Jump to content

Grants:Programs/Wikimedia Community Fund/Wikimedia UK - Funding request for 1st February 2023 - 31st January 2025

From Meta, a Wikimedia project coordination wiki
statusYear 2 plan funded
Wikimedia UK - Funding request for 1st February 2023 - 31st January 2025
start date2023-02-012023-02-01T00:00:00Z
end date2025-01-312025-01-31T00:00:00Z
budget (local currency)410000 GBP
amount requested (USD)440250 USD
amount recommended (USD)1099870.35
grant typeWikimedia Affiliate (chapter, thematic org., or user group)
funding regionNWE
decision fiscal year2022-23
funding program roundRound 1
applicant and people related to proposalLucyCrompton-Reid (WMUK)
organization (if applicable)Wikimedia UK

This is an automatically generated Meta-Wiki page. The page was copied from Fluxx, the grantmaking web service of Wikimedia Foundation where the user has submitted their application. Please do not make any changes to this page because all changes will be removed after the next update. Use the discussion page for your feedback. The page was created by CR-FluxxBot.

Applicant details

[edit]

Wikimedia username(s):

LucyCrompton-Reid (WMUK)

Organization:

Wikimedia UK

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?

Various - including National Lottery Heritage Fund, National Lottery Community Fund and others

M. Do you have a fiscal sponsor?

No

M1. Fiscal organization name.

N/A

Additional information

[edit]

R. Where will this proposal be implemented?

United Kingdom

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:

Local

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)

https://wikimedia.org.uk/

@wikimediauk

M. Do you have a fiscal sponsor?

No

M1. Fiscal organization name.

N/A

Proposal

[edit]

1. 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?

Wikimedia UK focuses on enabling people and organisations to access and contribute to open knowledge. We also focus on communities, working to support the development of people-centred and technical solutions to help eradicate inequality and bias on Wikimedia.

Our VISION is of a more informed, democratic and equitable society through open knowledge

Our MISSION is to enable people to engage with open knowledge and access reliable information in order to develop their understanding of the world, and make informed decisions about issues that affect them.

Wikimedia UK has had significant achievements over the past few years. Despite the challenges presented by COVID, our Wikimedians in Residence programme has gone from strength to strength, with 12 residencies during the last financial year alone. These projects involved residents working with host institutions to enhance information literacy and promote knowledge equity by empowering people to engage with the creation of open knowledge, and increase the engagement and representation of marginalised people and subjects.

Inclusion and diversity are part of the story for us both in terms of the nature of the content released but also where and how our programme is delivered - with over two thirds of events taking place outside London, and roughly half of our lead volunteers being women. Many of our projects also involve different language Wikipedias, reflecting the global reach of our work. Over the last three years, articles created or improved through our programmes accumulated 250 million views, with images released attracting 15 billion views.

In the period 2022 - 2025 our programme will focus on three STRATEGIC THEMES:

Knowledge Equity Information Literacy Climate and Environment

The first two themes build on work that we have delivered over the past six years; however we are constantly evaluating and iterating our approach, and identifying new initiatives. Whilst institutional and sector level advocacy used to be part of a separate programme strand, we have now incorporated this into our strategic themes, as creating changes in organisational policy is so closely tied to changes in practice.

At a sector level, we identified early on that we should be involved in Towards a National Collection; an investment of £19 million by the Arts and Humanities Research Council into the creation of a unified national collection of UK GLAMs. Within the 2022 - 2025 period this will really start to come to fruition, as we are a collaborating organisation in two out of five funded projects.

At a public policy level, our advocacy priorities are twofold: To ensure a copyright regime that supports open knowledge, and to advocate for investment in information and media literacy. Climate and Environment is a relatively new programme area for us however we are developing some exciting projects in response to this theme, including the new Wikimedia Visiting Fellow at the Global Systems Institute. Our advocacy work within this theme will be at an organisational level, to encourage the open release of information about climate and related issues.

Our funding request is for the period 1st February 2023 to 31st January 2025, which covers the second and third years of the three year strategic framework outlined above. Given the extreme economic uncertainty and its deeply adverse impact on the cultural and education sectors as well as our own fundraising, the risk of committing to multi-year programmes has intensified. Without a two year commitment of funding from the Wikimedia Foundation, we will be looking to pivot our strategy to pursue short term activities rather than plan for longer term initiatives.

2. What is the change that you are trying to bring about and why is this important?

The past decade has seen significant changes within the UK and beyond. The impact of Brexit, the cost of living crisis and climate change are deepening social and economic inequalities, whilst a shrinking civil society and increasingly widespread misinformation and disinformation is exacerbating the polarisation of perspectives on a wide range of issues (characterised as the culture wars). Against this turbulent backdrop, Wikimedia UK is working towards the following long term outcomes:

1. Wikimedia reflects our diverse society and works to overcome systemic bias
2. Our programmes have increased free, ethical access to knowledge and information
3. Our work has supported the development of high levels of information literacy
4. Wikimedia users are able to understand the climate crisis and their role within it
5. Wikimedia UK is recognised as a leading organisation for open knowledge

To illustrate how our programmes work towards our outcomes we created a Theory of Change to accompany our 2022 - 2025 strategy. This is attached as a visual document and summarised below as a narrative.

THEORY OF CHANGE

We believe that engaging people and organisations with our programmes can lead to significant increases in information literacy, knowledge equity, and access to information about climate change.

We hold events and training activities to:

  • Educate Participants about referencing, verifying information sources and the importance of open knowledge
  • Encourage Participants to actively contribute to knowledge by becoming Wikimedia editors
  • Support and amplify Knowledge Facilitators such as volunteer trainers and community leaders (who in turn gain confidence and motivation to support further Participants)

These activities lead to an increase in information literacy, meaning that Participants are:

  • Able to critically evaluate information and meaningfully engage with content
  • Have a greater understanding of the ethical and political issues associated with the use of information
  • Have a greater understanding and knowledge of how to assess content, reference and credit sources

As a result of these activities, Participants are more confident in creating content, including about climate change and related topics.

Wikimedia UK also holds targeted activities to support underrepresented Knowledge Holders (communities and organisations). These activities lead to:

  • An increase in UK editors from Black and Asian backgrounds, which leads to a greater representation of marginalised groups in the Wikimedia community
  • Content holding organisations decolonising content and engaging with minoritised groups as co-creators, leading to content gaps in underrepresented knowledge areas being bridged

Lastly, Wikimedia UK delivers advocacy activities to influence Knowledge Holders and Gatekeepers - including specifically around climate information - which leads to:

  • Knowledge holders and gatekeepers engaging more with open knowledge. This can mean content policy changes or releasing content, including open data relating to climate change

As a result, barriers to knowledge are removed and access to information is increased.

Together, the above activities with Participants, Knowledge Holders, and Gatekeepers mean that Knowledge seekers can more easily access free, reliable information.

Access to knowledge, combined with increased information literacy skills, contribute to:

  • Increased engagement by Participants in civic matters relevant to them
  • Knowledge Seekers have a better and more nuanced and informed understanding of the world, and of people who are different to them

We believe that increased civic engagement, combined with a rich understanding of the world, ultimately leads to a more informed, democratic and equitable society. A better understanding of the world also means that Knowledge Seekers who want to change their own behaviour in response to the climate crisis are better informed and able to do so.

3. Describe your main approaches or strategies to achieve these changes and why you think they will be effective.

In 2021, Wikimedia UK committed to a new three year strategic framework for 2022 - 2025.

The theme of KNOWLEDGE EQUITY builds on our 2019 - 2022 programme to increase the engagement and representation of marginalised people and subjects. Achievements within this programme included:

Working with over 200 partners from culture, education and other sectors Growing the number and diversity of community leaders Billions of views of images released and well over a million articles created/improved The transition of our languages conference, Celtic Knot, to an online format New residencies at British Library, Khalili Collections and Science Museum Over 700 events, with nearly half focused on underrepresented content

Challenges for this programme included:

Defining underrepresented content in a meaningful way Ensuring equity in structure and governance as well as content The current UK political environment and ‘culture wars’ Capacity and funding

The current strategy builds on this learning, with an emphasis on alternative models for partnership working, particularly with underrepresented communities. We are also developing a more nuanced approach to working on topics that are likely to be heavily scrutinised by existing contributors.

The theme of INFORMATION LITERACY builds on our programme for 2019 - 2022, with key achievements including:

Increased confidence in digital skills reported by the vast majority of participants Incorporation of Wikipedia into the Welsh Baccalaureate Launch of activities in schools in Wales Delivery of 40 Wikimedia courses in higher education Publication of educational case studies

Key challenges included:

Balancing advocacy and delivery Developing work in schools Delivering at scale in higher education Lack of understanding about how Wikipedia works

The current strategy builds on our previous success but with a more explicit focus on delivering activities in schools. We are also emphasising civic empowerment and engagement as a key narrative of our work.

The theme of CLIMATE AND ENVIRONMENT is a new priority for 2022 - 2025, in recognition of the accelerating climate crisis and the importance of Wikimedia’s role in providing accurate and unbiased information about the impact of climate change on our planet and people.

For 2022 - 2025 we identified the following STRATEGIC PILLARS, which underpin our delivery:

Equity, diversity and inclusion embedded across the organisation A thriving national and international community Public profile and recognition of the organisation and Wikimedia projects A positive legislative environment for open knowledge in the UK Organisational resilience and sustainability

Two programme strands from 2019 - 2022, focused on policy change and capacity and profile respectively, have now been incorporated into our strategic pillars and are addressed within specific action plans.

4. What are the activities you will be developing and delivering as part of these approaches or strategies?

During our strategic planning process for 2022 - 2025 we identified a number of objectives for each of our Strategic Themes, which inform the creation of more detailed annual delivery plans (with the draft delivery plan for 2023/24 shared with this proposal). These are shared below:

KNOWLEDGE EQUITY OBJECTIVES

  • Develop our understanding and approach to engaging ethically with knowledge communities; building trust and focusing on quality content and better sharing rather than an extractive approach.
  • Develop our understanding of the discourse and practice around decolonisation, and explore and document what decolonisation, knowledge equity and epistemic justice mean in the context of Wikipedia and Wikimedia UK.
  • Continue to explore and develop alternative models of partnership-working that move beyond content acquisition; developing and delivering meaningful knowledge equity projects that draw on best practice at an international level, and engage with minoritised groups (including communities of origin) as co-creators.
  • Work with the global movement to develop and deliver the implementation plan for movement strategy initiatives related to underrepresented knowledge, including bridging content gaps.
  • Advocate at an institutional and sector-wide level for the release of content relating to underrepresented people and subjects, and support Wikimedians in Residence in their work as change agents in content-holding organisations; championing a focus on untold stories and underrepresented content.
  • Diversify Wikimedia UK’s community of contributors, community leaders and knowledge activists and community leaders; offering training and support to address inequality and bias and improve representation online.
  • Develop and deliver initiatives that focus on recruiting and retaining more editors from Black and Asian backgrounds, who are particularly underrepresented within the UK’s editor community.
  • Support the development of indigenous and minority language Wikipedias, in recognition of the linguistic and ethnic diversity of the UK.

INFORMATION LITERACY OBJECTIVES

  • Pilot, evaluate and roll out digital, media and information literacy projects with the secondary school sector; building on successful partnership projects in Wales to scale up existing activity and develop and deliver an offer in other areas of the UK.
  • Design pilot projects with civil society partners that help to demonstrate the value of Wikimedia in the creation of media and information literacy skills.
  • Advocate for the importance of media and information literacy skills at all levels of society - including within curriculum, syllabus and course development - and for the value of Wikimedia in supporting those skills.
  • Facilitate ongoing work in partnership with the Higher Education sector; integrating Wikimedia assignments in more courses and curricula, recording and disseminating case studies, and supporting the creation and delivery of institution-wide Wikimedian in Residence projects.

CLIMATE AND ENVIRONMENT OBJECTIVES

  • Explore what role Wikimedia UK could take in supporting and growing the global community of editors contributing to climate-related articles and pages on Wikimedia; connecting with existing groups and affiliates to amplify rather than duplicate activity.
  • Facilitate the participation of new contributors, drawing on citizen science models to enable people to participate in capturing and disseminating climate information.
  • Scope new and existing partner organisations working in the areas of climate and environment, and pilot projects to identify where and how we can have the greatest impact as the UK chapter for Wikimedia.
  • Identify and build relationships with funders who are working at the intersection of digital rights and climate justice, developing Wikimedia’s case for support as a leading information resource and platform for digital volunteering and citizen science.

We have also identified key activities within each of our five Strategic Pillars. These exist within subject-specific plans (such as the communications plan or the Equity, Diversity and Inclusion Action Plan) - included with this proposal as additional documents - as well as individual staff work plans.

5. Do you want to apply for multi-year funding?      

Yes, for 2 year

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?

A multi-year grant at this time is critical in underpinning confidence across potential funders and partners in the UK. A demonstration from the Wikimedia Foundation that they are committing to multi-year funding will act as a positive signifier and, we believe, unlock further funding opportunities to grow our sustainability as a chapter.

As our strategic plans always cover a period of three years, we are making a request for two years of funding to cover the second and third year of our existing strategy. The draft delivery plan for 1st February 2023 to 31st January 2024 is included with this proposal.

Where possible, we have tried to indicate within the delivery plan those activities which we envisage carrying on into the 2024/25 financial year (indicated as ‘ongoing’ or in some cases ‘permanent’, when this relates to a Wikimedian in Residence staff contract). However, it is not always possible to know whether or not an activity will continue beyond the period of our current agreement with a particular partner, given that the majority of our programmes are funded either directly by the partner or through external funding.

In addition, we have a number of longer term programme ambitions which are not included in the delivery plan for 2023/24 but for which we are hoping to secure funding from external sources such as trusts and foundations or Lottery funding. These include:

  • Scots Language Wikimedian in Residence (partners identified including potential host institutions)
  • Continuation of the Connected Heritage project, currently funded by NLHF until Spring 2023
  • Welsh Education project using our work with Menter Mon as a model to cascade good practice throughout Wales
  • Further content gaps research by Martin Poulter and Waqas Ahmed, following their work comparing the representation on Wikipedia of visual arts and artists from Western and non-Western traditions
  • Education programme in England to identify input, impact and trial opportunities (potential partners identified)
  • Scots Education project (potential partners identified)
  • Climate and Environment outreach and engagement activity

6. Please include a timeline (operational calendar) for your proposal.

For the purposes of this proposal we have created a two year calendar, organised by quarter, showing some key activities relating to the delivery of our five strategic pillars that will take place in each of the eight quarters from 1st February 2023 to 31st January 2025. The link to the Calendar in Google Sheets is here:

https://docs.google.com/spreadsheets/d/1MCOtB2PlIxD0BgmNSzyaoTuGq3C3s8JeWVrIHFT5_J0/edit?usp=sharing

Please note that we have not included activities relating to our three Strategic Themes within this calendar. These themes inform our programmes, and we do not organise our delivery plan by quarter, as it would make it too unwieldy as a document given the scope and scale of our work and the number of our projects and partnerships that are ongoing (although individual staff work plans including project milestones are often organised by month or quarter, as these cover more specific events and actions). We hope that the draft delivery plan combined with the quarterly calendar are helpful in indicating our overall plans for the next two years.

The link to the draft delivery plan is here: https://docs.google.com/spreadsheets/d/1ZagDP9L1CrOczxzUmu6W6CbY5RObDmWWN6vh-c2s_lU/edit?usp=sharing

Please note that in practice, as we are still five months away from the start of our 23/24 year, this is likely to change and, in particular, for new activities and initiatives to be added as we further develop our plans within the team and with current and potential new partner organisations.

7. Do you have the team that is needed to implement this proposal?

Wikimedia UK has a well established staff team with a strong track record of delivery. Staff names, roles and user names are included as an additional upload, labelled 'Staff roles and user names'.

At the time of writing this proposal there are several changes underway within the staff team. Firstly, with the upcoming retirement of our long standing Director of Finance and Operations, we are recruiting for a Head of Finance and Operations. This is a senior management post with strategic responsibility for the charity's finances and operations, as well as line-management of a full time Coordinator, who joined us in June 2022 replacing two part time posts.

Since August 2021 we have had two staff working part time in the role of Digital Wikimedian (as a job share). This post is funded by the National Lottery Heritage Fund as the delivery mechanism for our Connected Heritage project, which comes to an end in March 2023. Richard Nevell is working two days a week as the Project Lead for Connected Heritage, and we recruited a part time Volunteer Coordinator in May 2022 as backfill for this post.

The purpose of the Volunteer Coordinator role is to take a lead role in the development of the Wikimedia community in the UK by running projects, campaigns and other activities to support volunteers and recruit new contributors; particularly from underrepresented communities and groups that are new to Wikimedia UK. We have included the continuation of this part time (two days a week) post within the financial request for this proposal.

Our team will increase in October with a new staff member, funded through an external grant, who will be seconded to the University of Exeter’s Global Systems Institute as Wikimedia Visiting Fellow. This is initially a one year, full time contract. The project is included in our budget for 2023/24, with both restricted income (for the staff post and direct project costs) and cost recovery for existing staff time.

Given the increases in the number of staff working on Programmes, we are reviewing the structure of that team and considering whether to introduce a management level, to alleviate some of Daria Cybulska’s line-management responsibilities. We are happy to discuss these plans with our Grants Officer and/or members of the Grants Committee if required.

The departure of key staff and accompanying loss of operational knowledge, expertise and relationships is on the organisational Risk Register, which is reviewed by the Chief Executive in discussion with the Audit and Risk Committee on a quarterly basis. This risk is currently high, given the imminent retirement of our Finance and Operations Director, however we are working hard to mitigate any impact on the successful delivery of this proposal.

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.

Geography, 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.

As described in greater detail elsewhere, closing content gaps is a key component of our work to increase knowledge equity. Whilst we engage with a very broad range of marginalised subjects and people, the gender gap has been a key area of work over the past six years; whilst within our 2022 - 2025 strategy there is a particular emphasis on working with racialised communities within the UK. We believe content gaps work is closely connected with work on participation, so through collaboration with communities directly affected, we help to address the gap, deliver skills for sustainable engagement and break down barriers to participation (for example, from next year we have ring fenced funds for marginalised groups where finances are a barrier to involvement in our programmes). Looking at the Sustainable Development Goals as a guide, a considerable amount of our work also relates to important topics, including (but not limited to) climate change.

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.

Public Policy, Climate Change and sustainability, Culture, heritage or GLAM

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.

Geographic , Ethnic/racial/religious or cultural background, Linguistic / Language, Not applicable

11. What are your strategies for engaging participants, particularly those that currently are non-Wikimedia?

Thousands of people participate in our work every year, in different capacities. Within our strategy, we have synthesised different stakeholder audiences into five groups - knowledge seekers, creators, facilitators, holders and gatekeepers.

Within this model, volunteer trainers and Wikimedians in Residence are hugely important to us as knowledge facilitators; however these community leaders often start their journey with us as participants. It is therefore essential that we consider how to reduce barriers to participation, particularly when addressing knowledge gaps.

With the appointment of a Volunteer Coordinator we have been able to develop a new outreach and engagement plan which looks at the recruitment, engagement and retention of volunteers. The plan also identifies potential routes to communities that are not traditionally within the radar of the charity, with a five step approach to engagement. We hope to extend the Volunteer Coordinator post beyond spring 2023, as we believe that a dedicated resource to support volunteers will prove critical in recruiting and retaining people from a diverse range of backgrounds.

While developing partnerships and recruiting from non-Wikimedia communities is a complex and slow process, one of our biggest strengths is our established volunteer base. Volunteers who have been trained by us to deliver workshops and build connections are a key resource to extend our work to wider and more diverse audiences; it is therefore crucial to retain and support existing volunteers. We survey the volunteer base annually to identify needs and gather feedback, with these surveys forming the basis for our learning and development offer as well as new volunteering opportunities.

We are concerned about the impact of the current cost of living crisis on volunteer participation, particularly in terms of marginalised groups who tend to be disproportionately affected by economic downturns. We are therefore exploring strategies to support people in this situation - such as paying for people’s time to organise events or run training - whilst being mindful of norms around volunteering and guidelines relating to paid editing.

Our wider communications activities are also important in ensuring that our activities are accessible and engaging to non-editors. Through our varied content and multiple platforms we achieve thousands of views per month and make connections with those who share our goals and want to learn more.

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?

Equity and inclusion are at the heart of Wikimedia UK’s strategy. We recognise that in order to achieve knowledge equity the projects themselves have to be inclusive and accessible, and people have to feel safe in order to contribute effectively. We are therefore strongly committed to supporting the Universal Code and Conduct and have provided detailed feedback on the development of the Code and the accompanying enforcement guidelines at every step of the process.

Wikimedia UK has a Safe Space Policy which applies to all of our events, whether these are held online or offline. This is very similar to the Wikimedia Foundation’s Friendly Space Policy and explicitly requires compliance with the WMF Event Ban Policy. We ensure that everyone involved in our events, whether as a participant or as a lead volunteer or trainer, is well aware of our expectations - with the Policy flagged up at registration and stated at the start of events. For larger online or in person events, there is a dedicated friendly space officer that people can contact with any concerns (and who monitors channels such as Telegram messages for any issues).

Feedback from participants in Wikimedia UK's programmes strongly suggests that events and other activities organised by staff, partners and volunteers are not generally where conflict arises, and are certainly not spaces in which any kind of abuse or harassment is tolerated. Unfortunately, this is not always the case when people are contributing to the projects independently and asynchronously. We are therefore exploring ways of sustaining a supportive editing space for newcomers - particularly those that we have trained to edit through our programmes. This is especially pressing as we invite people to work on marginalised knowledge and information, where conflict with established editors is perhaps more likely to arise.

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.

We incorporated a wide range of ideas and perspectives into the development of our strategic framework for 2022-2025, including online meetings and on-wiki input from our community. This proposal is based on that strategy and on the projects, programmes and partnerships that we have started to deliver relating to our three Strategic Themes and five Strategic Pillars.

There are opportunities throughout the year for volunteers and others to connect with our work and to lead new initiatives. In August, as part of the UK Community Festival for Wikimania 2022, we held an in person session inviting feedback on the implementation of our current strategy, with breakout group discussions focused on community development, support and engagement. These conversations amongst both established contributors and newer members of our community have given us lots of new ideas and insights about working with volunteers on the delivery of our strategy and programme, and responding to volunteer needs.

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.

Organisational partnerships are fundamental to Wikimedia UK’s delivery model. These vary considerably in scope and scale, and we therefore distinguish between major partners (with whom we generally have a formal partnership agreement), other delivery partners, and allies (with whom we share information and seek to align on advocacy, particularly in relation to public policy).

Our partnerships are determined by the value added, both to WMUK (primarily through strategic fit, but also benefits such as funding or audience reach), and the institution. Our partners are motivated by access to the expertise we offer in effectively engaging with Wikimedia and open knowledge.

Our major partners for 2023/24 include:

British Library (Wikimedian in Residence since 2020, currently funded to Spring 2023 with plans for an extension subject to funding, plus a range of other partnership projects being delivered including work in schools).

Global Systems Institute at the University of Exeter (Wikimedia Visiting Fellow for Climate starting in October 2022 on a one year project, funded through an external grant secured by Wikimedia UK).

Khalili Foundation (Wikimedian in Residence, which started in 2019 as a freelance role for the Khalili Collections, with funding secured until 2023).

Menter Môn (social enterprise focused on rural Wales, with whom we have been working since 2018 on the delivery of an education programme in schools and within informal settings). The National Archives (Wikimedia UK is a collaborating organisation on a multi-partner project ‘Our Heritage, Our Stories’, led by National Archives and funded by AHRC until 2025).

National Institute for Health Research (Wikimedian in Residence since 2021, focused on sharing health research information on Wikimedia and engaging new contributors with lived experience of chronic health conditions).

National Library of Wales (Wikimedian in Residence since 2015, now permanently established within the library’s staff structure as a ‘National Wikimedian for Wales’) with many activities that focus on the Welsh language.

Science Museum (the Wikimedian in Residence from 2020 - 2022 has now been embedded into the digital team. In the meantime we are a collaborating organisation on ‘The Congruence Engine’, a three year AHRC funded project using digital techniques to connect industrial history collections held in different locations.

University of Edinburgh (Wikimedian in Residence since 2016, now a permanent role with a strong focus on delivering against Wikimedia UK’s strategic themes of knowledge equity and information literacy).

All residents have their salaries and programme costs paid for by the host institutions or through external funding. Where we have a formal partnership agreement with the host institutions, we recognise these costs as a Gift in Kind, as per the Charities Statement of Recommended Practice. For 2023/24 the budgeted result for Gifts in Kind is a fairly conservative £135,000.

15. How do you hope to sustain or expand the work carried out in this proposal after the grant?

Organisational resilience and sustainability is a key Strategic Pillar underpinning all our work. For each project, programme and partner, we consider how the work will be resourced long term - whether this will be through external funding, embedding activities within the permanent staff structure and workflow of an organisation, or the creation of a self-sustaining community.

Donor relationships and external funding are critical to the continuation and scaling of Wikimedia UK’s activities. Several years ago we published a report on the long term impact of cultural bodies working with a Wikimedian in Residence. This revealed that the changes which took place were ongoing, and encompassed four different kinds of impact: on Reach, on External Image, on Culture and on Scale. The proven scale of sustainable impact Wikimedia UK helps to achieve is a key aspect to our external fundraising and partnership engagement.

With this proposal we are applying for funding for two years, covering the second and third years of our current strategy. During 2024, we will work with our community, partners and other stakeholders to develop plans for the period 2025 - 2028. Within this process we are likely to explore what activities we would like to sustain, what projects and programmes might come to an end and what new initiatives we should introduce, in response to the external environment, priorities for the global Wikimedia movement, community needs and our own strategic objectives.

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.

Wikimedia UK has an Organisational Risk Register that is maintained and updated by the Chief Executive, and reviewed on a quarterly basis by the Audit and Risk Committee; with key risks brought to the attention of the full board. The Risk Register includes risks in the following categories:

Strategy & Governance External Environment Legal Financial Operational

The risk rating is calculated by an assessment of the likelihood of the risk materialising multiplied by the combined potential impact on our finances and reputation.

The Risk Register was last updated in September 2022, and includes the following key risks:

  • Damage to public profile as a result of an issue related to Wikipedia or the wider Wikimedia movement
  • Departure of key staff and loss of operational knowledge, expertise and relationships
  • The cost of living crisis and economic recession impacts on our fundraising from individuals and other private sources (including trusts and foundations)
  • Spiralling inflation increases our staff and other costs at a point when fundraising is hampered by the same inflationary pressures; leading to cuts in programme delivery
  • Capacity issues leading to reduced impact and inability to respond to new opportunities
  • Reduction in our annual grant from the Wikimedia Foundation due to changing strategic priorities of the Foundation, financial pressures or a new approach to allocating funds
  • Lack of reliability of the tools used by our programmes team and partners to deliver and monitor our activities
  • Lack of the expected number of engaged, active and skilled volunteers based across the country
  • A new legislative framework for online publishing impacts on Wikimedia, either at an international level or at a national level, with the creation of UK-specific regulations relating to online harms
  • A hostile or unclear copyright regime restricts the capacity or willingness of content-holding organisations to release content

For every risk that is identified as either medium or high, existing controls are highlighted and further mitigation measures identified where possible.

Periodically, the Chief Executive and Chair of the Audit and Risk Committee facilitate a more in depth session on the organisation’s approach to risk and risk management with the whole board; and this is already on the agenda for our February 2023 Board Away Day.

Please note that we would rather not make the full organisational Risk Register publicly available, however this can be shared with our Grants Officer and/or Regional Grants Committee if required.

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.

Invest in Skills and Leadership Development, Identify Topics for Impact, Evaluate, Iterate, and Adapt

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.  

Yes
https://wikimedia.org.uk/wiki/Wikimedia_UK_Strategy_2022-25

Learning, Sharing, and Evaluation

[edit]

19. What do you hope to learn from your work in this fund proposal?

In 2021 we set several broad strategic questions in response to our new strategy for 2022 - 2025. These questions make sure that we continue to learn and iterate as we work to achieve our long term ambitions:

1. How can Wikimedia UK help the global Wikimedia movement to achieve knowledge equity?
2. Where can we have the strongest impact in terms of climate and the environment?
3. How can we build information literacy, and support the creation of an empowered civil society in the UK?

In terms of the first of these questions, there is certainly more to be done. However, we are developing a proposal to take forward the research we undertook in late 2021 in relation to movement strategy cluster H, and to implement the key recommendations of the external consultant that we worked with on this. This will involve working with the global movement to create a toolkit for working on knowledge gaps and high impact topics, that can be used across different languages and projects.

We will also continue to engage proactively with other aspects of the movement strategy, including skills development and leadership (particularly in relation to governance and equity) and evaluation.

We have started to explore our second broad question both within our Theory of Change and through our programme, which we are developing in consultation with the existing editor community. We are particularly pleased to have secured external funding for a full time, one year residency focused on Wikimedia and climate, which will be based at the renowned Global Systems Institute at the University of Exeter.

For the third question, on information literacy, we are pleased to have been able to finalise our research into the links between Wikimedia, information literacy and civic engagement. This research provides narrative framing for this work plus a set of recommendations we can use to guide our programmes and advocacy activities.

Our Theory of Change accompanies this proposal. Various metrics test key steps in our logic model to help ensure that our programme of work moves us towards Wikimedia UK’s vision of a more informed, democratic and equitable society through open knowledge.

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
Reach of content - image/article views By measuring the number of views of images and articles released/created directly through our programmes, we can have a better understanding of Wikimedia UK's reach. This is an important metric for our partners and external funders, and was introduced in 2019.

We are aiming for a target of 14 billion for 2023/24, although the Fluxx system isn't allowing us to input this figure (this glitch was also there last year).

N/A
Images/media added to articles % of images uploaded to Wikimedia Commons which have been added to Wikipedia articles or other Wikimedia projects. Gives us a key indication about whether the content we are unlocking is addressing existing content gaps on wiki projects. 30
Language diversity Articles created and improved across x language Wikipedias, through our activities such as events and partnerships 30
Policy touchpoints WMUK-led responses to public consultations, policy discussions, and interactions with policy/decision makers on issues relating to open knowledge. 15
Policy change A step further from ‘taking part in consultations’, this metric looks at the instances of when our advocacy work results in policy change on an organisational, sector or UK level. 5

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 Partnerships with external organisations to deliver on our strategy, active in a given year 40
Feedback from participants on effective strategies for attracting and retaining contributors N/A N/A
Diversity of participants brought in by grantees % of female community organisers.

Every year we survey our community leaders about their participation in the Chapter over the previous year. This includes a number of questions on demographics, and we will continue to report on the results of this survey. This information is presented numerically, but since it surveys across various characteristics, it's not possible to propose a single number here. We continue to aim for 50% of our community leaders identifying as women. As per our Equity, Diversity and Inclusion Framework and accompanying Action Plan, we are exploring ways of effectively measuring the diversity of our broader participant community (beyond community leaders) and will share the results of this through our reporting to the Foundation.

50
Number of people reached through social media publications This metric measures Wikimedia UK’s social media presence by capturing followers and views of our messaging across various platforms. As an example we track Twitter, Facebook, instagram, and WMUK website views, within this target figure. 45000
Number of activities developed This metric tracks the engagement efforts with volunteers across the UK, widening the charity’s geographic reach. We will desegregate by Location as we track the geographic spread of our activities, especially away from London. This is tracked manually. 150
Number of volunteer hours Hours spent on activities by participants of WMUK activities (non WMUK staff), and by lead volunteers/community leaders. 25000

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 Summary
Core metrics Description Target
Number of participants # of people participating in WMUK activities either in person or virtually. With a variety of programmes we deliver, this is a very wide and diverse set - including attendees, trainees, volunteers, etc. The threshold of involvement is attending a talk by a WMUK representative, or higher. This definition does not include people organising activities, social media followers, donors, or others not participating directly (i.e. people who donate money or in-kind resources to support the chapter’s activities). On the whole it is not relevant to our work to disaggregate between new and returning participants, although we do so for specific programmes where we want to show a total of unique participants (e.g. Connected Heritage programme). 8000
Number of editors Metric Description: # of NEWLY registered editors contributing to Wikimedia projects through WMUK activities - at events, project grants, through partnerships, course extensions and/or contests. Please note that because of the focus on outreach and community building within our work, we focus on capturing NEW EDITORS only. 1000
Number of organizers Metric Description: we’ve been tracking this metric for the past 3+ years and have a clear understanding of who counts as a movement organiser in our context (‘lead volunteers/community leaders’). We also survey them annually to check on community health. A lead volunteer is a person who is involved with Wikimedia UK as an event organiser, trainer, facilitator, project coordinator or conference speaker. These are trusted volunteers and community leaders who are in charge of projects by coordinating and taking accountability for their successful delivery, dissemination, completion and reporting; serving as a resource and support for other volunteers. The metric is for active leaders in a given year. 300
Number of new content contributions per Wikimedia project
Wikimedia Project Description Target
Wikipedia WIKIPEDIA. Stats for this metric come from a volunteer-led online core contest, Education courses, and various editing events led by the Wikimedian in Residence at the University of Edinburgh. 20000
Wikimedia Commons Media content contributed by partners and volunteers, uploaded to Commons 20000
Wikidata Wikidata items created or improved - mostly contributed by large scale partnership collaborations 200000
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.

[As a general point, there was a range of questions regarding our metrics in the previous application; since we are largely using the same measurements we invite the grants committee to review the “Finally, several points regarding the 2022 metrics” on https://meta.wikimedia.org/wiki/Grants_talk:Programs/Wikimedia_Community_Fund/Diversifying_Wikimedia%E2%80%99s_content_and_contributors,_removing_barriers_to_knowledge,_and_developing_new_ways_of_engaging_with_the_public,_partners,_learners_and_contributors_in_the_UK,_2022 for further background. ]

22. What tools would you use to measure each metric selected?

These are: For participants and their content outputs, Events and projects are tracked through WMUK’s activity tracking sheet. The input for this spreadsheet comes from monthly reports from residencies, WMUK’s programmes team, and staff updates. These are then run through Outreach dashboard. This data is also used to track content contributions by participants

For organisers, Community organisers’ activities and partnership interactions must be recorded in CiviCRM by the WMUK Programmes team

Run the Community Leaders survey to gather demographics data.

Using the analytics application for each social media platform we are active on, generate a report to get the numbers.

Location of events are labelled in the WMUK activity tracking sheet and then can be counted to reach the total. The events are logged on a quarterly basis. We measure all events that were organised outside London and calculate the total of events organised.

Community organisers’ participation is to be recorded in CiviCRM and should include the name of the activity dates, location, start-end-times, volunteer role, and status. General participants' time is to be recorded via the WMUK activity tracking sheet. When entering events in the WMUK activity tracking sheet the duration of the event must be included.

Image views: Accumulative result from Baglama2 tool

Pages views: Accumulative results come from Event Metrics.

For language diversity, events and projects are tracked through WMUK’s activity tracking sheet. The usernames are recorded and each event is entered in Event Metric where a report provides how many articles have been created

For image uploads, All uploads made as part of a collaboration with the chapter are tagged with the ‘Supported by WMUK’ category. On a quarterly basis, we use PetScan to get the results for how many images have been uploaded and how many have been used and where.

For policy changes and touchpoints, manual tracking across the team

Financial Proposal

[edit]

23. & 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.

410000 GBP

23.2 What is this amount in US Currency (to the best of your knowledge)?

440250 USD

23.3 Please upload your budget for this proposal or indicate the link to it.

The link to our budget on Google Sheets is here:

https://docs.google.com/spreadsheets/d/1k14WbJrIWE0qY7VzL5GBVeRDuAVCuDYPY3UQSpj3Dxs/edit?usp=sharing

The budget is based on an existing Wikimedia UK template. Explanatory notes on the budget are included in 23.4.

We have also uploaded a one page PDF of the top (summary) sheet of the budget.

23.4 Please include any additional observations or comments you would like to include about your budget.

The budget accompanying this proposal is for the next two financial years, 2023/24 and 2024/25. The summary sheet outlines the income and expenditure headings and totals, while separate tabs within the Google Sheets file give more detailed figures against each of these headings for both years, with the exception of staff costs (although a breakdown of these can be shared with our Grants Officer and/or the Committee on request).

Our combined spend on partnership programmes, volunteer support and external relations is relatively low as a proportion of our overall budget, at £33,500 (unrestricted expenditure). However the total activity budget taking into account Gifts in Kind, secured restricted funding and projected project grants gives a better sense of the scale of our delivery. This is only made possible by continued investment in the staff team, as the high quality of our delivery and support makes it possible for partner organisations to continue investing their own funds into programmes (e.g. Wikimedian in Residence salaries).

The vast majority of Wikimedia UK’s expenditure is on staff salaries and related costs (including National Insurance employer’s contributions and pension contributions, both of which are mandated by the government). Wikimedia UK has a commitment to paying at least the UK Living Wage and has recently conducted analysis to ensure the organisation has no gender or ethnicity pay gap. This means that we are particularly affected by spiralling inflation in the UK, and it is mainly for this reason that we are requesting a higher grant (in GBP, although not in US dollars) for 2023/24 compared to the current year.

There are three different inflation rates for the UK (CPI, RPI and CPIH) but the one generally used is the CPI, or Consumer Price Index, which was 9.9% in August 2022. According to the Bank of England, in information released on 23rd September, inflation is expected to reach 11% in October and remain high for many months. We are therefore budgeting for a 10% cost of living increase in 2023/24 which brings our total budgeted staff costs for the year to £595,669.

The Bank of England has a target to bring inflation down to 2% and they expect inflation to be close to that target in around two years. We have therefore budgeted for a 3% cost of living rise in 2024/25, but if awarded multi-year funding we would like the opportunity to review this next autumn depending on the situation at the time.

High inflation will also impact on other organisational costs, although we have budgeted only modest increases across a number of budget lines and have looked for savings wherever possible.

As indicated in the narrative proposal, we recruited a part time (two day a week) Volunteer Coordinator in May 2022, funded by the National Lottery Heritage Fund as backfill for Richard Nevell’s role in our Connected Heritage project. This project and the accompanying funding comes to an end early next year, but we would very much like to extend the Volunteer Coordinator role, and have included these costs in our grant request.

There are a few other things worth noting in the budget:

  • We anticipate an office move towards the end of next year and have budgeted for reduced office costs in 2024/25 as we look for a smaller and/or more flexible space to reflect our shift to hybrid working.
  • We have worked hard to keep our administrative costs to a minimum, however these include a number of things that are essential for the organisation to run effectively, such as IT and telephony, staff travel and the annual audit.
  • Fundraising costs (budgeted at £17,700 for next year) predominantly relate to third party processing costs for direct debit donations.

We are happy to answer any questions the Committee may have in relation to the budget.

Please use this optional space to upload any documents that you feel are important for further understanding your proposal.

Other public document(s): The link for our draft 2023/24 delivery plan in Google docs is here:

https://docs.google.com/spreadsheets/d/1ZagDP9L1CrOczxzUmu6W6CbY5RObDmWWN6vh-c2s_lU/edit?usp=sharing

Please do let us know if there are any issues with accessing this document, as it contains quite a lot of information about our plans for next year.

Final Message

[edit]

By 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)

  • Link:


1.2. Please describe any major changes in your Annual Plan. If there are changes that require a budget change, please specify. (required)

Our strategic framework for 2022 - 2025 has not changed, and this remains the guiding force for all of our activities. We develop our programmatic Delivery Plans on an annual basis and the plan for 2024/25 is attached. Please note that as our work is iterative and flexible, it is likely that new projects and partnerships will emerge during the year, aligned with our overall themes of Knowledge Equity, Information Literacy and Climate and Environment. We have separate plans in place for work relating to our strategic pillars of equity, diversity and inclusion, community development, public profile, advocacy, and resilience and sustainability. All staff also have detailed individual work plans, which underpin the overall activity plan for the year.

2023 saw a significant investment of time - mainly from our Chief Executive and from our communications team - devoted to advocating for changes to the UK Online Safety Bill. Working closely with the Wikimedia Foundation as well as civil society actors in the UK and beyond, we ensured high profile media coverage of the potential impact of the Bill on Wikipedia and other public interest platforms (over 700k views from Q1 press coverage), and extensive discussion of Wikipedia’s vital role in the information ecosystem within House of Lords debates. In 2024, we see Wikimedia UK as having a vital role in ongoing advocacy and engagement in relation to the implementation of the Online Safety Act. This will include support for smaller cultural heritage and open sector allies who are navigating the implications of the Bill on their user generated content, as well as guidance for contributors. We have budgeted £10,000 for this work, which is an additional ask on our agreed grant.

As a result of continued high inflation an additional £7,000 is sought to enable us to award a cost of living pay rise of 4%, rather than the 3% originally budgeted. Unfortunately, inflation in the UK has remained stubbornly higher than Bank of England projections for 2023, although it's now beginning to show signs of coming down.

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)

  • Link:

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)?

4%

2.4. How much do you request for Year 2 in USD with the increase? (required)

549888 USD

2.5. How much do you request for Year 2 in your local currency with the increase? (required)

442000 GBP

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)

The major changes in our budget request are described above, and include £7,000 to enable a 4% cost of living pay rise, alongside a dedicated budget of £10,000 for advocacy and engagement activities.

There have been other changes in the budget since it was first submitted, but these have balanced each other out. For example, aligned with donation trends across the sector, we have amended income through small donations down, with more in Gift Aid (a form of tax relief for charitable donations), as we have improved our systems for claiming the latter from the government. We have budgeted for higher spend in Volunteer Support (£17,000 compared to £14,000 in the original budget), to invest in our Train the Trainer programme. We are also budgeting £4,000 in international working, reflecting the current level of spend on participation in international conferences and events, which wasn’t in our original budget. We are also expecting to pay less on rent but more on room hire, due to the change in our office set-up.

Our project funding target for 2024/25 remains £150,000, as per the original budget, however it looks different in the budget we are presenting because of the expected split across restricted funds (including direct project costs and dedicated staff posts) and unrestricted (which is essentially a contribution to overheads). Overall, our staff costs are projected to be much higher than in our original budget for 2024/25 but with a significant proportion of these coming from restricted funds, usually from trusts and foundations. Grant applications for these activities are currently being developed but the funding is not yet secured. Within the original budget, these costs were allocated to ‘project spend’ rather than staffing costs, however we are now presenting this information in a different way within our budgets and management accounts. Our staffing costs from unrestricted funds have actually gone down slightly against the original budget, as we are anticipating covering more of these costs through restricted grants.

Gifts in Kind have increased in the revised budget, from an estimated £140,000 to a more exact projection of £171,595. Budgeted Gifts in Kind relate solely to Wikimedians in Residence, where host institutions are covering salary and other project costs. We are required under UK charity law to declare these as a Gift in Kind within our Statutory Accounts, although there is no financial transaction involved. The income and expenditure on Gifts in Kind will always be equivalent within our budgets and accounts, and don’t affect our net surplus or deficit.

Please note that the summary budget shared is based on an extensive spreadsheet, which is reviewed in detail by our Audit and Risk Committee. Access to this spreadsheet can be made available to our Grants Officer on request.

Metrics for Year 2

3.1. Main open metrics (required)

Main Open Metrics
Metrics Name Description Target
Reach of content - image/article views By measuring the number of views of images and articles released/created directly through our programmes, we can have a better understanding of Wikimedia UK's reach. This is an important metric for our partners and external funders, and was introduced in 2019. Please note that due to ongoing issues with the tools for measuring this figure, we are reducing our target for 2024/25 to 4 billion. 4000000000
Images/media added to articles % of images uploaded to Wikimedia Commons which have been added to Wikipedia articles or other Wikimedia projects. Gives us a key indication about whether the content we are unlocking is addressing existing content gaps on wiki projects. 30
Language Diversity Articles created and improved across x language Wikipedias, through our activities such as events and partnerships 30
Policy touchpoints WMUK-led responses to public consultations, policy discussions, and interactions with policy/decision makers on issues relating to open knowledge. 15
Policy Change A step further from ‘taking part in consultations’, this metric looks at the instances of when our advocacy work results in policy change on an organisational, sector or UK level. 5

3.2. Core metrics (required)

Core Metrics Summary
Core metrics Description Target
Number of participants # of people participating in WMUK activities either in person or virtually. With a variety of programmes we deliver, this is a very wide and diverse set - including attendees, trainees, volunteers, etc. The threshold of involvement is attending a talk by a WMUK representative, or higher. This definition does not include people organising activities, social media followers, donors, or others not participating directly (i.e. people who donate money or in-kind resources to support the chapter’s activities). On the whole it is not relevant to our work to disaggregate between new and returning participants, although we do so for specific programmes where we want to show a total of unique participants (e.g. Connected Heritage programme). 8000
Number of editors # of NEWLY registered editors contributing to Wikimedia projects through WMUK activities - at events, project grants, through partnerships, course extensions and/or contests. Please note that because of the focus on outreach and community building within our work, we focus on capturing NEW EDITORS only. 1000
Number of organizers We’ve been tracking this metric for the past 3+ years and have a clear understanding of who counts as a movement organiser in our context (‘lead volunteers/community leaders’). We also survey them annually to check on community health. A lead volunteer is a person who is involved with Wikimedia UK as an event organiser, trainer, facilitator, project coordinator or conference speaker. These are trusted volunteers and community leaders who are in charge of projects by coordinating and taking accountability for their successful delivery, dissemination, completion and reporting; serving as a resource and support for other volunteers. The metric is for active leaders in a given year. 300
Number of new content contributions to Wikimedia projects
Wikimedia Project Description Target
Wikipedia Stats for this metric come from a volunteer-led online core contest, Education courses, and various editing events led by the Wikimedian in Residence at the University of Edinburgh. 20000
Wikimedia Commons Media content contributed by partners and volunteers, uploaded to Commons 20000
Wikidata Wikidata items created or improved - mostly contributed by large scale partnership collaborations 200000
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)

We are not introducing new metrics, however we have additional metrics that I am not able to input into the table above. These are:

  1. of strategic partnerships that contribute to longer term growth, diversity and sustainability (target is 40)

% of female community leaders (target is 50%)

  1. reach of social media (target is 36,000, however we have now found a tool that should enable us to track the reach of traditional media. We will report on these figures in 2024 and may use them as the basis to set future targets)
  2. of activities developed (target is 200)
  3. of volunteer hours (target is 25,000)

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]