Grants:Programs/Wikimedia Community Fund/2023-2025 Art+Feminism WMF Grant Application
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Applicant details
editWikimedia username(s):
- kiraface
Organization:
- Art+Feminism
G. Have you received grants from the Wikimedia Foundation before?
- Applied previously and did receive a grant
H. Have you received grants from any non-wiki organization before?
- Yes
H.1 Which organization(s) did you receive grants from?
- Ford Foundation
M. Do you have a fiscal sponsor?
- No
M1. Fiscal organization name.
- N/A
Additional information
editR. Where will this proposal be implemented?
- United States of America
S. Please indicate whether your work will be focused on one country (local), more than one or several countries in your region (regional) or has a cross-regional (global) scope:
- International
S1. If you have answered regional or international, please write the country names and any other information that is useful for understanding your proposal.
T. If you would like, please share any websites or social media accounts that your group or organization has. (optional)
- www.artandfeminism.org
https://twitter.com/artandfeminism https://instagram.com/artandfem https://www.facebook.com/artandfeminism https://www.youtube.com/c/ArtFeminismVideos
M. Do you have a fiscal sponsor?
- No
M1. Fiscal organization name.
- N/A
Proposal
edit1. What is the overall vision of your organization and how does this proposal contribute to this? How does this proposal connect to past work and learning?
The mission of Art+Feminism is to build a community of activists who are committed to closing information gaps related to gender, feminism, and the arts on Wikipedia and beyond. And as we officially state, Art+Feminism envisions an internet that reflects diverse global histories of art-making, where communities who have most often been written out of history feel welcome and empowered to participate in writing (and righting) our stories.
As we move to celebrate ten years of Art+Feminism, this proposal enables us to keep moving forward with our mission and vision. Throughout this proposal we detail our 2023-2025 plans for board recruitment and an improved communications strategy - two areas we were not able to make significant progress, that were noted in our previous grant narrative. And here we'll summarize some of the achievements and learning experiences of the other areas outlined in our 2022 proposal:
From April 2022, we consulted with experienced human resources firms to develop our first anti-racist hiring process. We were able to implement that process with a job announcement in June 2022 and will be onboarding our third full-time staff member, an administrative associate, in September 2022. We did not anticipate how much time it would take to develop and execute this process but in doing so, we are closer to “increasing our administrative capacity to sustain organizational growth” and have learned lessons about human resource allocation that are relevant both to developing a communications strategy and what recruiting and onboarding an international board of directors will demand of us.
In optimizing our regional ambassador program, we have also started to carve out new pathways for leadership. This year, two of our long-term ambassadors who’ve supported event organizers in Brazil and South Asia will be joining our leadership team as co-lead organizers. Further, with the implementation of more one-on-one meetings and individual action plans, our regional ambassadors were able to provide support to our current communications activities, hiring process, and ten year celebration plans. Although these activities provided mutual benefit to our team members and the organization’s goals, we did receive some critical feedback about the implementation of the plans; in this next year, we will more clearly lay out the organization’s annual goals to help all regional ambassadors in developing actionable individual plans that align with the organization’s focus.
Other successes with our regional ambassador program include the continuation of the regional ambassador fund, a 500 USD personal and professional development fund which our ambassadors have used to pay for language classes, take a website development course, to complete coursework necessary to finalize a degree, and more. While we welcome applications to pursue activities that bring personal fulfillment, some ambassadors report the material impact of this fund. Of note, the ambassador who completed their degree coursework reported how it’s improved their job prospects. This is the kind of impact we envision when we say we want to nurture our community in equitable and ethical ways.
It’s been a truly exciting year for Art+Feminism: along with the aforementioned achievements, we were acknowledged during the Wikimedian of the Year program for Affiliate Spotlight - Partnerships (https://artandfeminism.org/2022-artfeminism-recognized-for-wikimedia-affiliate-spotlight-partnerships%ef%bf%bc/); and, finally, recent research at from the University of Pennsylvania (https://artandfeminism.org/research-closing-wikipedias-gender-gaps/) concludes that our near decade of work has made a tangible impact on closing information gaps related to gender, feminism, and the arts.
2. What is the change that you are trying to bring about and why is this important?
According to the strategic plan we finalized in April 2021, and aligning with the Movement Strategy 2030, our guiding question remains “How do we make Art+Feminism a fully global organization in an equitable and accessible way?”
Although our work has been evolving in this direction, the intentional programmatic break we took in 2021, allowed us to fully realize that although Art+Feminism originated with a focus on gender inequality, all of the other means of identity oppression, especially racism, are interconnected and cannot be tackled as distinct problems. We see equity as a responsibility to ourselves and our community and are specifically beginning with addressing racial and ethnic equity.
Challenges to our guiding big question include:
- Burnout and Retention - With an ongoing global pandemic that is disproportionately affecting the communities we’re most invested in, we recognize the precarity of labor and the real off-wiki priorities of our community.
- Accessibility - We have made progress with increasing the accessibility at Art+Feminism, particularly around language access, but recognize that is only one component of accessibility. We see overall accessibility as a growth area for Art+Feminism in order to make the work we do together accessible for everyone. For example, revising and improving our crowdsourced accessibility guide for event organizers, amidst the ongoing pandemic.
- Language - In 2022, Art+Feminism celebrated events in 27 different languages. Although strides have been made to provide translation and interpretation in our meetings and materials, there is always room for improvement
- Inequity as the Status Quo - We continue on our journey of (un)learning racism, US exceptionalism, and other manifestations of oppression in order to create equitable and accessible spaces for our community.
- Demands of Hyper-Productivity - By creating points of reflection, we are able to assess and realign. It can be challenging to carve out this space amidst societal and the nonprofit culture of constantly producing, but it’s necessary for growth.
With this proposal, we hope to continue our action plan from our strategic roadmap to address these challenges consists of: a) recruiting board members from regions other than North America, b) building the infrastructure to sustain and nurture our community in an increasingly equitable and ethical way, c) renewing our mechanisms to create new leadership, d) optimizing our regional ambassador program, e) improving our communications strategies, and f) increasing our administrative capacity.
3. Describe your main approaches or strategies to achieve these changes and why you think they will be effective.
To continue to build on the momentum and trajectory we’ve been going to help us further realize our goals and move toward the change we want to see, we hope to focus on three main areas:
Reflection and Evaluation We’ve been building in internal points of reflection to be able to help us reflect and grow.
In 2022, our A+F Program Manager set up a series of one-on-one meetings to discuss more qualitative goals for each regional leader on our team. This was a successful step that we wish to continue to deepen these relationships and work.
Also in 2022, we reworked our monthly evaluation form for our leadership team as a point of peer review and reflection. Each month, staff self-assess their work, as it relates to professional development and organizational goals, using a seven question form and then peer review the form during a staff meeting. This process is still evolving.
Infrastructure In 2022, we began a hiring process for our newly created administrative associate role. We received over 300 applications for the open position. In order to align with our anti-racism and equity goals, we directed a lot of time and resources towards this process. At the time of this proposal, we’re planning to onboard our new staff member within a week!
Further, we spent much of 2022 redefining and creating a process for the role of Co-Lead Organizers within the organization.
This all leads to the concept of onboarding and support. In order for these new team members to be successful, we recognize that it will require us to create and update orientation processes, make space for technical trainings in which new members learn our tools and technology, and also dedicate time for values conversations (i.e., equity training). We believe this will be a key component to our infrastructure in 2023.
Celebration The work of Art+Feminism and the challenges that we face are hard. We need to bring the fun back to Art+Feminism, we have a value that says “We find joy in our community, knowing it will sustain us in our work” and we need to be intentional about that joy. In 2023, we’re celebrating 10 years of Art+Feminism! We’re working with our community to help realize a celebration that resonates with them on a global level.
Multi-year funding allows us to plan and anticipate what the next few years will look like, while leaving room in our scheduling to make space for new and emergent projects and processes. It’s hard to both create and measure change in a short calendar year. We’re confident that we can accomplish the change we want to see, if given the time and resources to fully realize them.
4. What are the activities you will be developing and delivering as part of these approaches or strategies?
Reflection and Evaluation We recognize that one of our biggest growth areas is the ability to define how we measure success qualitatively, ensuring that success resonates with our community. It is important that we are able to articulate our work to the wider Wikiverse and beyond. Through meaningful feedback and conversations with the Regional Committee and the Foundation, we will be participating in the following activities that were recommended by Jessica Stephenson:
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 facilitated focus groups 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.
- Document the Art+Feminism model of organizing global campaigns through a network of Regional Ambassadors and organizers to share with peers in the Movement through a Let's Connect session in collaboration with the WMF Learning and Evaluation team.
- Tell an audio or visual story of three Regional Ambassadors’ journeys to illustrate the nature and impact of their work and the Art+Feminism model.
Infrastructure
- Board development and onboarding - By Q1 2023, we will have brought on our first international board member. This is a part of our commitment to have global voices at every level of our organization. Our recruitment process is conversation-based: meeting with multiple members of our community to help assess interests that align with the needs and direction of the organization. This process continues to be defined. 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.
- Policy creation and review - We need to continue on the path of creating and documenting our own policies and protocols. It is also critical that we build in time to review existing policies, such as a Brave, Safe Space Agreement, and protocols for processes such as hiring and onboarding, to be able to ensure they’re still relevant and in alignment with our strategic plans.
- Training - Two years ago we created a dedicated budget line for training. This aligns with our value: “We commit to knowledge sharing and creation on a global scale, highlighting voices and stories which are often unheard. We also embrace our own learning and unlearning of knowledge so that we may dream of new ways of being and doing, individually and collectively.” Specifically in 2023, we have identified a trainer to help improve our culture of accessibility and align our workplace operations with a disability justice framework.
- Translation and interpretation - We continue to dedicate our resources to translations and interpretation in order to make our work and community more accessible on a global scale. Internally, for our team to fully participate, we utilize interpretation for our one on one and small group meetings and routinely work with translators to translate significant documents including policies, contracts, role descriptions, and more. Currently, our website is available in French, Spanish, Portuguese, and English. An ongoing project has been also translating our website to Arabic. We will continue to reflect on where Art+Feminism communities exist and are thriving to prioritize any possible new languages.
Celebration In 2023, we will be celebrating our ten year anniversary with a signature, hybrid (virtual and in-person) event hosted in conjunction with various cultural and civic organizations in Houston, Texas, USA. Additionally, we are working with our regional ambassadors to produce zines, videos, special events, and other media to highlight their region’s work in more culturally-specific ways.
5. Do you want to apply for multi-year funding?
Yes, for 3 years
5.1 If yes, provide a brief overview of Year 2 and Year 3 of the proposed plan and how this relates to the current proposal and your strategic plan?
- Our strategic roadmap is a multi-year document. Much of this work described above cannot be fully realized in one year’s time and we’re grateful for the ability to apply for multi-year funding to be able to help realize these plans with less urgency and more intention.
Developing a complete Board of Directors With a very small staff and with new team members starting in Q4 2022, we recognize that much of 2023 will be onboarding those team members alongside us celebrating 10 years of Art+Feminism in Q1 2023. Whereas conversations about board development will take place during this time, it won’t be until later in 2023 when we’ll be able to shift focus to board development, recruitment, and onboarding. In an organization deeply values driven, we do not anticipate that the recruitment and alignment process with potential board members to be a quick process and see this overall taking 2-3 years to fully realize.
Developing a robust Communications and Outreach Strategy Further, as the pandemic took a toll on our organizing community (particularly on cultural and educational institutions in the US and Europe), we want to engage new organizers through a dedicated communications strategy. As we plan to celebrate 10 years of Art+Feminism in 2023, we’re engaging with a Communications Consultant. Having a full-time communications position is part of our longer term plans (with a hiring search planned for our 2023-2024 campaign year) for the organization and this consultant role is a way to onramp to that future.
6. Please include a timeline (operational calendar) for your proposal.
- Here is our project calendar for 2023 that gives a high level overview of how we're organizing our work for the year. It is a living document and in our monthly meeting with our lead co-organizers we review the previous month’s activities and update and adjust accordingly.
7. Do you have the team that is needed to implement this proposal?
Our staffing structure can be found here: https://meta.wikimedia.org/wiki/Art%2BFeminism_User_Group/Planning/Staffing2022-2023.
We’re very excited to be onboarding a new Administrative Associate in Q4 2022. We’re also excited to be onboarding two new Co-Lead Organizers. Here is our org chart: https://artandfeminism.org/wp-content/uploads/2022/09/2022-2023-Org-Chart.pdf
We include in our budget funding for consultants, because we recognize that there are times when we need outside expertise to do our best work. This includes engaging with language co-ops to provide translation and interpretation for our global community and specialized training like Anti-Racist Hiring Training.
8. Please state if your proposal aims to work to bridge any of the identified CONTENT knowledge gaps (Knowledge Inequity)? Select up to THREE that most apply to your work.
Content Gender gap, Language, Cultural background, ethnicity, religion, racial
8.1 In a few sentences, explain how your work is specifically addressing this content gap (or Knowledge inequity) to ensure a greater representation of knowledge.
Content Gender gap: Our mission and guides focus on women and non-binary artists, activists, and notable figures, not limited to biographies.
Language: We are committed to translating our own materials and making interpretation services available in our programming. The role of West African Indigenous Language Coordinator is intended to be a resource for indigenous small language communities in West Africa. We also work with a Network Organizer in the Philippines, who has made significant developments with Wikiquote incubator projects in Central Bikol and Tagalog.
Cultural Background: Our mission and guides are not solely focused on gender, but inclusive of sexual orientation, race and cultural background. Our project is focused on feminism and we don’t view feminism as being exclusive to white cisgendered women. Thus our Indigenous language initiative which focuses on West African languages and our collaborations with other Wiki groups like Black Lunch Table and AfroCROWD.
9. Please state if your proposal includes any of these areas or THEMATIC focus. Select up to THREE that most apply to your work and explain the rationale for identifying these themes.
Culture, heritage or GLAM , Diversity
10. Will your work focus on involving participants from any underrepresented communities? Please note, we had previously asked about inclusion and diversity in terms of CONTENTS, in this question we are asking about the diversity of PARTICIPANTS. Select up to THREE that most apply to your work.
Gender Identity, Sexual Orientation, Ethnic/racial/religious or cultural background
11. What are your strategies for engaging participants, particularly those that currently are non-Wikimedia?
The Art+Feminism campaign is an international call to individuals, communities, institutions, and grassroots organizations. Art+Feminism's audience is broad and diverse. We have established solid ties with GLAM institutions, universities, academics, artists, feminist and information activists, cultural leaders, and others. We articulate collaboration between these actors and Wikimedian communities in editing and awareness-raising activities around the existing gaps in Wikimedia projects.
Our strategies for engaging non-Wikimedia participants include:
- Partnering with GLAM institutions, which have great potential to integrate the use of Wikimedia projects into their regular programming.
- Providing regular training opportunities and support resources to our international network of supporters. We have identified that some Art+Feminism event organizers (individual Wikimedians, activists, artists, as well as institutions) act as catalysts within their communities and encourage others to continue editing. We allocate a considerable proportion of our resources to support them.
- Continuing with the "Network organizers" program, composed of experienced and active A+F event organizers, who continue organizing Art+Feminism-related activities within geographic and non-geographic communities. They have community building and organizing skills and are interested in feminism and information activism.
- Working in collaboration with other Wikimedia projects and organizations, especially those with an equity focus. We currently collaborate at different levels with the projects Women in Red, Whose Knowledge?, AfroCrowd, Black Lunch Table, among others.
- This year, we aim to Improve our communication strategy to have even more impact on social media and press.
There are no restrictions to participate in our campaign, nor is previous experience editing on Wikimedia projects required. The only requirement to participate is to adhere to our Safe and Brave Space Policy and to work to ensure an event free of any form of harassment or discrimination.
12. In what ways are you actively seeking to contribute towards creating a safer, supportive, more equitable environment for participants and promoting the UCOC and Friendly Space Policy, and/or equivalent local policies and processes?
One of the things we’re most proud of from 2022 is the release of our Anti-Racism Policy and Equity statement (https://artandfeminism.org/artfeminism-anti-racism-policy-equity-statement/)
From August to December 2021, the Art+Feminism leadership team took an organizational pause on all regularly scheduled programmatic activities to prioritize creating internal anti-oppression policies and mechanisms. This, in a way, became our programming.
The leadership team became deeply engaged in this work by: participating in ongoing meetings, readings and discussions, working through past trauma, examining how white supremacy/Anglo Saxon practices perpetuate in our everyday work culture (such as sense of urgency and centering/over-representing U.S. culture), and creating operational definitions of concepts like equity and racism.
We specifically focused on developing an anti-racism policy to be implemented across the organization and inform new work culture practices rooted in restorative justice. We do not want to have just words on a page, but rather move Art+Feminism toward a cultural shift with established policies and protocols that help the organization be more consistent with its values. We also envision regular org-wide trainings in the future to help us all be in alignment with this work.
This is important and hard work that takes time.
As a team, we believe that we are a stronger organization now that we have the anti-racism policy and equity statement in place. We are committed to continuing on this trajectory as these two protocols are the first steps to sustainable change.
Further, Art+Feminism established our own Brave Friendly Space agreement in 2017. It has since been translated into several languages and we start every session with this agreement. We also have plans to revisit and reevaluate this agreement to make sure it stays relevant to our communities.
13. Do you have plans to work with Wikimedia communities, groups, or affiliates in your country, or in other countries, to implement this proposal?
Yes
13.1 If yes, please tell us about these connections online and offline and how you have let Wikimedia communities know about this proposal.
Our work is highly collaborative. In the past year, we’ve established a monthly call with Black Lunch Table, Whose Knowledge?, and AfroCROWD. We continue to actively participate in the regular global ED calls. We’re also excited to be working on a collaboration with Wikimedia Argentina in 2022 Q3. These meetings and collaborations have helped us in a broad sense prepare for this proposal.
Beyond those relationships, our preparation process for this proposal includes: internal writing by Art+Feminism staff, invitation for A+F team to review, invitation for (aforementioned) partners to review, and finally and invitation for our editors and event organizers. We also made the proposal available on both Meta and via Google Docs for anyone who is interested to offer feedback.
14. Will you be working with other external, non-Wikimedian partners to implement this proposal?
Yes
14.1 Please describe these partnerships and what motivates the potential partner to be part of the proposal and how they add value to your work.
The most consistent external, non-Wikimedia partners we have are with the various language co-ops and professional translators and interpreters that we engage with to make our meetings accessible to our global community. They also make sure our website and communications are also available in multiple languages.
On our constant journey and value that centers anti-racism and equity we often seek third party facilitators and experts to conduct and lead training and workshops. Further, we are excited to be part of the current Ford Foundation New Media CoHort which comes with funding and regular meetings with fellow cohort members doing exciting things with technology and art in the United States.
15. How do you hope to sustain or expand the work carried out in this proposal after the grant?
As part of our strategic roadmap, we’ll be onboarding our new position of Administrative Associate in Q4 2022. This coincides with our focus on creating infrastructure within our organization to create sustainability and not focus on traditional growth.
Our strategic roadmap also indicates a need for a dedicated communications position. Whereas, we are not at the growth point to bring on a communication position to staff, we are engaging with a communication consultant beginning in Q4 2022, as we ramp up around our 10-year anniversary. We’re hopeful that this will re-energize our Art+Feminism public engagement. We hope to augment our capacity and scale with engaging with a communications consultant to help re-enegerize Art+Feminism’s public envgagement.
Since 2020, we have not held our signature event (previously held annually at the Museum of Modern Art in NY, USA) due to COVID-19. During this time, we also did deep and important work around our mission, vision and values and found ourselves asking questions around the purpose of the signature event, which resulted in us putting that on pause as we redistributed resources to our global event organizers. We are excited to be working with one of our current regional ambassadors to host our first in-person event in 2023 to help us celebrate our 10-year anniversary in Houston in late Q1 2023/early Q2 2023.
16. What kind of risks do you anticipate and how would you mitigate these. This can include factors such as external/contextual issues that may affect implementation, as well as internal issues, such as governance/leadership changes.
- There are risks with team expansion not working out. We’re conscious that in the general workforce, there are cases where new hires do not work out due to lack of infrastructure or workplace culture. We’re excited about this necessary growth and doing our best to be intentional with onboarding in order set up new hires for success at Art+Feminism. In recent years we’ve been creating more dedicated and documented protocols around HR matters such as payroll, health reimbursements, retirement contributions, and an employee handbook.
There are also several risks around hosting an in-person event in an ongoing global pandemic. We hope to implement lessons learned over the past three years by including a virtual option for participation and establishing safety protocols (including using outdoor spaces, providing masks, planning with venue partners around ventilation and clean air flow for indoor spaces) to help mitigate those risks.
Beyond health risks, there are inherently other risks around an event with virtual participation. Things like platform failures are prevalent, but with planning and lessons learned from other virtual conferences, we hope to do our best to mitigate those risks as well.
17. In what ways do you think your proposal most contributes to the Movement Strategy 2030 recommendations. Select a maximum of three options that most apply.
Increase the Sustainability of Our Movement, Provide for Safety and Inclusion, Invest in Skills and Leadership Development
18. Please state if your organization or group has a Strategic Plan that can help us further understand your proposal. You can also upload it here.
Learning, Sharing, and Evaluation
edit19. What do you hope to learn from your work in this fund proposal?
The change we are working toward is making Art+Feminism in a fully global organization in an equitable and accessible way. Our learning questions are related to the strategies chosen to reach that goal:
- Global reach: What is the effectiveness and impact of having incorporated a more international team, at board, and lead co-organizer levels?
- Equity: What is the effectiveness and impact of having made meaningful changes to the ways in which regional ambassadors and network organizers partner with us?
- Accessibility: What is the effectiveness and impact of having translated our materials into a wider selection of languages?
To help us measure this success, we’d like to build on the pathways we’ve established in 2022 and continue building and exploring other ways in which we can measure our work in qualitative ways.
20. Based on these learning questions, what is the information or data you need to collect to answer these questions? Please register this information (as metric description) in the following space provided.
| Main Metrics | Description | Target |
|---|---|---|
| Increased perception of Art+Feminism as representing a more global and diverse movement. | Description: 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. |
N/A |
| Level of satisfaction expressed by regional ambassadors and network organizers. | Description: 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
Target: 80% that express an overall feeling of engagement, and effectiveness in their role and the support received by Art+Feminism |
N/A |
| Document the Art+Feminism model of organizing global campaigns through a network of Regional Ambassadors and organisers to share with peers in the Movement. | Description: Given that we have focused a lot of attention on trying to rethink our organization, working culture, and network strategy, we hope to document these learnings to share with peers in the Movement through a report or learning workshop/clinic.
Target: 1 learning clinic organized. |
N/A |
| Regional Ambassador and Network organizer Programs Development | In 2022, 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.
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. Target: Our goal is to have 100% of all regional ambassadors and network organizers to have documented, individual goals. |
N/A |
| Community Support Sessions + Community Hours | We find it important to continue to create spaces for peer learning and general support. Arguably the best part of Art+Feminism is the community. In the recent one-on-one check-ins with Regional Ambassadors, a common theme was folx expressing wanting to have more areas and spaces for connection with each other.
For the Community Support Sessions, to encourage participation, we do not record these sessions. We communicate to participants “This is your space to share how you are doing. These sessions are not required, but initiated to create a space for informal conversation and connection. At a session in Q1 2022, there was a wide variety of organizers in terms of location and also in terms of experience. For some it was their first time organizing an event and others have been organizers for years. All participants were curious and generous, creating a robust conversation that we’ve heard extended after the conversation. For Community Hours, these are offered on a variety of topics in the efforts of ongoing and peer learning. In 2022 we’ve offered sessions on adding event data to wikidata, remixing our Call to Action Art Commission on Wikimedia Commons, and will soon be offering a workshop on zine making for our European community. We recognize that our community is incredibly talented and diverse and are very knowledgeable in a variety of topics that other folx in our community might be interested in. We offer a modest honorarium to lead these sessions and also offer a Data/Internet Connectivity Reimbursement for Community Hours attendees who reside in regions, where expenses for private internet/data costs are prohibitively expensive of $5 USD. Our goal is to average at least one session a quarter. |
N/A |
Here are some additional metrics that you can use if they are relevant to your work. Please note that this is just an optional list, mostly of quantitative metrics. They may complement the qualitative metrics you have defined in the previous boxes.
| Additional Metrics | Description | Target |
|---|---|---|
| Number of editors that continue to participate/retained after activities | N/A | N/A |
| Number of organizers that continue to participate/retained after activities | N/A | N/A |
| Number of strategic partnerships that contribute to longer term growth, diversity and sustainability | N/A | N/A |
| Feedback from participants on effective strategies for attracting and retaining contributors | N/A | N/A |
| Diversity of participants brought in by grantees | N/A | N/A |
| Number of people reached through social media publications | N/A | N/A |
| Number of activities developed | N/A | N/A |
| Number of volunteer hours | N/A | N/A |
21. Additional core quantitative metrics. These core metrics will not tell the whole story about your work, but they are important for measuring some Movement-wide changes. Please try to include these core metrics if they are relevant to your work. If they are not, please use the space provided to explain why they are not relevant or why you can not capture this data. Your explanation will help us review our core metrics and make sure we are using the best ones for the movement as a whole.
| Core metrics | Description | Target |
|---|---|---|
| Number of participants | Based on 2022 campaign numbers, we recognize this does not capture everyone who attended a lecture or workshop or an event that is not a traditional edit-a-thon.
Tool: Programs & Events Dashboard |
1470 |
| Number of editors | Based on 2022 campaign numbers
Tool: Programs & Events Dashboard |
1470 |
| Number of organizers | Based on 2022 campaign numbers
Tool: Programs & Events Dashboard |
164 |
| Wikimedia Project | Description | Target |
|---|---|---|
| Wikipedia | references added
Based on 2022 campaign numbers Tool: Programs & Events Dashboard |
20400 |
| Wikidata | Based on 2022 campaign numbers
Tool: Programs & Events Dashboard |
129000 |
| Wikimedia Commons | Based on 2022 campaign numbers
Tool: Programs & Events Dashboard |
5420 |
| N/A | N/A | N/A |
| N/A | N/A | N/A |
21.1 If for some reason your proposal will not measure these core metrics please provide an explanation.
The numbers provided for core metrics are based on data captured in the 2022 Programs & Events Dashboard. We understand through conversation with WMF that having some target data is helpful in their overall storytelling. And therefore have provided “targets that reflect the current numbers of our 2022 campaign. We do not plan to share these targets with our Regional Ambassadors and Event Organizers as we continue to be conscious that we’re still in a global pandemic and do not wish to add additional pressure to our organizers to have a certain number of events, attendees, articles, etc. We’re celebrating the fact that they’re organizing and find any contribution worth celebration and praise. We’re happy to continue sharing the data from our annual dashboard to help the larger goals of WMF.
22. What tools would you use to measure each metric selected?
The Programs & Events Dashboard maintained by WikiEdu is a critical tool for Art+Feminism organizers. Further, it enables us to update this overall statement to help celebrate the overall reach and impact of the organization: “Since 2014, over 20,000 people at more than 1500 events around the world have participated in our edit-a-thons, resulting in the creation and improvement of more than 100,000 articles on Wikipedia and its sister projects.”
Further, as we’re looking to work with a consultant to develop a new communications strategy, we will be implementing the use of various analytic tools to track the impact. We already have some tools embedded in the website and newsletter services we use and plan to implement the use of a comparable tool to track engagement on our social media accounts. With the support of our hired consultant we will set goals for the campaign year. We expect to be able to examine year-to-year changes with data captured through Mailchimp and search performance numbers for our website, (i.e. November 2022 v. November 2021) and month-to-month changes over the course of the campaign (November 2022 to August 2023). We will use this data to help inform our media strategy going forward.
Financial Proposal
edit23. & 23.1 What is the amount you are requesting from WMF? Please provide this amount in your local currency. If you are thinking about a multi-year fund, please provide the amount for the first year.
- 1145055 USD
23.2 What is this amount in US Currency (to the best of your knowledge)?
- 1145055 USD
23.3 Please upload your budget for this proposal or indicate the link to it.
23.4 Please include any additional observations or comments you would like to include about your budget.
- A key investment unique to the 2023 budget, is for the 10-year celebration event in Houston. In consultation with WMF staff involved with Wikimania, as well with event planners of Wikimedia Summit and Wikimedia North America we have created a budget for a hybrid celebration. Key investments within that budget include being intentional about bringing our global community virtually which includes translation (ES, FR, PT) for both in-person and online as well as bringing in support through a production manager to make sure the virtual community is not an afterthought in the event.
Another key investment in this budget is in people that make this organization run. Through funding made possible by the Ford Foundation, Art+Feminism was able hire an administrative position and this funding will continue to subsidize the position for 2023, but we are asking for WMF to support the role moving forward. We have actively been meeting with relevant foundations in order to diversify our funding sources, but this additional commitment from the WMF would greatly help us in our goals. Furthermore, the effects of inflation can be felt globally and we have adjusted our budget for 2023 accordingly. It is consistent with our values that our staff is compensated equitably. According to the US Federal Government, the cost of living adjustment (COLA) is increasing to 9.6% for 2023. We’ve been practicing increasing salaries by 3% for COLA in the past, but have made adjustments for the 2023 budget to reflect the federal rate for all full-time staff.
Please use this optional space to upload any documents that you feel are important for further understanding your proposal.
- Other public document(s):
Final Message
editBy submitting your proposal/funding request you agree that you are in agreement with the Application Privacy Statement, WMF Friendly Space Policy and the Universal Code of Conduct.
We/I have read the Application Privacy Statement, WMF Friendly Space Policy and Universal Code of Conduct.
- Yes
Year 2 Plan
Annual Plan for Year 2
1.1. Please upload or indicate a link for Year 2 Annual Plan. (required)
1.2. Please describe any major changes in your Annual Plan. If there are changes that require a budget change, please specify. (required)
The main change from Year 1 to Year 2 is that rather than doing a 10-year celebration event, drawing on our experience from the hybrid aspect of our Year 10 event in Houston, Community Hours and Community Support Sessions, we’ll be creating regular spaces for our community to connect and edit together.
Beginning in January 2024, Art+Feminism will be rolling out programming around our theme including:
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 such as how to use Petscan and case studies from past Art+Feminism events
Budget for Year 2
2.1. Do you request an increase or decrease from what has been approved for Year 2? (required)
- Yes, I am requesting a budget increase for Year 2
2.2. Please upload a detailed budget file or indicate a link to it for the Year 2 proposal. The revised budget should show your anticipated yearly budget from the beginning of Year 2 through the end date of the grant. (required)
2.3. What is the percentage increase you are requesting for Year 2 (with respect to the Year 2 budget submitted with your original proposal)?
- 6%
2.4. How much do you request for Year 2 in USD with the increase? (required)
- 404689 USD
2.5. How much do you request for Year 2 in your local currency with the increase? (required)
- 404689 USD
2.6. Please describe the main major changes in your new budget. Your response to this question should provide a brief summary of the changes and give the reasons for them. (required)
We are promoting Nina Yeboah from Program Manager to Program Director and the board has approved a merit based increase for Kira Wisniewsk, Executive Director. The 6.03% increase we are requesting will help cover those salary increases as well as overall inflation across our budget.
Metrics for Year 2
3.1. Main open metrics (required)
| Metrics Name | Description | Target |
|---|---|---|
| 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. |
| 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 |
| 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 |
| 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 |
| 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 |
3.2. Core metrics (required)
| Core metrics | Description | Target |
|---|---|---|
| Number of participants | Based on 2023 campaign numbers via Programs & Events Dashboard | 2000 |
| Number of editors | Based on 2023 campaign numbers via Programs & Events Dashboard | 2000 |
| Number of organizers | Based on 2023 campaign numbers via Programs & Events Dashboard | 144 |
| Wikimedia Project | Description | Target |
|---|---|---|
| Wikipedia | Based on 2023 campaign numbers via Programs & Events Dashboard, goal of 94,000 references added | 94000 |
| Wikidata | Based on 2023 campaign numbers via Programs & Events Dashboard, goal of 120,000 revisions. | 12000 |
| Wikimedia Commons | Based on 2023 campaign numbers via Programs & Events Dashboard, goal of 4000 uploads. | 4000 |
| N/A | N/A | N/A |
| N/A | N/A | N/A |
3.4. If you are introducing new metrics related to a major change in your budget or programmatic plans, please describe them below. (optional)
N/A
Additional information for Year 2
4.2. If there are additional links, files, or information you would like to share related to Year 2 planning, please add them here. (optional)
Feedback
edit- Please add any feedback to the grant discussion page only. Any feedback added here will be removed.