. (required): 35805 USD
- 17.2. Provide the total amount spent from other revenue sources in your local currency. (required): 51312 USD
18. Provide a financial report document which will provide the details of funds received and spent in the currency of your fund. (required)
- Upload Documents, Templates, and Files.
- Report funds received and spent, if template not used.
- https://docs.google.com/spreadsheets/d/1I8onK_vxKH0tL3at9tWll4lor5Rk6KRQLVSBs7y3RKk/edit?gid=0#gid=0
18.2. If you have not already done so in your financial spending report, provide information on changes in the budget in relation to your original proposal. (optional)
Overspend for this year includes deferral for 2024 year end accounting
19. Do you have any unspent funds from this funding?: No
20. Final confirmations (required)
- 20.1. Are you in compliance with the terms outlined in the fund agreement? You must be in compliance with relevant tax laws and regulations restricting the use of the Funds as outlined in the grant agreement. In summary, this is to confirm that the funds were used in alignment with the Wikimedia Foundation mission and for charitable/nonprofit/educational purposes.
- Yes
- 20.2. Are you in compliance with all applicable laws and regulations as outlined in the grant agreement?
- Yes
- 20.3. Are you in compliance with provisions of the United States Internal Revenue Code (“Code”), and with relevant tax laws and regulations restricting the use of the Funds as outlined in the grant agreement? In summary, this is to confirm that the funds were used in alignment with the WMF mission and for charitable/nonprofit/educational purposes.
- Yes
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