Grants:Programs/Wikimedia Community Fund/General Support Fund/2023-2025 Art+Feminism WMF Grant Application/Yearly Report (2025)
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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.
Across the three years of this multi year grant, our programs, approaches, and strategies substantially contributed to addressing the challenges identified in our proposal. These challenges included sustaining participation in a global volunteer movement, reducing barriers to access and leadership, addressing burnout and retention, and strengthening organizational capacity to support long term impact. The multi year structure of the grant was critical in allowing us to implement, reflect on, and adapt our strategies over time in response to both internal learning and external conditions.
Programmatic approaches and contribution to outcomesOur core programmatic approach combined a decentralized campaign model with centralized coordination, training, and feminist pedagogy. Across the grant period, this approach supported continued engagement by new and returning contributors and enabled the creation and improvement of content related to gender, feminism, and the arts across Wikimedia projects.
Community based leadership roles were central to this work. Individuals supporting the campaign in different regions helped adapt activities to local contexts, which addressed challenges related to access, geographic inequity, and participation. Over time, our emphasis shifted toward more flexible and localized forms of community coordination that could better respond to varying capacities and needs.
As external conditions evolved during the grant period, including the ongoing impact of a global pandemic, we adapted programming formats to prioritize accessibility and connection. The expansion of virtual programming, including facilitated editing sessions and thematic conversations, reduced barriers to participation and supported sustained engagement across regions. These adaptations strengthened global connection while continuing to provide clear entry points for new contributors.
Addressing burnout, retention, and sustainability
Addressing burnout, volunteer precarity, and sustainability was a consistent focus throughout the three year grant period. We implemented practices that centered care, reflection, and realistic pacing as core strategies. These included regular staff reflections, leadership retreats, community support sessions, and informal spaces for relationship building.
While these efforts did not always yield immediate quantitative outputs, they contributed to meaningful qualitative outcomes over time. We observed improved continuity among community leaders, greater willingness to remain engaged across multiple campaign cycles, and a stronger sense of belonging within the network. These outcomes aligned directly with the challenges identified in our proposal and reinforced the importance of care based approaches for long term participation.
Organizational capacity and leadership development
Throughout the grant period, we made deliberate changes to our organizational structures to better support our programs and community. Investments in board development, staffing, and clearer role definition improved internal alignment and decision making. The introduction and continued use of individual annual plans for regional ambassadors and network organizers strengthened accountability, clarified expectations, and allowed for more equitable participation by accommodating different capacities and access needs.
We also met key objectives from our strategic plan by expanding and diversifying our board. During the grant period, board members were based in the United States, Canada, Uganda, Zimbabwe, Brazil, and Mexico. This strengthened governance and better reflected the global scope of the movement we support.
Leadership development remained a priority, with an emphasis on cultivating pathways rooted in long term community participation. Advisors supporting the campaign were drawn from within the Wikimedia movement and brought deep contextual knowledge from their prior involvement as organizers and facilitators. This approach supported continuity, mentorship, and alignment with movement values.
Adaptive learning and strategic refinement
Over the course of the grant, ongoing reflection and evaluation led to refinements in how leadership support and coordination were structured. Administrative responsibilities were increasingly centralized within staff roles to reduce volunteer burden and improve consistency, while community leadership efforts were oriented toward more localized and sustainable engagement models.
These refinements strengthened alignment between organizational capacity and community needs and positioned the campaign for future growth. By the end of the grant period, the network based leadership model was better resourced and more scalable, reflecting learning accumulated across multiple years rather than a single programmatic change.
Obstacles encountered and learning
Several challenges affected implementation across the grant period. Periods of limited staff capacity slowed some initiatives, and communications demands occasionally exceeded available infrastructure. External pressures, including economic instability and volunteer fatigue, also impacted participation at various points.
Hiring, onboarding, and organizational fit remained areas of active learning. We continued to balance the goal of equitable labor practices with the need to safeguard organizational sustainability. These experiences reinforced key lessons. Long term sustainability requires operating below full capacity. Relational and care based approaches are essential for retention. Qualitative outcomes such as trust, belonging, and leadership development are critical complements to quantitative metrics.
Overall reflection
Overall, the programs, approaches, and strategies implemented across this three year grant contributed significantly to addressing the challenges outlined in our proposal. The multi year structure allowed us to prioritize learning, adaptation, and sustainability over short term outputs. While challenges related to capacity and labor precarity remain, the cumulative learning from this period strengthened our ability to support a more inclusive, global, and sustainable feminist Wikimedia movement.
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)
Yes, there is a clear plan to build on the key successes and learnings from the reporting period. Activities implemented during this grant generated learning that is shaping our priorities moving forward, with a focus on sustainability, leadership development, and community connection.
During the reporting period, strategies emphasizing accessibility, flexibility, and relationship building proved effective. Virtual and hybrid programming, including facilitated editing sessions, conversations, and peer learning spaces, supported sustained global participation and reduced barriers to engagement. We also continued a very intentional practice to have multi-lingual spaces by engaging with language co-ops and not inappropriately relying on the labor of multi-lingual community members.
Based on these learnings, we will continue refining these formats to balance accessibility with meaningful connection across regions. This approach also supported increased collaboration with other Wikimedia affiliates, with several partnerships strengthening during this period and carrying forward into the subsequent grant cycle.
Internal engagement during the reporting year underscored the importance of clear communication and shared planning. While internal coordination required ongoing attention, intentional spaces for reflection and collaboration helped maintain continuity and surface areas for improvement. At the same time, alignment and collaboration with board members were strong, contributing to clearer governance, shared accountability, and organizational stability.
Partnerships with other Wikimedia groups and with movement aligned organizations beyond the Wikiverse were a significant strength during the reporting year. These collaborations supported content creation, skill sharing, and broader reach, while reinforcing shared commitments to equity and access.
Overall, the reporting period reinforced that our most effective strategies are grounded in care, accessibility, and shared leadership. Building on these successes, our plans prioritize strengthening existing programs, supporting leaders and organizers, and deepening collaboration with board members, affiliates, and partners to support long term affiliate health and resilience.
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).
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)
https://diff.wikimedia.org/2023/06/07/wikipedia-and-lgbtt-biographies-a-new-translated-guide-from-wikimedia-argentina-and-friends/
Art+Feminism Learning Clinic delivered through the Let’s Connect program (Referenced in reports as “Embedding Equity in Collective Action,” presented in English and Spanish) https://meta.wikimedia.org/wiki/Let's_Connect https://meta.wikimedia.org/wiki/Event:Art%2BFeminism_2024_Programming https://en.wikipedia.org/wiki/Wikipedia:Meetup/ArtAndFeminism/Outcomes#2024_outcomes https://w.wiki/7FZJ
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 collected both qualitative and quantitative feedback from our community and target groups on how the activities implemented during the reporting year impacted them. This included facilitated interviews and focus groups led by a third party consultant to assess organizer perceptions of equity, support, and organizational practices, as well as annual self assessments and one on one check ins with regional ambassadors and network organizers. We also collected participation, retention, and contribution data through the Programs and Events Dashboard, and satisfaction and engagement feedback from peer learning activities, including a Learning Clinic delivered through the Let’s Connect program. One clear outcome of this feedback was the decision to invest more intentionally in regular community support sessions and leadership touchpoints after organizers expressed a need for more connection and sustained support beyond campaign periods. Overall, this feedback helped validate effective practices, identify gaps, and guide concrete adjustments to both programming and organizational processes.
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, LGBTQ+ groups, speakers of minority languages, underrepresented geographical regions (ESEAP, LATAM, SSA, MENA, SA)
- 6.2 Develop content about the following underrepresented topics or groups of people: women, LGBTQ+ groups, speakers of minority languages, underrepresented geographical regions (ESEAP, LATAM, SSA, MENA, SA)
- 6.3 Support the retention of: Editors, Organizers, Partnerships
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)
We found a multi-touch approach is the best. Using tools like Streak/a CRM for gmail has been very effective to communicate with community members globally and time messages during typical waking hours.
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):
Permanent staff outreach, Staff hired through the fund, Volunteers from our communities, Partners proactive interest
Part 2: Metrics for Year 3
[edit]| Wikimedia Metrics | Target (Year 3) | Results (Year 3) | Comments and tools used |
|---|---|---|---|
| Number of all participants | 1500 | 1210 | Based on 2025 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 |
| Number of all editors | 1500 | 1210 | Unfortunately, we do not have a reliable way to track new/retained editors, so we are using the total number of editors based on 2025 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 |
| Number of new editors | N/A | 1210 | |
| Number of retained editors | N/A | 1210 | |
| Number of all organizers | 100 | 137 | Unfortunately, we do not have a reliable numbers for 2025 for retained/new organizers, so we are using the total number of organizers based on 2025 the downloaded stats of instructors in the Programs & Events Dashboard. We recognize this does not capture everyone who attended a lecture or workshop or an event that is not a traditional edit-a-thon. The number of organizers is higher than number of events because many events have multiple organizers involved. Tool: Programs & Events Dashboard |
| Number of new organizers | N/A | 137 |
| Wikimedia project | Target - Number of created pages (Year 3) | Target - Number of improved pages (Year 3) | Result - Number of created pages (Year 3) | Result - Number of improved pages (Year 3) |
|---|---|---|---|---|
| Wikipedia | 444 | 2127 | ||
| Wikimedia Commons | 2237 | 528 | ||
| Wikidata | 6060 | 5423 | ||
| Wiktionary | ||||
| Wikisource | ||||
| Wikimedia Incubator | 235 | 56 | ||
| Translatewiki | ||||
| MediaWiki | ||||
| Wikiquote | 6 | 11 | ||
| Wikivoyage | ||||
| Wikibooks | ||||
| Wikiversity | ||||
| Wikinews | ||||
| Wikispecies | ||||
| Wikifunctions or Abstract Wikipedia |
Tool used and comments (optional):
Based on 2025 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
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 Restorative Community | At the heart of our work is the principle of restorative justice, which emphasizes the power of community. In alignment with this, we are committed to creating intentional spaces for community building at every level of the organization. These spaces are designed to foster connection, reflection, and collaboration across our network.
To support this goal, we will host the following virtual gatherings: Bi-Monthly Coffee Breaks – Utilizing the breakout room function in Zoom, this provide quick 5-minute 1 on 1 or small group “coffee breaks” for informal connection among regional leaders, staff and the leadership team, and the board. Quarterly Community Support Sessions – Open spaces for all levels of the organization to come share and support each other. Bi-Monthly Staff Reflections – Internal staff meetings dedicated to collective reflection and growth. Quarterly Strategy Sessions – Facilitated meetings with the leadership team to come together, reflect and discuss future direction. Target: Successfully host and facilitate all of the above spaces throughout the upcoming campaign cycle, concluding in August 2025, to ensure ongoing community engagement and development. |
1 | 1 | We did conduct a focus group that was reported on in year 2 of this grant cycle. | Focus group facilitated by a third party consultant. |
| Continued Access to Public Programming via Virtual Platforms | We are creating two types of virtual programming to foster global community engagement and skill development:
Community Hours – Periodic online peer-learning sessions focused on building technical skills and supporting one another’s work. Target (2): Host 2-4 Virtual Editing Tables (VETs) and 2-3 Community Hours during the campaign cycle. |
4 | 80 | Using a system of mid-point and annual reflections we were able to discuss directly satisfaction. | Internal forms and meetings. |
| Board Development | Building on the progress made in 2023 and 2024, we will invest time and resources into strengthening our board infrastructure and support systems. Our goal is not only to continue recruiting new board members but also to ensure the board operates effectively with established protocols and an intentional onboarding process. We view this as part of a multi-year effort to create a strong, well-supported board.
Target (3): Onboard at 2-4 new board members during the upcoming period. |
2 | 1 | This was reported on and completed in the first year of the grant cycle. | We successfully conducted a multi-lingual learning clinic. |
| Level of satisfaction expressed by Regional Ambassador and Network organizer | Building on the process introduced by the Art+Feminism Program Director, we have implemented annual plans for each of our regional leaders. These written documents allow regional leaders to set personal or regional goals that align with the organization’s broader objectives. Through one-on-one meetings with the Program Director, regional leaders received support in crafting their goals, a practice that has proven successful in strengthening relationships and engagement.
This approach has also helped us identify new opportunities for regional leaders within the organization and better accommodate team members with disabilities by creating individualized work plans that address specific support needs. To assess satisfaction and engagement, we will continue to track participation in Art+Feminism-led events and presentations at conferences, in addition to the progress of individual goal-setting. Target: Ensure 100% of all regional ambassadors and network organizers have documented, individualized goals for the upcoming period. |
1 | 100 | Yes, we had 100% of all network organizers and regional ambassadors complete their own forms. However, as noted earlier in the report, after a deep analysis of the regional ambassador and network organizer programs overall, we have made the hard decision to sunset the regional ambassador program and invest more intentionally in the network organizer program beginning in the new grant cycle. | internal forms and meetings |
| Communications Strategy | Description: With the addition of our new Communications Associate, we are excited to develop and implement a comprehensive communications strategy for Art+Feminism. This strategy aims to enhance the visibility of our work and improve communication across key stakeholders, ensuring our message reaches a more engaged audience.
Target: Over the course of this year, our goal is to build, finalize, and begin executing a fully realized communications strategy. |
1 | 8 | We had four community hours and four community support sessions in 2025/year 3 of this cycle. All community hours are listed here: https://artandfeminism.org/resources/communityhours/ | These were held via zoom or google meet. We publicized the convenings through our website, social media channels, and emails. |
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).
Yes. This grant supported skill development that strengthened both our programmatic and organizational work and contributed meaningfully to our success over the grant period.
Programmatically, we deepened our skills in facilitating virtual and hybrid editing sessions, peer learning spaces, and community conversations. We improved facilitation practices, accessibility approaches, and multilingual engagement, enabling sustained global participation, lower barriers to entry, and meaningful engagement across regions.
Organizationally, we enhanced leadership, communication, and operational skills through structured reflection practices, staff and board retreats, and facilitated leadership discussions. We developed approaches to equitable workload distribution, collaborative decision making, and inclusive leadership, strengthening our ability to manage complex responsibilities and support programs and community leaders effectively.
We also increased our capacity in professional translation and interpretation management by creating workflows and shared tools for multilingual support. This improved program delivery and collaboration with affiliates and partners across the Wikiverse and beyond.
These skills contributed to stronger program implementation, improved retention of community leaders, and more sustainable internal processes. Materials generated through this work, including facilitation guides for virtual editing and community sessions, templates for annual planning, multilingual support workflows, and documentation from leadership reflection activities, are available on Meta and internal shared drives.
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)
In the next grant year, we plan to build on over a decade of experience in community organizing and the success of our virtual programming and trainings by strengthening expertise in structured data engagement and feminist data literacy through Wikidata. Over the years, our virtual editing sessions, peer learning spaces, and thematic events have proven effective in sustaining participation, nurturing leadership, and lowering barriers for contributors worldwide. The next step is to extend this success into structured data, helping contributors engage with Wikidata in ways that advance equity, representation, and knowledge accessibility.
At the same time, we remain fully committed to supporting contributors whose focus continues to be Wikipedia. All of our resources, guides, and training materials for Wikipedia editing remain freely available on Wikimedia Commons, ensuring that community members can continue to build and improve content across Wikimedia projects while accessing peer support and virtual programming.
To achieve our structured data goals, we will develop training materials and curricula that introduce Wikidata through an intersectional feminist lens, making it approachable and relevant for contributors with diverse interests and skill levels. Facilitators and Network Organizers will be supported to lead workshops, editing sessions, and community conversations, drawing on their experience with virtual and hybrid programming. Multilingual access will also be prioritized, with translated materials and interpretation support to ensure contributors across regions can participate fully.
By integrating structured data learning into existing campaign formats—such as editing tables, virtual events, and peer learning sessions—contributors will have clear pathways to connect data literacy with narrative content creation and the broader goals of knowledge equity. This approach leverages our longstanding strengths in community facilitation, leadership development, and global collaboration while supporting all contributors, whether they focus on Wikipedia or Wikidata, to continue meaningful work within the movement.
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 fulfill the Affiliate Health Criteria requirements.
- Describe and link to any public-facing documentation for affiliate governance, including affiliate leadership and membership with a breakdown of the demographics; how elections are conducted; how conflicts of interest are declared; and how decisions are made and communicated (2.2, 2.3, 3.1).
- Describe and link to any public-facing documentation for activities incorporating, promoting awareness about, or enforcing the Universal Code of Conduct in your affiliate's activities (3.3).
- Describe and link to any public-facing documentation for internal membership engagement, such as notes from your regular meetings and how you communicate to or involve your membership (4.1).
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 | 264989.74 |
| Operational costs | 77357.87 |
| Programmatic costs | 85345.39 |
| Total (Year 3) | 427693 |
| Other revenue | 2479 |
| Remaining funds (Year 3) | N/A |
15. Please state the total amount spent from this fund in your local currency. (required)
427693 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: 77357.87 USD
- Programmatic costs: 85345.39 USD
- Staff and contractor costs: 264989.74 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): 2479 USD
- 17.2. Provide the total amount spent from other revenue sources in your local currency. (required): 2479 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.
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)
N/A
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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