Community Engagement/Annual Plan 2018-2019

The goal of the Community Engagement department is to increase the quantity, quality, diversity, and reach of free knowledge by supporting people and organizations aligned with the Wikimedia Foundation mission and vision. This year, we will be evolving to better meet the emerging needs of those people and organizations in accordance with the strategic goals defined by the 2017 strategy discussions, primarily in facilitating growth of content and contributors in target areas but also in meeting our key commitments to our existing communities.

This year, the Foundation's Annual Plan document focuses primarily on three Annual Plan programmatic priorities for FY18-19. Community Engagement's work in these priority areas is described within the Annual Plan itself, but there are ongoing work flows and other programs to which we are also committed. Some of these are described below; others are detailed in individual team pages on Meta. For our work in those priority areas, please see annual plan link.

CE Department Programs edit

Community Engagement's teams specialize in different areas of work, but are heavily collaborative in many projects and programs. Interdependencies occur in every team, but here we focus on several programs that cross team boundaries more consistently. Specifically, we share a commitment to:

  • Preparing Community Engagement to implement effective plans against the 2017 strategic direction, and
  • Researching to better understand movement organizers and serve their needs.

We are also committing as a department to provide resources to maintain an essential infrastructure for movement organizers in the Dashboard and to create a high-priority process for addressing critical language barriers around high-priority translations that are not – for reasons of privacy, timing, or precision – best suited for traditional volunteer translation approaches.

Program Name: Strategy edit

2017 saw a large-scale consultation on the future of the Wikimedia movement. From this consultation has emerged a strategic direction for 2030. This year, while movement roles and responsibilities are being defined, the Foundation will first craft statements of intent of what we expect to achieve by 2022-2025 as a significant milestone towards that 2030 goal and then craft the programs to help us realize those intentions.

Community Engagement will be actively involved both in preparing the statements of intent and the subsequent 3-5 year plan and organizing our department into structures that are able to meaningfully take on the new work necessary to reach that strategic direction while continuing to provide core support and services on which communities rely.

Extended content

Teams contributing to the program edit

All teams in CE.

Annual Plan priorities edit

3. Evolve our systems and structures

How does your program affect annual plan priority? edit

Primarily this program will position to CE to help the 3-5 year plan succeed, both by contributing to the front-end planning, supporting as called upon community presentations, and preparing the department's own structure to create and implement programs itself.

Program Goal edit

To create and design for implementation of an effective 3-5 year plan engineered to meet the strategic directions identified in the 2017 consultation and corresponding strategic efforts.

Outcome 1
Clearer accountability and service structures to increase our effectiveness and efficiency in our responsiveness, ability to take on strategic aims, and networking and collaboration as seen in the number of cross-team and cross-departmental collaborations.
Output 1.1
We will identify teams necessary to properly focus on key strategic and service areas, including global growth, diversity, editor engagement, meeting community resource needs (grantmaking; events coordination); community development; learning & evaluation; trust & safety; liaising, correspondence support, & key committee support.
Output 1.2
We will hire a Lead Manager of Community Development to work with our Movement Organizers program and to collaborate with staff and community on creating a unified 3-5 year plan for developing communities and identifying and developing community leaders.
Output 1.3
We will identify management and capacity gaps in other identified teams and necessary workflows, define necessary roles for resourcing and bringing into the team individuals to expand our capacity for outreach to targeted communities.
Outcome 2
More efficient and effective processes in key service commitments around grantmaking, community health & program manager information resources
Output 2.1
We will test and evolve key processes across multiple teams, with specific team programs detailed within Community Programs (See “Infrastructure Evolution”), Support & Safety (See “Improving Trust and Safety processes”), Community Resources (See “funding strategy”), Learning & Evaluation (See “Report Monitoring Systems” and “Affiliate Conflict Investigation”).
Outcome 3
Community will have opportunity to review and offer input on the Foundation 3-5 year plans, as a result of which the 3-5 year plan will be stronger.
Output 3.1
We will reserve staff resources needed to facilitate consultation with community on the Foundation’s 3-5 year plan, especially in Q2 and Q3 of the FY.
Output 3.2
In coordination with c-level and other staff stakeholders, we will develop a process to socialize the 3-5 year plan and to review and respond to feedback.
Output 3.3
We will monitor, assess and respond to feedback on our own team and departmental plans.
Outcome 4
Movement Strategy Measurement: To improve the ability of the Foundation and our communities to measure and evaluate the impact of their work related to the strategic direction so that we are able to engage in continuous learning as a movement. (Led by L&E for the department)
Output 4.1
Through outreach to communities and qualitative data gathering, compile a list of outcomes and measurement methods that are representative of the programs our community members run.
Output 4.2
Update and improve current evaluation frameworks and guidance offered by the Foundation
Output 4.3
Support Foundation staff and communities to use the measurement frameworks and guides and incorporate them into their workflows

Targets edit

Outcome 1
Increased effectiveness and efficiency seen in our responsiveness, ability to network and collaborate to take on strategic aims, as well as clearer accountability and service structures to enable this.
Target
1. Responsive support KPIs increase while our FTE investment decreases
2. Increased CE project collaborations (across teams and departments)
3. People know where to go for the support they need. (Clear accountability and service structures to enable/ease collaboration)
Measurement method
1.Existing KPIs - Will evaluate and adjust for effective sensitivity or capability across all units
2.a. QCI report tracking of collaborators on quarterly goals
2.b. Annual Plan tracking of cross-departmental collaborations
3. Survey of user feedback
Outcome 2
More efficient and effective processes in key service commitments
Target
See team programs linked above for targets
Measurement
See team programs linked above for measurements
Outcome 3
Community will have opportunity to review and offer input on the Foundation 3-5 year plans, as a result of which the 3-5 year plan will be stronger.
Targets
  1. Plans will be published on Meta and announced on all public projects, with an open engagement period of no less than 30 days before completion.
  2. Feedback will be tracked once per each working day of consultation and staff stakeholders flagged to respond to questions or comments as appropriate.
Measurements
  1. Engagement statistics
  2. Documentation of change attribution.
Outcome 4
To improve the ability of the Foundation and our communities to measure and evaluate the impact of their work related to the strategic direction so that we are able to engage in continuous learning as a movement. (L&E)
Targets
  1. Increased tracking and reporting of relevant measures by Foundation staff for strategic direction goals
  2. Increased tracking and reporting of relevant measures by grantees and program organizers for strategic direction goals
Measurements
  1. Document review: Teams have movement learning indicators incorporated into their strategy, evaluation plan, or logic model.
  2. Document review: Grantee and program leader evaluation plans

Dependencies edit

CE teams to coordinate and plan; Clevels and other strategy stakeholders to plan consultation and respond to feedback. Increased contractor budget for L&E: $8,800 (Intern/Fellow)

Program Name: Movement Organizers edit

Movement organizers — a diverse and under-studied group who run programs and campaigns, build partnerships, spread skills, and strengthen our communities — are fundamental implementers of the 2030 strategic direction, allowing best practices and capacity to grow across the Wikimedia landscape. Developing a deeper understanding of movement organizers will enable the Community Engagement and Audiences departments to better align in support of this key audience through strategic investments in tools, infrastructure, and more proactive models of support and leadership development. In the vein of the existing New Readers program, this research project will lay the foundation for a multi-year arc of work, which develops competency within the Wikimedia Foundation for addressing the needs of this vital and catalytic audience.

Extended content

Teams contributing to the program edit

CE Chief, Community Programs, Learning and Evaluation, Community Resources, SuSa

Annual Plan priorities edit

3. Evolve our systems and structures

How does your program affect annual plan priority? edit

As an important subset of CE's Strategy focus, this program will put us in position to better serve this key component of community so that they can, in turn, better expand the reach and capacity of the movement.

Program Goal edit

To guide future investment in support of Movement Organizers by developing a high-level, strategic understanding of the workflows, life cycles, and needs of this key audience.

Outcome 1
Community Engagement and Audiences departments have a mutual understanding of the motivations, behaviors, and needs of Movement Organizers, and a shared set of human centered research and design practices equipping them to effectively collaborate on future strategic support for this key audience.
Output 1.1
Planning: Survey WMF staff to evaluate current baseline understanding of movement organizers; assemble CE steering group to develop research framework, identify participants, and plot course of field research.
Output 1.2
Field Research: Engage up to 60 movement organizers through a combination of virtual and on-site interviews (up to 3 field visits, including WMCON ‘19).
Output 1.3
Synthesis: Analyze field data and produce research report with recommendations and personas to guide future decision-making and investment.

Targets edit

Outcome 1
Community Engagement and Audiences departments have a mutual understanding of the motivations, behaviors, and needs of Movement Organizers, and a shared set of research and design human centered practices equipping them to effectively collaborate on future strategic support for this key audience.
Target
  1. Increased engagement across WMF with the topic of movement organizers (their motivations, behaviors, and needs), and with the research process as it unfolds
  2. Increased engagement and understanding within CE dept, both around the movement organizers topic, as well as human-centered research process and its potential applicability to other CE focus areas
Measurement method
  1. Attendance at informational brown bags and project updates; inquiries and comments on project received via email, social channels, in the course of meetings
  2. Use survey in Output 1 as a baseline, and then do additional qualitative evaluation (either survey or targeted feedback session) towards end of process.

Dependencies edit

This program requires the Audiences Design Research team to partner and collaborate with us at each stage, leading the overall research process from planning to publication, and securing additional resources as requested in the Annual Plan to carry out the work.

Team goals edit

The department consists of five groups.

Community Programs edit

Programs supports shared learning for growing core programs, especially Wikipedia Education Programs, The Wikipedia Library, and initiatives with GLAMs (Galleries, Libraries, Archives, and Museums).

Read more about their FY 18-19 plans.

Community Resources edit

Resources offers grants and other capacity-building resources to support community-led impact.

Read more about their FY 18-19 plans.

Learning & Evaluation edit

The Learning and Evaluation team (L&E) helps monitor the impact of the work being done across the movement and guides other Community Engagement teams in executing effective grants through ongoing analysis, learning and evaluation support. The team is focused on sharing best practices and facilitating community knowledge sharing, listening to community voices for better decision making through community leader/editor surveys, and fostering collaboration and support to and with Wikimedia Affiliates.

Read more about their FY 18-19 plans.

Support & Safety edit

Support and Safety serves the Wikimedia Foundation, readers and contributors by providing support on Foundation initiatives with a focus on community consultations, governance, and training, and by addressing trust and safety concerns including around appropriately escalating threats communicated on our projects and helping to safeguard the safety of attendees of Wikimedia Foundation supported events.

Read more about their FY 18-19 plans.

Technical Collaboration edit

Technical Collaboration helps developers to build features in collaboration with Wikimedia communities. The team supports WMF Product teams, volunteer developers, tech ambassadors, and other contributors willing to get involved in the planning, development, and deployment of software features in Wikimedia. They act as liaisons between non-technical communities and developers, and they organize developer outreach programs and events.

Read more about their FY 18-19 plans.