Empire Total War V1.5.0 Trainer
Solana Axton
This form is for organizations, groups, or individuals receiving Wikimedia Community Funds or Wikimedia Alliances Funds to report on their final results. See the midpoint report if you want to review the midpoint results.
(1) Knowledge equityWe focused on delivering projects around decolonisation, and marginalised knowledge and communities. The majority of our external partnerships are focused on this area, through content or community collaborations. More on this in Q7; full details of activities in quarterly reports in Q5.
Some highlights of achievements under these pillars are described elsewhere within this report - for example, external funding successes, new approaches to volunteer engagement, and advocacy work relating to the Online Safety Bill - but readers are also invited to read our forthcoming Strategic Report 2022/23 for more details of our activities in these areas.
(3) Leveraging external partnerships (and tying them to our strategic priorities) - e.g. we have been in touch with Global Systems Institute for a number of years, but with the new strategic focus on Climate, and a funder lined up, we were able to align all the stakeholders towards an impactful project launching in 2022.
(1) Late in 2022 we restructured the Programmes delivery team, creating a more tiered structure with more capacity to take on new major projects. This has already enabled us to think more deeply about our work with Wikimedia Ireland.
(3) With the additional capacity and focus brought by the Volunteer Coordinator post, we reflected deeply on how we manage our pool of 50+ community trainers. Identified strategies of building their engagement include yearly individual Trainer check-ins to touch base, Trainer catch-ups as a group activity (quarterly catch-up sessions are organised to identify needs, and offer peer-learning and networking opportunities), and Train the Trainer sessions (an additional session during the usual train the trainer course to bring new and established trainers together, thus supporting trainer community building).
In Autumn we launched a miniWIR at Mixed Museum, the digital museum and archive of social history of racial mixing in Britain. With only one full-time staff member, they rely on partnerships to conduct work, not only for producing content, but also for building support networks that help increase their capacity to connect, learn and share. Small orgs and community groups can also be isolated or excluded from academia or large cultural organisations. WMUK has wide and deep networks in these sectors, and we can offer an ability to connect these smaller organisations to the larger ones.
We have long understood the role we can play for individual development in digital upskilling and empowerment, but now realise that we can help smaller, marginalised organisations too in a similar way.
We also send a quarterly newsletter with key chapter updates and calls to action, to keep people informed and guide them to opportunities for engagement. This has over 3600 recipients with an average 40% open rate.
5. Documentation of your impact. Please use the two spaces below to share files and links that help tell your story and impact. This can be documentation that shows your results through testimonies, videos, sound files, images (photos and infographics, etc.) social media posts, dashboards, etc.
Presentations from partnership projects (examples)WiR - Presentation on Wikimedia residency at the UoE to WM Australia community meetup: =KXMA_bF843wBritish Library project presentation =id.p Wikimedian in residence -matters-blog.ed.ac.uk/tag/wikipedia/
To highlight an example, we recently delivered a series of local history wiki workshops for Inverclyde Community Development Trust. This was funded directly to the Trust, with Wikimedia UK receiving a fee for our delivery. The programme was constructed to focus on skills development through Wiki training and editing, with the angle of capturing local history.
11. If you were sitting with a friend to tell them one thing about your work during this fund, what would it be (think of inspiring or fascinating moments, tough challenges, interesting anecdotes, or anything that feels important to you)?
12. Please share resources that would be useful to share with other Wikimedia organizations so that they can learn from, adapt or build upon your work. For instance, guides, training material, presentations, work processes, or any other material the team has created to document and transfer knowledge about your work and can be useful for others. Please share any specific resources that you are creating, adapting/contextualizing in ways that are unique to your context (i.e. training material).
Image views include our work in Wales with activities organised around Wiki Loves Earth and Wiki Loves Monuments (12,538,540 in the last quarter of 2022) and our work with the National Library of Wales.
Aberdeen Archives, Gallery and Museums updated the licences on a number of photos of items in their collection to allow for upload to Commons (as part of a partnership project with us).The Science Museum changed various image pages through our Wikimedian in Residence programme. End-of-residency recommendations include asking for dedicated copyright support and more open licensing. The resident at the National Library of Wales gave a presentation for the Advisory Board of the Dictionary of Welsh Biography. CC-BY-SA was agreed upon a few years ago but it hasn't been implemented yet. The resident has raised this with the committee and has produced implementation guidelines.
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.
This result still marks an underlying increase compared to the 2021 performance. Despite the setback with the tools, the chapter has achieved growth in our interactions with the community and sharing our work with them. We can see that looking at individual results of various tools (eg Twitter). It's mostly our own website stats that were disrupted ad affected the final result.
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.
16. Use this space to link or upload any additional documents that would be useful to understand your data collection (e.g., dashboards, surveys you have carried out, communications material, training material, etc).
Especially when working on knowledge equity projects, be very mindful of not placing the burden of labour on minoritised groups, and hold a commitment to non-extractive and non-prescriptive ways of working with communities.
WMUK was the winner of the inaugural Affiliate Spotlight (Governance) Award, which gave us a platform to share our learning. It attracted a lot of positive comments, while also giving us opportunities to share with them 1-1.
26. Are there other movements besides the Wikimedia or free knowledge movement that play a central role in your motivation to contribute to Wikimedia projects? (for example, Black Lives Matter, Feminist movement, Climate Justice, or other activism spaces) If so, please describe it below.
The total income for the year was 975k. This includes Gifts in Kind of 219,936, the vast majority of which is in relation to Wikimedians in Residence, funded by host institutions. The grant from Wikimedia Foundation therefore represents 36% of our total income for 2022/23.
In addition to our grant from Wikimedia Foundation and Gifts in Kind as described above, Wikimedia UK generated funds from a range of other sources. We received individual donations of 221,614, against a 212,000 target in our proposal budget, plus 16,000 in major donor income (which is any donation of 1,000 or more from an individual or private trust) against a target of 15,000. We also secured restricted grants for specific projects of 83,663 (including the second year of our Connected Heritage project, funded by the National Lottery Heritage Fund) and unrestricted funding of 60,466 towards our programme costs. We were a little under target in both Gift Aid and earned income.
Within expenditure, we were more or less on target in terms of our unrestricted expenditure on partnership programme costs. We were underspent on Volunteer Support, largely because we decided to deliver the programme in house rather than with an external trainer. There was also an underspend on fundraising costs.
We ended the year with an overspend on both staff salaries and other staff costs. Between developing the budget for our proposal and the actual start of the new financial year, we had some staff changes in the team culminating in the appointment of a full time Finance and Operations Coordinator, replacing two part time posts of 2 days and 1.5 days. Later on in the year, our longstanding Director of Finance and Operations gave notice of her retirement. This led to unbudgeted costs in staff salaries - as we recruited in time to enable a good period of handover to the new postholder - and within staff other costs, as we worked with a specialist recruitment consultancy to appoint to this crucial role. There were small savings on a range of administrative costs, and our small contingency was unspent.
Our annual reserves target is identified using a risk-based methodology to calculate the cost of our highest financial risk materialising; or between three to six months of operating costs (whichever is higher). At the end of 2022/23 our unrestricted reserves are within the level determined by our Board of Trustees as optimal.
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