Grants:APG/Proposals/2020-2021 round 1/Wikimedia Österreich/Impact report form
Purpose of the report
editThis form is for organizations receiving Annual Plan Grants to report on their results to date. For progress reports, the time period for this report will the first 6 months of each grant (e.g. 1 January - 30 June of the current year). For impact reports, the time period for this report will be the full 12 months of this grant, including the period already reported on in the progress report (e.g. 1 January - 31 December of the current year). This form includes four sections, addressing global metrics, program stories, financial information, and compliance. Please contact APG/FDC staff if you have questions about this form, or concerns submitting it by the deadline. After submitting the form, organizations will also meet with APG staff to discuss their progress.
Results and metrics - all programs
editAn overview
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As many things in this pandemic, the WMAT year 2021 came with a mix of COVID-19-related challenges but also chances: On the one hand, it was almost impossible to plan ahead and our work still suffered a great deal from national and movement wide restrictions. As a result we did not reach some of our goals, such as the number of content pages. Most worrying however, is the noticeable and unprecedented decline in community motivation, due to a lack of social interaction. On the other hand, we were able to design our activities in a way that could make best use of the opportunities that another year of COVID-19 lifestyle brought us: increased volunteer time resources due to lockdowns, people being used to meet and collaborate more via video calls and the new scope of virtual events in terms of geography and diversity, so we excelled in terms of participation and inclusivity. In our context, the impact of the pandemic varies from Wikimedia project to Wikimedia project. While Wikimedia Commons was negatively affected (mainly due to fewer sports and cultural events, travel restrictions etc), Wikidata and Wikipedia experienced a growth in participation.
The importance of this organisational resilience and flexibility to adapt to changing and often challenging circumstances has also informed the work on our new multi-year strategy: It was obvious before, but the pandemic drove the point home with an intensity that few us would have been able to imagine: We live in a world that is volatile, uncertain, complex and ambiguous (VUCA). Planning and developing strategies under such conditions becomes increasingly hard or even impossible, when one applies a causal logic which assumes the future can be predicted by events of the past. In addition to external uncertainties and complexities, the future of the Wikimedia movement itself is also in progress to an unprecedented extend: The implementation of the strategic recommendations has just started and many crucial decision on governance, funding etc. are still up in the air. Hence, WMAT decided to incorporate new approaches into our planning, namely the principles of effectuation and a dynamic and flexible co-creation of the future with partners and stakeholders. This fits our organisational culture which has been collaborative and sociocratic (see for example our expert groups) for many years now.
- Participants: The number of people who attend your events, programs or activities, either in person or virtually. This definition does not include people organizing activities, social media followers, donors, or others not participating directly.
- Newly registered: The number of participants that create new accounts on a Wikimedia project. These include users who register up to two weeks before the start of the event.
- Content pages: A content page is an article on Wikipedia, an item on Wikidata, a content page on Wikisource, an entry on Wiktionary, and a media file on Commons, etc. This metric captures the total number of content pages created or improved across all Wikimedia projects.
- Quality: High quality – the number of community decorations for media files (featured, quality, valued) and articles (quality, featured) – and improved quality – the number of improved main namespace pages tagged as having quality issues.
- Diversity: The number of participants and/or organizers of activities who belong to underrepresented groups in the Wikimedia movement in Austria. These groups are defined as women, lesbian, gay, bisexual and transgender people, persons belonging to ethnic, language or religious minorities in Austria, foreigners and people with disabilities.
Participants Newly registered Content pages Quality Diversity TOTAL FOR ALL PROGRAMS Target 12/2021 3,600 210 144,000 3,000 420 Results 12/2021 4,107 411 110,102 4,404 1,181 Progress 06/2021 2,228 307 76,310 3,098 736 Wiki Loves Monuments international (fiscal sponsorship) Target 12/2021 7,300 4,800 240,000 2,500 n/a Results 12/2021 7,671 5,184 230,002 1,594 n/a Progress 06/2021 7,671 5,184 230,002 1,594 n/a Wikimedia CEE Spring (fiscal sponsorship) Target 12/2021 650 100 16,000 n/a 70 Results 12/2021 621 22 16,099 n/a 62 Progress 06/2021 0 0 0 n/a 0 TOTAL FOR ALL PROGRAMS AND FISCAL SPONSORSHIPS Target 12/2021 11,550 5,110 400,000 5,500 490 Results 12/2021 12,366 5,639 356,203 5,998 1,305 Progress 06/2021 9,899 5,491 263,612 4,692 736
| Participants | Newly registered | Content pages | Quality | Diversity | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Progress 06/21 | Results 12/21 | Target 12/21 | Progress 06/21 | Results 12/21 | Target 12/21 | Progress 06/21 | Results 12/21 | Target 12/21 | Progress 06/21 | Results 12/21 | Target 12/21 | Progress 06/21 | Results 12/21 | Target 12/21 |
| 2,228 | 4,107 | 3,600 | 307 | 411 | 210 | 76,310 | 110,102 | 144,000 | 3,098 | 4,404 | 3,000 | 736 | 1,181 | 450 |
| CALCULATION 27 + 87 + 12 + 8 + 10 + 20 + 4 + 7 + 6 + 7 + 8 + 39 + 4 + 6 + 3 + 3 + 5 + 30 + 3 + 10 + 7 + 21 + 40 + 19 + 10 + 5 + 2 + 1 + 23 + 105 + 6 + 40 + 14 + 11 + 2 + 5 + 4 + 22 + 432 + 20 + 43 + 5 + 10 + 32 + 5 + 3 + 4 + 4 + 13 + 4 + 47 + 12 + 5 + 19 + 1 + 8 + 25 + 12 + 61 + 40 + 17 + 180 + 540 + 2 + 6 + 7 + 3 + 6 + 5 + 22 + 16 + 5 + 16 + 4 + 3 + 3 + 4 + 1 + 3 + 5 + 5 + 1 + 50 + 8 + 4 + 3 + 4 + 71 + 35 + 4 + 8 + 1 + 4 + 17 + 8 + 10 + 4 + 37 + 5 + 3 + 93 + 5 + 8 + 210 + 23 + 5 + 12 + 7 + 3 + 7 + 6 + 4 + 61 + 1 + 1 + 130 + 14 + 9 + 3 + 33 + 7 + 4 + 12 + 22 + 6 + 35 + 26 + 3 + 4 + 36 + 4 + 5 + 14 + 1 + 2 + 3 + 4 + 5 + 75 + 4 + 4 + 559 + 10 + 47 = 4,107 |
CALCULATION 7 + 10 + 7 + 17 + 27 + 21 + 181 + 12 + 17 + 8 + 5 + 5 + 73 + 2 + 19 = 411 |
CALCULATION 62 + 2 + 5 + 541 + 2 + 12 + 1437 + 7785 + 15 + 288 + 14 + 1642 + 318 + 18113 + 1619 + 33 + 89 + 517 + 4 + 43425 + 387 + 3980 + 1 + 7068 + 12 + 6246 + 1407 + 9 + 1956 + 26 + 173 + 2556 + 8323 + 2035 = 110,102 |
CALCULATION 3 + 1437 + 9 + 15 + 2 + 1619 + 12 + 1 + 75 + 1,049 + 42 + 68 + 12 + 13 + 12 + 27 + 8 = 4,404 |
CALCULATION 7 + 75 + 4 + 5 + 8 + 20 + 1 + 3 + 2 + 3 + 8 + 1 + 1 + 1 + 1 + 30 + 3 + 7 + 21 + 35 + 2 + 2 + 2 + 1 + 17 + 103 + 1 + 70 + 6 + 2 + 2 + 2 + 15 + 22 + 2 + 32 + 2 + 1 + 2 + 2 + 4 + 3 + 3 + 1 + 2 + 14 + 7 + 10 + 40 + 16 + 80 + 1 + 2 + 6 + 2 + 2 + 19 + 2 + 5 + 2 + 2 + 5 + 2 + 2 + 4 + 71 + 3 + 3 + 2 + 9 + 9 + 9 + 6 + 5 + 7 + 12 + 3 + 2 + 7 + 6 + 4 + 129 + 9 + 2 + 32 + 2 + 3 + 12 + 26 + 3 + 2 + 2 + 2 + 2 + 2 + 3 + 3 + 25 + 4 = 1,181 | ||||||||||
| Participants | Newly registered | Content pages | Quality | Diversity | |||||
|---|---|---|---|---|---|---|---|---|---|
| Results | Target | Results | Target | Results | Target | Results | Target | Results | Target |
| 7,671 | 7,300 | 5,184 | 4,800 | 230,002 | 240,000 | 1,594 | 2,500 | n/a | n/a |
| Participants | Newly registered | Content pages | Quality | Diversity | |||||
|---|---|---|---|---|---|---|---|---|---|
| Results | Target | Results | Target | Results | Target | Results | Target | Results | Target |
| 621 | 650 | 22 | 100 | 16,099 | 16,000 | n/a | n/a | 62 | 70 |
Telling your program stories - all programs
editCommunity Support
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- A diverse community of volunteers with a wide range of skills, a desire to continually improve their work together and that offers a constructive working environment to existing and new users
What did we achieve so far?
Online meetings
As the image gallery above indicates, online meetings are still our main tool to keep in touch with our communities, to conduct projects, and to coordinate within our organisation as well as with partners. We expanded our portfolio of online platforms and we are still supporting communities within and beyond Austria with this comprehensive infrastructure (this includes the provision of the technical platform, optional personal support, the coordination of online meetings of the German-language Wikipedia community and the development of a special safe space policy for video conferences). Highlights of this year's events so far include celebrations around our 20th birthday and several events around gender diversity in March for International Women's Day. In summer we were particularly honoured to support the great Wiki Vibrance event, organized by a very diverse group of young Wikimedians from around the world in celebration of the Global Youth Day. This extensive groundwork is also reflected in our metrics: While we came short of our goals regarding diversity in 2020 - mainly due to cancelled events - we could make up leeway and are already above our target for this year.
Community leadership
Austria, like other Central European countries, has a long tradition of real-life Wikimedia community meetings. Both community strengthening and content creation projects were often carried out during face-to-face meetings. The pandemic-related restrictions starting in March meant that the expertise available in our community to organize such events was of limited use. We faced the challenge of ensuring that our community leaders were fit to conduct remote activities. At the same time, it became clear that this was not possible or desired by all of them, so we also had to find new community leaders to conduct digital events. Like last year, we exceeded our target regarding community leaders. This success is a result of our effectuation approach: From the beginning, we focused on the collaboration with other communities. We used our popular WikiDienstag format (usually weekly community meet-ups in our office in Vienna, now held as video conferences) to innovate new formats and content for our communities together with our partner affiliates WMDE and WMCH. We also used our involvement in the Volunteer Supporters Network to keep an eye on developments outside the German-speaking world and organized or participated in trainings and discussions about new ways of online engagement during this year's Wikimania.
Edit-a-thon Female Arts Historians in Blue - building a network of expert volunteers
Together with the Austrian Association of Art Historians, Wikimedia Austria organized an 11-days edit-a-thon around articles about female art historians in German-language Wikipedia, starting with a full-day Wikipedia workshop for newcomers. Together with our colleagues in Germany, who entertain a similar cooperation, this event contributed to the creation of a sustainable network of art history experts contributing to their field of expertise in the German-language Wikipedia. They created a working group, host regular events and are working on a living handbook for Wikipedia articles in the field of art history.
What are our biggest challenges?
Community motivation
Since the start of our annual community surveys we included a question that evaluates how our activities influence community motivation and contributions on the Wikimedia projects. This information is so important for us, that we made it a metric for this program and set a target of a satisfaction rate of at least 80%. In 2021 for the first time we did not meet this goal and ended up with 71%. While this objectively still might be a satisfying number, it is a major concern for us, especially in combination with additional information the participants provided in the survey: We can see from the answers in the free text sections of the survey that non-equity and contradictions in pandemic-related restrictions on the side of the WMF played a major role in this motivation crisis: As outlined extensively in previous reports, the WMF imposed pandemic-related restrictions regarding offline meetings and projects that had an increasingly negative effect on our work as the pandemic progressed and one size fits all approaches didn't make sense anymore. Firstly, we are deprived of possibilities and hindered in our day to day operations compared to other organisations. WMDE and WMCH are allowed to fundraise, they don't need WMF grants and as a consequence are not bound to the restrictions. This actively deepened and reinforced existing inequalities within the German-language communities and made the effects of the pandemic even more harmful for us. Secondly, the WMF contradicted the event restrictions in their own activities, making it even harder for us to "sell" this to our communities. The restrictions will be lifted starting from second quarter of 2022, however this was announced only in March 2022. As a result our complete annual planning for 2022 was done under the assumption that these restrictions will stay in place for the time being and hence will need to be revisited.
New grantmaking process
The new grantmaking process was a major challenge for us in the second half of 2021. Communication around the time frame and requirements was suboptimal - e.g. we only learned of the formation of the committee in our region by accident, requests regarding process details were left unanswered for weeks and in the end the details were communicated too late, making decent preparation and adequate internal discussions with our communities and expert groups almost impossible. In addition, the process abandoned many achievements of the past ten years of grantmaking (metric definitions, structure of the proposal etc) and required a lot of additional work which took a toll on our volunteer board and paid staff alike who needed to commit much more time than expected (based on previous grants) into the process. This wouldn't be a problem per se, if the changes contributed in a meaningful way to our internal planning. But the one size fits all approach of the application format, that is in many ways more tailored to projects grants than annual plan grants, just forced us to squeeze our work into an odd logic, making it hard to get across what is important to us (and probably helpful to the committee). In an already difficult second year of this pandemic, this was a very unfortunate additional burden.
What's up next?
Strategy implementation grant for Volunteer Supporters Network (VSN)
Volunteer support has always been WMAT's core competency. We always believed in the power of sharing our experiences and learning from others and as a result we became a founding member and active participant of the VSN. The network is a success story of collaboration across affiliates and communities and in our view can play a major role in the implementation of the 2030 strategy. Together with Wikimedia Poland we therefore applied for a strategy implementation grant - to take the work of this committed group of movement experts to the next level and evaluate the added value of institutionalising the network into a global hub.
Fiscal sponsorships as a service
Several prestigious or promising community projects that are very complex, for example due to their internationality, do not fail because of lacking expertise or enthusiasm of volunteer leaders. Often the administrative burdens - especially regarding the processing of grants - lead to volunteer burnout. This is where we as an established affiliate can assist because we have the staff, expertise, and existing financial processes to fall back on. Over the years we assisted many emerging communities with project and event grants and we will continue this support in the future while also advocating for more such administrative backbone structures in the framework of the 2030 movement implementation efforts (e.g. in the context of Hub discussions). For 2022 we will continue our services for the CEE Spring communities and WLM International. For the latter we are working on further reducing the burden on the volunteers by securing long-term staff support around project management. In addition, we will serve as fiscal sponsors for the above mentioned VSN strategy implementation grant and we will continue our cooperation with the LGTB+ User Group by administering their grant for the next Queering Wikipedia event.
| Metric | Target until 12/21 | Results until 12/21 | Progress until 06/21 | Graph | Calculation |
|---|---|---|---|---|---|
| Community leadership:
Number of volunteer organizers of activities. |
260 | 362 | 120 | 1 + 2 + 2 + 1 + 1 + 11 + 1 + 2 + 1 + 1 + 1 + 13 + 1 + 1 + 1 + 1 + 11 + 1 + 1 + 10 + 2 + 2 + 1 + 8 + 1 + 1 + 1 + 1 + 1 + 1 + 1 + 9 + 2 + 1 + 8 + 1 + 1 + 2 + 1 + 1 + 9 + 1 + 28 + 4 + 1 + 1 + 4 + 5 + 7 + 2 + 1 + 1 + 30 + 1 + 3 + 5 + 5 + 32 + 4 + 2 + 3 + 1 + 18 + 8 + 1 + 2 + 1 + 8 + 1 + 2 + 8 + 1 + 1 + 1 + 2 + 1 + 35 + 1 + 1 + 9 = 362 | |
| Community motivation:
Minimum percentage of the participants of community surveys agree that our activities contribute to motivating them for their online work. |
80 | 71 | - | 71 |
Free Content
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- Generating, opening, and distributing multifaceted and valuable content that fascinates and engages Wikimedia volunteers, partners, and readers alike
What did we achieve so far?
Quality of content
Similar to last year, we are exceeding our target regarding quality of content: The results in 2021 surpass the target by almost 50%. For our metrics, we define quality in two ways: there are (1) high quality as the number of community decorations for media files and articles and (2) improved quality as the number of improved main namespace pages tagged as having quality issues. The pursuit of quality is deeply rooted in our communities and has long been supported by us through competitions, loans of high-quality technical equipment, book grants, workshops, skill-sharing activities, and more. The main reason for this is an unexpectedly high level of community engagement in the German-language Wikipedia and a link to the pandemic seems increasingly likely, as we generally perceived increased online engagement during this period. A recent study on the response to the pandemic by the global volunteer community seems to support this observation.
International Museum Day: Wikidata Contest
After the huge success last year, WMAT started a second edition of the Wikidata contest around the International Museum Day. In cooperation with WMAT, WMDE, WMFR and WMIT and a central-notice-based campaign we raised awareness about content gaps in Wikimedia projects about museums in Austria, France, Germany, Italy and Switzerland. Our main contribution to the campaign was conducting a community contest on Wikidata around items about museums in the respective countries, with a focus on museum staff (researchers, directors etc). More than 432 users enrolled in the competition (181 of them new editors) and 18,113 Wikidata items were edited. We could double the number of new contributors and almost double the number of overall contributors. However, this welcome development takes a bit of a toll on the content pages and number of items edited which decreased by roughly 10%: While a few experienced volunteers last year edited huge numbers of items and often with technical tools, many of the less experienced people this year contributed smaller numbers and often individually by hand.
"Wiki Takes" photography excursion in Burgenland
The Austrian state of Burgenland celebrated its 100th anniversary in 2021. In 2021 we received a grant by the government of Burgenland for improving the coverage of the federal state on Wikimedia projects. We used these resources to organize a "Wiki Takes Burgenland" photo tour with a group of volunteers in August - a proven concept to cover gaps in coverage and a suitable project set-up that enables a collaborative project within the framework of COVID-19 rules and procedures. The volunteers went above and beyond to make the most out of this occasion, after over a year under strict COVID restrictions. As a result they could cover even more ground than they originally planned (2.000 pictures of over 20 local communities), which shows how important projects like these are for the motivation of our photography community. In addition, Burgenland photography also had its own special price category in this year's WikiDaheim edition and we cooperated with local schools to involve over 70 young people in Wikimedia photography.
What are our biggest challenges?
Event and travel photography
The negative trend regarding photography projects which we outlined in previous reports continued and got more severe, as 2021 saw several hard lockdowns and restrictions dominated the better part of the year. Normally we support our highly active and productive photo community with equipment from our tech pool, accreditations for events, travel grants, post-processing software or skill transfer activities. All this is useless when it comes to taking pictures at sporting events, concerts or film premieres that are cancelled. Despite our best efforts to create a shift towards other Wikimedia projects with new initiatives and incentives, i.e. with the very successful Wikidata contest, all this could not completely make up for these losses and we missed the targets regarding content pages.
Evaluation tools
Non-functioning evaluation tools that we need to report on requested metrics have been an issue since we started writing reports. One of the biggest issues at the moment is that there is no reliable and functioning tool for event metrics. The Event Metrics tool by the WMF is not reliable and questions about bugs on the talk page take up to seven months to be answered, as nobody seems to be in charge. Writing and talking about this feels like groundhog day - we are very disappointed that this crucial issue is being ignored, wasting valuable staff time of affiliates on workarounds and trouble shooting.
What's up next?
GLAM events
2022 will bring a series of GLAM events that will be hosted or co-hosted by WMAT: In January we will start our co-hosted virtual event series GLAM Digital together with WMDE and WMCH. The concept was designed during the pandemic when we realized how successful our events were - especially around GLAM topics - and how these virtual events attracted participants from Germany and Switzerland. So we decided to proactively make use of these possibilities regarding attendance, scope and synergies by launching this new format. The 2 hour evening events will take place on a monthly basis and each event will focus on a GLAM partner from one of the chapters. Each event will be split into an one hour expert talk and community discussions around old and new projects afterwards. In addition, WMAT will be host of the regular networking GLAM conference between staff and volunteers in the DACH region in March 2022.
New GLAM cooperations
WMAT received promising requests for joint projects from big GLAM organisations in Austria: The Belvedere Museum which will celebrate its 300 year anniversary in 2023 and the Esterhazy Group, which comprises various Foundations around cultural heritage in the federal state of Burgenland which is in the possession of the Esterhazy family.
Expanding the scope of the Wikidata contest around International Museums Day
After the very successful first two editions of our Wikidata contest, that was mainly rolled out in the DACH region as well as France and Italy, we plan to invite the global communities for next years's edition and to bring the contest to a whole new level. Following proven concepts and experiences from similar Wikipedia campaigns (such as WLM and WLE), we believe it is time to transfer this movement wide success story of theme campaigns to Wikidata, shaping the future of Free Knowledge and Open GLAM. The goal is to provide resources and assistance to make it as easy as possible for communities to participate and start their own local campaigns.
| Metric | Target until 12/21 | Results until 12/21 | Progress until 06/21 | Graph | Calculation |
|---|---|---|---|---|---|
| Useful content:
Number of distinct new media files used in the main namespace of Wikimedia projects. |
5,000 | 3,213 | 735 | 78 + 230 + 114 + 39 + 189 + 703 + 841 + 746 + 110 + 116 + 47 = 3,213 | |
| Versatile content:
Number of total usages of new media files in the main namespace of Wikimedia projects. |
10,000 | 5,891 | 1,416 | 226 + 371 + 214 + 74 + 303 + 228 + 1230 + 1390 + 1223 + 254 + 303 + 75 = 5,891 | |
| Free content beyond Wikimedia projects:
Number of freely licensed content pages in Non-Wikimedia projects (e.g. RegiowikiAT). |
1,900 | 1,288 | 757 | 749 + 8 + 520 + 11 = 1,288 |
Awareness and Change
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- Creating collective impact on a societal level and in our global movement by working with and through others to achieve a greater impact than we could ever achieve alone
What did we achieve so far?
ORF.wie.wiki. campaign
As a result of our new strategy (see report overview above) and opportunities from resources which are available to us due to changed activity patterns during the pandemic (e.g. fewer and/or cheaper events, less travel etc) we were able to conduct an advocacy work and an awareness campaign around free licenses in summer and fall 2021. The occasion is the election for the head of the national broadcasting agency ORF and planned law amendments for the ORF's digital future. The campaign had three elements: a social media campaign with testimonials advocating for free licenses from Wikimedia, education and other online communities, a classical press campaign with a press conference and a policy paper to inform the debate around the new legislation. Operating on effectuation principles enabled us to pull of this campaign on relatively short notice: We brought the idea to potential partners and allies, forged alliances with those interested to contribute and designed the campaign according to the joint resources available. We received know-how, feedback and templates from Wikimedia Germany, which has been running a similar campaign for multiple years now. We engaged interested members from like-minded communities with expertise on the matter and networks in politics and media. We found a communication agency who offered to consult and support us on a reduced pro bono rate. We also found a partner organisation to support us with the policy work (mainly the policy paper) and parliamentary contacts and other supporting organisations for the campaign (e.g. the University of Vienna).
Results of our Wikipedia 20 campaign
We started our preparations for Wikipedia 20 in autumn 2020. To ensure direct involvement by the Austrian Wikipedia community, we chose a participatory approach with volunteers organized in a committee of festivities, which would coordinate and oversee all activities. We joined forces with the two other German-language chapters WMCH and WMDE in a coordination group. We designed our own Wikipedia 20 website for public relations purposes and conducted two major press campaigns one in January (for EN:WP) and one in March (for DE:WP), which resulted in high media interest (over 30 media reports). Throughout the year we had two pop-up exhibitions with Wikipedia 20 fun facts travelling through Austria, visiting various GLAM and educational institutions (museums, schools, town halls - even a monastery that is open to the public). In addition, we successfully employed the narratives around the anniversary to secure additional funding for this year's activities from the city of Vienna (which enabled us to do the groundwork for the new GLAM event series next year - see Program 2 above).
What are our biggest challenges?
Netpolitical Evenings
The Netpolitical Evenings in Vienna regularly bring together key stakeholders from civil society. For our advocacy activities, they are an essential anchor point for bringing relevant topics to the table, for coordination and networking. So far, we have participated as co-organizers and as hosts of individual evenings. However, some key players (individuals and partner NGOs) of the event were severely hit by the pandemic, losing funding and personnel, which makes it harder for them to contribute as much as they used to. In order to be able to continue this important platform as virtual events during the pandemic, we will take on an even stronger organizational role than before.
The future of EU advocacy
For us the Free Knowledge Advocacy Group EU is one of the big achievements of our movement and a role model for impactful cooperation across affiliates and communities. Hence we - as well as the other involved affiliates and communities in Europe - were deeply concerned when we learned that the WMF Board has given the Legal Team the mandate to hire a WMF public policy person in each region of the world. While we cannot speak for other regions, this ‘one-size-fits-all’ approach doesn’t reflect the reality of the situation in Europe. We believe that such a position would create a parallel structure by the WMF and would be the opposite of what the movement strategy principles of subsidiarity, decentralization, and contextualization stand for. In the light of the 2030 movement strategy, we see that this decision and the process behind it reflects strategic thinking on how to achieve synergies within the movement. The European affiliates are operating in the EU on behalf of the movement, and we do not artificially separate between the movement, affiliates, community, or the Wikimedia Foundation. We would love to see the WMF and the European Chapters joining forces in this work and adding value and capacity. We very much welcome further debates on how the specific interests of the WMF could be safeguarded in an expanded current institutional framework and how this can be balanced against decentralisation, subsidiarity, and contextualisation that our movement is striving for. We are confident that we can figure this out in a trusted way as partners and are very happy that the WMF CEO offered to put this process on hold and discuss these issues in an in-person meeting in Brussels in 2022.
What's up next?
WikiGap DACH
In 2021 we organized the annual #WikiGap campaign as a joint effort between the three embassies and communities in the DACH region (Germany, Austria, Switzerland) under WMAT's lead. All parties were very pleased with the outcome in terms of participation and content and we will continue to organise this initiative as a collaborative effort in 2022. In order to improve the concept even further, we plan to involve feminist solidarity networks (FemNetz) as an integral part of this project, hoping that this will lead to more retention and even more scope. For us the WikiGap event is an example of the pandemic kickstarting innovation and collaboration and we hope to carry this success story into the future without COVID restrictions.
Wikimedia Europe and the CEE Hub
Wikimedia Österreich is involved in several movement strategy implementation initiatives (see also Program 1). Two central areas for 2022 will be the Hub discussion in Western and Central and Eastern Europe, with Austria being part of both worlds and trying to build bridges between them. We see momentum for closer cooperation in both regions under some kind of Hub framework and hope to bring our experience regarding governance and community involvement to the table.
| Metric | Target until 12/21 | Results until 12/21 | Progress until 06/21 | Graph | Calculation |
|---|---|---|---|---|---|
| Sustainable outreach network:
Number of accounts reached with permanent online channels (newsletter and social media, e.g. Facebook, Twitter, YouTube). |
5,300 | 5,799 | 5,493 | 5,799 | |
| Sustainable partnerships:
Amount of in-kind donations from partner organizations. |
17,000 EUR | 11,237 EUR | 7,587 EUR | List of in-kind donations in 2021 |
Revenues received during this period (6 month for progress report, 12 months for impact report)
editPlease use the exchange rate in your APG proposal.
Table 2 Please report all spending in the currency of your grant unless US$ is requested.
- Please also include any in-kind contributions or resources that you have received in this revenues table. This might include donated office space, services, prizes, food, etc. If you are to provide a monetary equivalent (e.g. $500 for food from Organization X for service Y), please include it in this table. Otherwise, please highlight the contribution, as well as the name of the partner, in the notes section.
Revenue source Currency Anticipated Q1 Q2 Q3 Q4 Cumulative Anticipated ($US)* Cumulative ($US)* Explanation of variances from plan FDC grant EUR 272,950 191,065 - 81,885 272.950 297,960 297,960 Fundraising EUR 23,000 - 12,314 9,032 21,346 25,107 Membership fees EUR 3,000 - 3,693 140 3.833 3,275 Overdue membership fees from 2020. Other (non-WMF) grants EUR 5,000 - 6,000 - 6,000 5,459 6,546 Grant from the City of Vienna Interests EUR 0 - 15 12 27 0 CEE Spring EUR 6,100 - 7,371 7,371 6,659 8,042 This also includes the 2nd installment of last year's grant, which only arrived this year. WLM International EUR 22,000 - 18,250 18,250 24,016 19,910 In-kind donations EUR 16,000 - 7,587 3,650 11,237 17,466 12,174 Many in-kind gifts are related to in person events (venues, catering etc). With no such events during the pandemic, there are fewer donations.
* Provide estimates in US Dollars
Spending during this period (6 month for progress report, 12 months for impact report)
editPlease use the exchange rate in your APG proposal.
Table 3 Please report all spending in the currency of your grant unless US$ is requested.
- (The "budgeted" amount is the total planned for the year as submitted in your proposal form or your revised plan, and the "cumulative" column refers to the total spent to date this year. The "percentage spent to date" is the ratio of the cumulative amount spent over the budgeted amount.)
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan Staff expenses EUR 168,000 - 82,772 86,079 168.851 200,313 201,270 101% Operations EUR 49,000 - 18,563 - 22,487 41,050 58,425 48,931 84% Community Support EUR 46,950 - 7,634 21,996 29,630 55,980 35,318 63% Free Content EUR 20,000 - 6,708 10,835 17,543 23,847 20,911 88% Awareness and Change EUR 20,000 - 8,033 20,837 28,870 23,847 34,413 144% TOTAL EUR 303,950 - 285,944 362,412 340,845 94% Overall slight underspending due to COVID-19 restrictions.
* Provide estimates in US Dollars
Table 4 Spending in fiscal sponsorships
Expense Currency Budgeted Q1 Q2 Q3 Q4 Cumulative Budgeted ($US)* Cumulative ($US)* Percentage spent to date Explanation of variances from plan CEE Spring EUR 6,100 - 327 5,510 5,837 7,273 6,958 - Contest just finished, distribution of prices has just begun. WLM International EUR 22,000 - 0 16,228 16,228 26,231 19,344 - Queering Wikipedia EUR 39,720 - 10,652 5,744 16,396 43,360 19,544 41% Conference changed to online working days with fewer costs involved, some of the money was already spent last year (costs for cancelled flights etc) Open Heritage Foundation Grants EUR - - 14,408 186 14,594 - 15,719 -
* Provide estimates in US Dollars
Compliance
editIs your organization compliant with the terms outlined in the grant agreement?
editAs required in the grant agreement, please report any deviations from your grant proposal here. Note that, among other things, any changes must be consistent with our WMF mission, must be for charitable purposes as defined in the grant agreement, and must otherwise comply with the grant agreement.
- We increased the spending in Program 3, as we couldn't conduct many activities in the other two programs due to the pandemic. For more context, please see above (ORF campaign).
Are you in compliance with all applicable laws and regulations as outlined in the grant agreement? Please answer "Yes" or "No".
- Yes
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 Grant funds as outlined in the grant agreement? Please answer "Yes" or "No".
- Yes
Signature
edit- Once complete, please sign below with the usual four tildes.
- -- CDG (WMAT staff) (talk) 16:23, 15 April 2022 (UTC)
Resources
editResources to plan for measurement
edit- Global metrics are an important starting point for grantees when it comes to measuring programmatic impact (Learning Patterns and Tutorial) but don’t stop there.
- Logic Models provide a framework for mapping your pathway to impact through the cause and effect chain from inputs to outputs to outcomes. Develop a logic model to map out your theory of change and determine the metrics and measures for your programs.
- Importantly, both qualitative and quantitative measures are important so consider both as you determine measures for your evaluation and be sure to ask the right questions to be sure to capture your program stories.
Resources for storytelling
edit- WMF storytelling series and toolkit (DRAFT)
- Online workshop on Storytelling. By Frameworks institute
- The origin of storytelling
- Story frames, with a focus on news-worthiness.
- Reading guide: Storytelling and Social change. By Working Narratives
- The uses of the story.
- Case studies.
- Blog: 3 Tips on telling stories that move people to action. By Paul VanDeCarr (Working Narratives), on Philanthropy.com
- Building bridges using narrative techniques. By Sparknow.net
- Differences between a report and a story
- Question guides and exercises.
- Guide: Tools for Knowledge and Learning. By Overseas Development Institute (UK).
- Developing a strategy
- Collaboration mechanisms
- Knowledge sharing and learning
- Capturing and storing knowledge.