Wikimedia Foundation Annual Plan/2016-2017/Mid-year check-in/cs
Přehled pokroku v pololetí
S potěšením vám představujeme náš pokrok v plnění ročního plánu nadace Wikimedia na roky 16-17. Naše programy se řídily třemi oblastmi, které byly určeny během procesu tvorby strategie na začátku roku 2016. Těmito oblastmi jsou čtenářství a dosah, udržení a zapojení dobrovolníků a podpora tvorby znalostí (Reach, Communities a Knowledge). Pracovali jsme také na budování a obnově základních kapacit, zlepšení celkové organizační efektivity, zvýšení komunikace a transparentnosti a přípravě dlouhodobé strategie hnutí.
Mezi nejvýznamnější události dosavadního roku patří:
Core capacity
- Oddělení Advancement zlepšilo výsledky fundraisingu ve všech kanálech v zemích, kde probíhala anglická kampaň v roce 2016 (Spojené státy, Velká Británie, Kanada, Austrálie, Nový Zéland a Irsko), a dosáhlo ročního cíle v rekordním čase. V reakci na to jsme tuto bannerovou kampaň ukončili o týden dříve.
- Roční audit Nadace Wikimedia proběhl bez závad a nezjistil žádné problémy s účetnictvím našich finančních záznamů ani žádné nedostatky či slabiny významného významu v procesech nadace, které podporují naše finanční transakce. auditní zpráva a často kladené otázky za finanční rok končící 30. června 2016 jsou k dispozici na wiki Nadace.
- Talent & Culture spustila nový Informační systém lidských zdrojů, který zjednodušuje informace o benefitech, mzdách a dalších důležitých informacích do jednoho uceleného systému.
Reach
- Lidé po celém světě Wikipedii zatím neobjevili, vydali jsme se za nimi, abychom zjistili proč. Tým The New Readers se vydal do Indie, Nigérie a Mexika, aby oslovil mladé uživatele mobilních zařízení, a zjistil, že ve všech třech zemích je znalost jména/značky Wikipedie a povědomí o ní nižší než 50 % účastníků průzkumu. V Indii a Nigérii více než 75 % účastníků uvedlo, že o Wikipedii nikdy neslyšeli. Tato zjištění jsou zapracovávána do pracovních plánů nadace s cílem lépe informovat o návrhu produktů, úsilí o zvyšování povědomí, rozvoji partnerství a budování kapacit pro vedení dobrovolníků.
- Tým pro desktopový a mobilní web pomohl čtenářům ušetřit peníze tím, že snížil množství dat potřebných k otevření stránky. Fotografie jsou všudypřítomným prvkem nejoblíbenějších a nejkvalitnějších článků Wikipedie: tato změna znamená, že stránky se budou načítat pouze při procházení článku, čímž se ušetří data i peníze.
Komunity
- Oddělení pro zapojení komunity aktivně pracuje na implementaci řešení klíčových problémů odhalených ve výzkumu Anti-Harassmentu. V oblasti podpory a bezpečnosti se zaměřuje především na vytváření školicích modulů na podporu komunitních funkcionářů. Tato platforma má být rozšiřitelná, ale zpočátku se zaměřujeme na školení proti obtěžování pro online funkcionáře a koordinátory akcí.
- V roce 2016 zahájil výzkumný tým formální spolupráci se společností Jigsaw, jejímž cílem je vyvinout algoritmické modely pro identifikaci a měření osobních útoků a agresivního tónu na diskusních stránkách. Byl navržen a vyhodnocen předběžný rámec tohoto přístupu, který se dále rozvíjí.
- Seznam přání komunits 2016 dokončilo fázi hlasování. Letos bylo podáno 265 návrhů, 1132 přispěvatelů, 5037 hlasů podpory. Návrhy budou přezkoumány všemi produktovými týmy, aby je mohly zařadit do svých cílů.
Vědomosti
- Právní tým úspěšně obhájil člena komunity, který ve Francii čelil obvinění z trestného činu pomluvy, a vytvořil silný precedens chránící ochrannou známku Wikipedie ve Španělsku.
- Ve spolupráci s komunitou a knihovnou Internet Archive se podařilo opravit milion nefunkčních odkazů. Cílem tohoto pilotního projektu bylo zachovat kopie externích stránek používaných jako zdroj na anglické Wikipedii a v případě nefunkčních odkazů poskytnout odkazy na jejich archivní verze. Další kroky budou zahrnovat rozšíření na další jazyky.
Strategické směřování hnutí Wikimedia
- V listopadu 2016 schválila správní rada Wikimedia plán a rozpočet na zahájení procesu strategie hnutí.
Od té doby jsme vytvořili jádro podpůrného týmu, jehož členy jsou Guillaume Paumier, Suzie Nusselová a Ed Bland a Shannon Keithová ze strategické poradenské firmy williamsworks. Ve spolupráci s řídícím výborem složeným z členů komunity připravují rozsáhlý a inkluzivní proces, jehož cílem je určit strategický směr hnutí Wikimedia.
Finance
Celkem dle programu
- WMF
Za období od července 2016 do prosince 2016 zaznamenala nadace meziroční nárůst příjmů o 11 milionů dolarů, tj. 22 %, a nárůst celkových provozních výdajů o 2,7 milionu dolarů, tj. 10 %. Nejvýraznější nárůst výdajů jsme zaznamenali na podporu našich grantových programů; tento nárůst výdajů představuje přibližně 85 % celkového nárůstu výdajů. Meziroční nárůst výdajů na granty byl důsledkem změn ve struktuře i načasování našich grantových programů. Po zohlednění tohoto významného nárůstu výdajů na granty vzrostly všechny ostatní provozní výdaje o 0,4 milionu USD, tj. o 1,6 %.
| Popis | Aktuální údaje | Rozpočet | Odchylka | ||
|---|---|---|---|---|---|
| Zisk | |||||
| Zisk | 62,461,140 | 42,150,000 | 20,311,140 | ||
| Výdaje na programy | |||||
| Personální zajištění | 12,260,824 | 13,101,779 | (840,955) | ||
| Nepersonální | |||||
| Výdaje na datová centra | 1,247,789 | 2,078,200 | (830,411) | ||
| Granty | 2,724,972 | 4,488,500 | (1,763,528) | ||
| Externí smluvní služby | 770,638 | 1,310,678 | (540,040) | ||
| Právní poplatky | 437,964 | 523,900 | (85,936) | ||
| Cestování & konference | 520,515 | 671,281 | (150,766) | ||
| Ostatní výdaje | 784,049 | 897,535 | (113,486) | ||
| Dílčí výdaje na programy celkem | 18,746,749 | 23,071,872 | (4,325,123) | ||
| Neprogramové výdaje | |||||
| Personální zajištění | 4,612,645 | 5,319,384 | (706,739) | ||
| Nepersonální: | |||||
| Poplatky za zpracování darů | 2,290,434 | 1,480,000 | 810,434 | ||
| Externí smluvní služby | 680,586 | 1,348,514 | (667,928) | ||
| Právní poplatky | 153,593 | 325,617 | (172,024) | ||
| Cestování & konference | 94,253 | 230,291 | (136,038) | ||
| Ostatní výdaje (zařízení, pojištění, FF&E, All Hands, nábor, rozvoj zaměstnanců, daně z osobního majetku atd.) | 1,578,229 | 1,797,977 | (219,749) | ||
| Dílčí výdaje na neprogramové celkem | 9,409,739 | 10,501,783 | (1,092,043) | ||
| Celkové roční provozní výdaje | 28,156,488 | 33,573,655 | (5,417,166) | ||
Meziroční srovnání
| Program | Skutečné výsledky 2015-16 | Skutečné výsledky 2016-17 | Odchylka v USD | Odchylka v % |
|---|---|---|---|---|
| Granty | 462,357 | 2,724,971 | 2,262,614 | 489,4% |
| Ostatní výdaje | 25,038,335 | 25,430,395 | 392,060 | 1,6% |
| Program | Skutečné výsledky 2015-16 | Skutečné výsledky 2016-17 | Odchylka v USD | Odchylka v % |
|---|---|---|---|---|
| Zisk | 51,517,282 | 62,907,050 | 11,389,768 | 22,1% |
| Výdaje související s personálem | 15,036,918 | 16,873,469 | 1,836,551 | 12.2% |
| Výdaje na datová centra | 1,498,659 | 1,247,789 | (250,870) | -16.7% |
| Granty | 462,357 | 2,724,971 | 2,262,614 | 489,4% |
| Poplatky za zpracování darů | 1,949,576 | 2,290,434 | 340,858 | 17,5% |
| Externí smluvní služby | 1,951,232 | 1,451,224 | (500,008) | −25,6% |
| Právní poplatky | 803,383 | 591,557 | (211,826) | −26,4% |
| Cestování, stravování a zábava | 890,784 | 614,768 | (276,016) | -31.0% |
| Ostatní výdaje | 2,907,783 | 2,362,278 | (545,505) | -18.76% |
| Celkové roční provozní výdaje | 25,500,692 | 28,156,488 | 2,655,786 | 10,4% |
Shrnutí podle oddělení
| Popis | Aktuální údaje | Rozpočet | Odchylka |
|---|---|---|---|
| Propagace (získávání finančních prostředků/partnerství) | 4,071,183 | 3,973,839 | 97,344 |
| Zapojení komunity (včetně grantů) | 5,009,069 | 7,160,838 | (2,151,769) |
| Produkt | 7,588,182 | 7,885,062 | (296,880) |
| Technologie | 5,144,797 | 6,623,097 | (1,478,301) |
| Komunikace | 870,455 | 1,160,863 | (290,408) |
| Právní | 1,434,636 | 1,837,680 | (403,045) |
| Talent a kultura / týmové postupy | 991,843 | 1,251,529 | (259,685) |
| Finance a správa | 2,692,643 | 3,236,231 | (543,588) |
| Správa | 353,681 | 444,515 | (90,834) |
| Celkové roční provozní výdaje | 28,156,488 | 33,573,655 | (5,417,166) |
| Popis | Aktuální údaje | Rozpočet | Odchylka |
|---|---|---|---|
| Granty | 2,724,972 | 4,488,500 | (1,763,528) |
Finanční údaje podle oddělení
Rozvoj
Navzdory nedočerpání prostředků na smluvní fundraisingové služby v první polovině roku oddělení Advancement výrazně překročilo své předpokládané příjmy. Několik významných cestovních výdajů souvisejících s fundraisingovými akcemi bylo přesunuto do druhé poloviny roku. Úspěch podzimních fundraisingových kampaní vedl k poměrnému zvýšení poplatků za zpracování darů, které by měly být i nadále nad rámec rozpočtu na tento rok.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | 62,461,140 | 40,500,000 | 21,961,140 |
| Výdaje související s personálem | 1,255,807 | 1,340,907 | (85,100) |
| Výdaje na datová centra | - | - | - |
| Granty | - | - | - |
| Poplatky za zpracování darů | 2,290,434 | 1,480,000 | 810,434 |
| Externí smluvní služby | 416,835 | 811,971 | (395,136) |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 46,086 | 200,826 | (154,740) |
| Ostatní výdaje | 62,022 | 140,135 | (78,113) |
| Celkové roční provozní výdaje | 4,071,183 | 3,973,839 | 97,344 |
Rozvoj komunity
Oddělení pro zapojení komunit je na dobré cestě ke splnění většiny svých ročních cílů, avšak s určitým zpožděním. Tým komunitních zdrojů zatím v tomto roce přidělil všechny své rozpočtované granty. Nicméně 1,7 milionu USD v grantech ročního plánu FDC, které měly být podle rozpočtu vyčerpány v prosinci, byly odloženy na leden. Proto nejsou zahrnuty v níže uvedených skutečných výdajích. Oddělení pro zapojení komunit nevyčerpalo prostředky v několika dalších rozpočtových oblastech, což bylo způsobeno především rozhodnutím odložit přijetí 2 pracovních pozic, a to pozice výkonného a řídícího pracovníka, a také menším počtem cest, než se původně plánovalo.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 2,045,542 | 2,180,469 | (134,927) |
| Výdaje na datová centra | - | - | - |
| Granty | 2,724,972 | 4,488,500 | (1,763,528) |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 76,672 | 156,230 | (79,558) |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 129,619 | 221,974 | (92,356) |
| Ostatní výdaje | 32,265 | 113,665 | (81,400) |
| Celkové roční provozní výdaje | 5,009,069 | 7,160,838 | (2,151,769) |
Produkt
Oddělení Produktu plní téměř všechny cíle ročního plánu podle původního harmonogramu. Oddělení produktu vykazuje v několika kategoriích malé nedostatky v čerpání. Personální náklady byly sníženy zpožděním při přijímání dvou pracovních pozic. V první polovině roku byly nedočerpány prostředky na smluvní služby, přičemž některé náklady byly přesunuty do druhé poloviny roku. Významná investice do Wikidat, která nebyla zahrnuta do rozpočtu, zvýšila ostatní náklady a vyrovnala některé nedočerpané prostředky v jiných oblastech.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 6,443,129 | 6,609,872 | (166,744) |
| Výdaje na datová centra | - | - | - |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 272,203 | 460,617 | (188,414) |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 189,635 | 210,572 | (20,937) |
| Ostatní výdaje | 683,215 | 604,000 | 79,215 |
| Celkové roční provozní výdaje | 7,588,182 | 7,885,062 | (296,880) |
Technologie
Technologické oddělení plní většinu svých cílů podle plánu, ale u některých došlo ke zpoždění. Více informací naleznete v úvodu výše a v popisu níže. Technologické oddělení nedočerpalo prostředky ve všech hlavních kategoriích. Bezpečnostní program byl pozastaven po dobu náboru vedoucího technologického oddělení. To vedlo ke značnému nedočerpání jak personálních výdajů, tak smluvních služeb spojených s bezpečností. Nedočerpání v oblasti výdajů na datové centrum je dočasné. Servery WMF byly řízeny tak, aby se obnova serverů mohla přesunout na druhou polovinu roku, což povede k tomu, že většina výdajů na datové centrum se uskuteční ve 3. a 4. čtvrtletí.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 3,654,622 | 4,067,937 | (413,315) |
| Výdaje na datová centra | 1,247,789 | 2,078,200 | (830,411) |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 74,001 | 191,715 | (117,714) |
| Legal Fees | - | - | - |
| Cestování, stravování a zábava | 115,128 | 142,345 | (27,217) |
| Ostatní výdaje | 53,256 | 142,900 | (89,644) |
| Celkové roční provozní výdaje | 5,144,797 | 6,623,097 | (1,478,301) |
Správa
Oddělení správy a řízení vykazuje průběžné nevyčerpané prostředky na nemzdové osobní výdaje a v první polovině roku mělo sníženou potřebu výdajů na smluvní služby. To je do jisté míry kompenzováno zvýšenou částkou na výdaje spojené s cestováním.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 235,807 | 275,531 | (39,725) |
| Výdaje na datová centra | - | - | - |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 49,771 | 103,333 | (53,563) |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 66,245 | 58,400 | 7,845 |
| Ostatní výdaje | 1,858 | 7,250 | (5,392) |
| Celkové roční provozní výdaje | 353,681 | 444,515 | (90,834) |
Komunikace
Oddělení komunikace je na dobré cestě k včasnému splnění téměř všech svých cílů, a to i přes nedostatečné čerpání v první polovině roku v oblasti personálních a smluvních služeb. Nábor na pozici vedoucího pracovníka v komunikačním týmu byl odložen, zatímco se nadace soustředila na nábor technologického ředitele. Další manažerská pozice bude přijata později v průběhu roku, než se očekávalo. Komunikační tým také vyjednal určité úspory v oblasti největších výdajů na smluvní služby.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 477,155 | 689,712 | (212,557) |
| Výdaje na datová centra | - | - | - |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 365,050 | 454,182 | (89,132) |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 16,750 | 15,100 | 1,650 |
| Ostatní výdaje | 11,500 | 1,870 | 9,630 |
| Celkové roční provozní výdaje | 870,455 | 1,160,863 | (290,408) |
Právní
Právní oddělení plní své programové činnosti v ročním plánu na roky 16-17 podle plánu, přestože v klíčových výdajových oblastech, včetně personálních a právních nákladů, nedošlo k čerpání prostředků. Nábor na pozici hlavního právního poradce byl odložen, zatímco se nadace soustředila na nábor technologického ředitele. Naše náklady na právní služby byly nižší, než se očekávalo, a to ze dvou hlavních důvodů - nové soudní spory vedené proti našim přispěvatelům v první polovině roku přinesly nižší náklady, než se plánovalo, a byl přijat interní zaměstnanec, který řešil běžné každodenní personální činnosti.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 685,630 | 841,063 | (155,433) |
| Výdaje na datová centra | - | - | - |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 64,154 | 76,000 | (11,846) |
| Právní poplatky | 591,557 | 849,517 | (257,960) |
| Cestování, stravování a zábava | 28,157 | 11,500 | 16,657 |
| Ostatní výdaje | 65,138 | 59,600 | 5,538 |
| Celkové roční provozní výdaje | 1,434,636 | 1,837,680 | (403,045) |
Finance a správa
Oddělení financí a správy plní většinu cílů ročního plánu podle plánu, přestože nedočerpalo prostředky na externí smluvní služby a všeobecné a správní výdaje. Většina nedočerpaných prostředků byla způsobena menším množstvím zdrojů potřebných k dosažení některých cílů a oddělení přes 50 % nedočerpaných prostředků přesunulo na iniciativu Strategie pohybu.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 1,196,112 | 1,294,660 | (98,548) |
| Výdaje na datová centra | - | 10,000 | (10,000) |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 41,509 | 320,501 | (278,992) |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 20,630 | 26,479 | (5,848) |
| Ostatní výdaje | 1,434,392 | 1,584,592 | (150,200) |
| Celkové roční provozní výdaje | 2,692,643 | 3,236,231 | (543,588) |
Talent a kultura
Oddělení pro talent a kulturu plní cíle ročního plánu a očekávané výdaje s výjimkou personálního obsazení podle plánu. Personální výdaje byly nižší než plánované v důsledku zpoždění přijetí vedoucího oddělení talentů a kultury, zatímco prioritou bylo přijetí vedoucího oddělení technologií.
| Aktuální údaje | Rozpočet pro rok 2017 | Odchylka | |
|---|---|---|---|
| Zisk | - | - | - |
| Výdaje související s personálem | 879,665 | 1,121,011 | (241,346) |
| Výdaje na datová centra | - | - | - |
| Granty | - | - | - |
| Poplatky za zpracování darů | - | - | - |
| Externí smluvní služby | 91,030 | 84,643 | 6,387 |
| Právní poplatky | - | - | - |
| Cestování, stravování a zábava | 2,517 | 14,375 | (11,858) |
| Ostatní výdaje | 18,631 | 31,500 | (12,869) |
| Celkové roční provozní výdaje | 991,843 | 1,251,529 | (259,685) |
Community Engagement
Program 1: Rozvoj komunitního vedení a mentorství
Cíl 1: Posílit rozvoj komunitního vedení prostřednictvím Peer Leadership Academy
| Cíle | Stav | Aktualizace |
|---|---|---|
| Objective 1
Peer leadership development |
|
On track with over 300 leaders engaged across nearly 600 engagements through outreach and conference events in our first two quarters and preparing for high engagement at Wikimedia Conference in Berlin.
|
| Objective 2
Boost peer mentoring engagement |
|
|
| Objective 3
Scale learning and evaluation teaching and best practices through community leadership |
|
|
Program 2: Introduce training modules for functionaries and event organizers regarding issues management
Goal 1: Create a training platform for functionaries
| Objective | Status | Update |
|---|---|---|
| Objective 1
Survey key groups |
|
120 responses, 63 in-depth, on survey content from functionaries, academicians and other websites on the topic of anti-harassment training, including identifying key areas of concern. |
| Objective 2
Develop training platform and module on community challenges |
|
The actual content deployment was delayed by exploring broader Anti-harassment program capabilities, but is underway and expected to come in at 4 days after target. |
| Objective 3
Produce translated versions of harassment module |
|
This commitment is on track, but work cannot begin until the modules are complete. |
Goal 2: Create a module on the training platform that helps organizers manage our ‘event ban policy’
| Objective | Status | Update |
|---|---|---|
| Objective 1
Survey key groups |
|
Completed, contemporaneously with line 7 |
| Objective 2
Measure success, conduct follow-up surveys |
|
On schedule to have the full draft finalized before the end of Q3 in order to use the Berlin Wikimedia Conference to present the module and get substantial qualitative feedback to leverage for Objective 3. |
| Objective 3
Expand the module's reach |
|
On schedule to begin work after the module is complete. |
Program 3: Develop capacity-building tools and resources for core Wikimedia programs
Goal: Develop program and events dashboard and central Wikimedia resource center
| Objective | Status | Update |
|---|---|---|
| Objective 1
Create minimum viable product for the programs and events dashboard |
|
We successfully released a version of the Program and Events Dashboard that is beyond the minimally viable version. The current version works with any Wikimedia language project and contains a campaign feature that tracks groups of programs and events. The Dashboard is being used on over 10 languages, including at least 3 emerging communities. It currently includes over 280 programs and 4,000 participants in those programs.
We are grateful for the ongoing partnership with the WikiEdu Foundation on this project. In addition, the Dashboard will be used for other fruitful projects, including SuSa's anti-harassment and event safety trainings (part of Program 2 above.) |
| Objective 2
Develop a Wikimedia resource center |
|
In the first phase of development for this platform, the exercise of standardizing criteria to navigate resources and represent topics across teams and departments at the foundation brought along a broader topic: how do teams represent themselves online on community-facing platforms? This is why, in the second phase of the WRC, we will work to develop team templates that will not only give standards for teams to create their page, they will also facilitate embedding of content on the WRC. |
| Objective 3
Maintain infrastructure and content supports |
|
Wikipedia Library Card platform released live phase 1 signup website. Phase 2 proxy access should be complete by end of fiscal. Phase 3 search should be complete by end of 2017 calendar year. |
Program 4: Allocate resources to effective community-led projects
Goal: Implement our grants Streamlining Plan
| Objective | Status | Update |
|---|---|---|
| Objective 1
Meet community needs during the restructuring transition |
|
196 grantees were supported in Q1 & Q2 (169 & 27 grantees, respectively) through 2 Project Grant rounds, 1 FDC APG rounds, our other grant programs (Simple APG + Conference + Rapid Grants.). 48% of those grants were awarded to emerging communities, amounting to 16% of the total amount of money awarded in Q1 and Q2. From the grant reports that were submitted in Q1 and Q2, we also know that about 62,500 people were involved in grant related work. |
| Objective 2
Improve WMF’s support system for grantees |
|
We successfully transitioned all grantees, no remaining open PEG requests! All annual plan grantees on track to transition to APG by 2018, after the end of the pilot period. |
| Objective 3
Evaluate and adapt |
|
As planned, our report on the Gender Gap Inspire Campaign was published on Meta in December 2016. This is first report on CR's thematic-focused Inspire campaigns, the first evaluation report ot focus on how the grants we give are making an impact in thematic areas, such as gender diversity and the gender gap. This was report was also a successful pilot of a new approach to grants evaluation, one which integrates qualitative and quantitative information to showcase impact in a way that is more digestible and relatable to both Wikimedians and non-Wikimedians. This report has received positive feedback from grantees, community members, and non-Wikimedians. The Evaluation of all grant programs is scoped to begin in Q4, but will likely not be complete by the end of the fiscal year as it is a multi-month project with a long data aggregation and synthesis phase. Priority for quarters 3 & 4 is the scoping of a grants metric tool, in collaboration with Community Tech. |
Program 5: Give more support to GLAM partnerships
Goal: Improve access to GLAM knowledge and support
| Objective | Status | Update |
|---|---|---|
| Objective 1
Complete technical consultation |
|
At time of annual plan, we imagined formal technical consultation; however, early evaluation found a critical ready-to-fix technical issue: Commons workflows. Structured data on Commons addresses many of these concerns and opens a venue/route for addressing other concerns; we accordingly dedicated time to contributing to developing a proposal to support structured data on Commons. Additionally, we identified venues for collecting other technical needs (Community Tech Wishlist and European Coordinators meeting). Formal consultation may be de-prioritized this fiscal in favor of the more informal avenues. |
| Objective 2
Develop resources on best practices |
|
Beginning the process, and have identified plan of action. Resources may not be finished by end of fiscal, but long term plan in place for documentation prioritization. |
| Objective 3
Develop and maintain responsive staff support systems |
|
Have developed awareness and connections across the organization and GLAM-Wiki community to support conversations. Have a regular workflow for assessing outside requests, and needs from various departments. |
Program 6: Support Affiliations Committee and affiliate partnerships
Goal: Maintain and improve staff support to the Affiliations Committee and affiliate partners
| Objective | Status | Update |
|---|---|---|
| Objective 1
Maintain quick response time |
|
In Q2 we built up a backlog near the end with affiliate report review queue after big surge of submissions; we also struggled to maintain response times to user group inquiries due to additional focus needed to get the Community Engagement Insights surveys launched. |
| Objective 2
Maintain mentoring and consultation support |
|
In Q1 we completed SMART target consultation and in Q2 proposal review for Round 1 FDC annual grant applications and continued to address technical needs for developing grants metrics library and tools including outreach and needs mapping support for program tools in the Q2 Community Wishlist. |
| Objective 3
Increase AffCom engagement and support to affiliate partnerships |
|
|
Program 7: Improve collaboration with communities in product development
Goal 1: Continue Community liaison support for Foundation Product goals
| Objective | Status | Update |
|---|---|---|
| Objective 1
Liaise with communities |
|
To date, all requests to support Product goals have been resourced adequately. |
| Objective 2
Participate in audience planning |
|
Different planning processes between Product teams make our participation under common standards challenging. We consider our participation in planning processes good in the case of Community Tech and Editing; overall good but sometimes challenging with Discovery; and in need of improvement with Reading. The amount, average size and average length of projects in Reading and Discovery requires us to approach our participation in a different way, which we have started to discuss. |
| Objective 3
Facilitate all major product conversations |
|
We have facilitated or are facilitating all the major discussions related to Product. The list of related projects includes the Community Wishlist, the Flow satisfaction survey, contributions from Android app users, the 2017 wikitext editor, the Save/Publish button, Page Previews, interwiki search, Wikidata descriptions in mobile web, Language button in mobile web, and Design's statement of purpose. |
Goal 2: Create a systematic approach to community engagement for product development teams
| Objective | Status | Update |
|---|---|---|
| Objective 1
Initiate a guideline for technical collaboration between WMF teams and the communities |
|
A first draft for review was completed on time, but the review is taking a bit longer than initially planned. However, we believe that taking this extra time to listen to more voices better will ultimately help us delivering a better first version of the Technical Collaboration Guidance on time. |
| Objective 2
Facilitate wide adoption of the community engagement guideline |
|
Too soon to tell. A lesson learned is that the TCG can only be fully applied to new projects, since the beginning, in order to become an effective tool. We are planning to start a new pilot in the beginning of 2017. |
| Objective 3
Integrate community engagement more closely with early Foundation product development stages |
|
Too soon to tell. The first responses to the TCG both from community members and Foundation teams show a common understanding of the need to have the important discussions early in the development processes. Still, we need to see how this works in practice, and FY2016-17 might be too soon to have more than anecdotal evidence. |
Program 8: Connect volunteer developer work with community technical needs
Goal: Connect free software developers with the 2015 Community Wishlist Survey maintained by the Community Tech team
| Objective | Status | Update |
|---|---|---|
| Objective 1
Encourage volunteer focus on addressing community priorities |
|
We are confident about reaching the goal of 10 Community Wishlist projects completed by volunteers, although a lesson we learned is that from dozens of requests, only a minority are projects really fit for a regular volunteer project. |
| Objective 2
Encourage hackathon and outreach work into community requests |
|
Already now the Community Wishlist has become a main reference for our main developer events and developer outreach programs. In fact, the success of this model moved us to support a community request to organize a Developer Wishlist Survey with similar goals. |
| Objective 3
Better connect developers with tasks and mentors |
|
Too soon to tell. We have made progress discussing ways to improve the onboarding of new volunteer developers, connecting them more efficiently to suitable tasks and mentors, but actual changes still have to be implemented. Instead of organizing an own technical community health survey, we agreed to join efforts with CE Insights, and it is too soon to tell whether this model will provide the data we need to mesure progress. |
Program 9: Identify support gaps and provide targeted resources
Goal: Identify support gaps and provide targeted resources
| Objective | Status | Update |
|---|---|---|
| Objective 1
Source new ideas |
|
One Inspire campaign launched Jan. 30th on outreach to outside knowledge networks. Will track [# of ideas submitted], [# of participants], [# of ideas actively supported for implementation through grants or community consensus]. Changes made & expectations for Campaign #2. |
| Objective 2
Improve community capacities through pilot programs |
|
Community Capacity Development Program evaluation in process, but 10 communities not likely this fiscal. |
Based on last Inspire campaign on addressing harassment, many ideas do not require grant funding and need staff support to be implemented through local community consensus. We have supported many community members as they turn their ideas into action, e.g. semi-protecting User: namespace to reduce harassment. CCD has seen early success annecdotally, particularly on the Brazil/PT & Tamil pilots, but the data is still forthcoming; however, CCD program officer is likely to be deployed to the movement strategy work, which was not built into the annual plan.
Program 10: Maintain quick public response time and expand community surveys
Goal 1: Respond efficiently and effectively in workflows
| Objective | Status | Update |
|---|---|---|
| Objective 1
Maintain rapid response time |
|
Answers@ and business@ KPIs maintained through Q1 & Q2 |
| Objective 2
Conduct follow-up surveys |
|
Support & Safety team surveys of staff and supported community groups launched in Q1 and Q2 and areas of improvement identified; plan created to better serve, where possible, and also to help groups with internal challenges. |
Goal 2: Support Foundation efforts to understand community needs
| Objective | Status | Update |
|---|---|---|
| Objective 1
Implement Community Engagement Insights |
|
The survey translation was completed in December and the survey launched in early January in 12 languages to 4 audiences, which include a sample of 16,000 editors who are either active (1-99 edits/month) and very active (100+ edits/month), 400 community leaders (e.g. affiliates, organizers), and an estimated 200 technical contributors. The survey included about 300 questions to learn about community experiences, gather feedback from communities, and measure the outcomes of Wikimedia Foundation programs. As of 31 Jan we have about 2,600 responses. |
Program 11: Protect our users, staff, and public
Goal: Maintain rapid response time and effectively resolve issues
| Objective | Status | Update |
|---|---|---|
| Objective 1
Maintain emergency response time |
|
Emergency KPIs maintained through Q1 & Q2. |
| Objective 2
Maintain non-emergency response time |
|
Over Q1 and Q2, SuSa created temporary systems to track contacts unrelated to emergency systems and track the speed with which we respond as well as the speed with which non-emergency cases are actioned and closed. We are still working to establish sustainable systems to track all of our investigations through the better use of case managrement software and efficient inbound case processing. |
Product
Program 1: Increase engagement and retention by employing user-centered design
Goal: Use research-centered approach to drive product development
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve how readers and editors interact with content by applying research during product development |
|
Working with Communications we are developing a comprehensive Audience Segmentation and conducting additional research on Contributing (editing) audiences. Primary designs and audiences crafted. |
| Objective 2
Summarize, process, and apply output of New Readers research project |
|
Contribute to and collaborate on design research in additional regions / countries is complete and a public report was generated on the analysis. Synthesis of collected data is ongoing into remaining goals for the year. |
Program 2: Maintain and improve content discovery
Goal 1: Maintain key search functions and enhance capacity
| Objective | Status | Update |
|---|---|---|
| Objective 1
Maintain search APIs |
|
Improved ability to monitor, alert and understand what is happening in the clusters. Continue to improve speed, documentation, and reliability of API's. |
| Objective 2
Increase server capacity |
|
Rack up additional server capacity for Q2 in preparation for entering full service at the beginning of Q3. |
Goal 2: Improve search on Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve search interfaces |
|
Completed community feedback and planning phase, currently working on prototype to convert into A/B tests on 4 wikipedias. This will enhance discovery into sister projects for the casual user when they arrive at the search results page. |
| Objective 2
Increase relevancy of search results |
|
Continue to enhance language analyzers and detection of language of search terms. Language analyzers improve support for their respective language, thus significantly increasing the usefulness of search in multiple languages. |
Goal 3: Evolve content discovery and interactive tools on Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Launch maps service |
|
Maplink has been launched on all wiki projects, mapframe has been launched on only a select Wikipedias. At risk: launching mapframe on all remaining Wikipedias. |
| Objective 2
Connect Wikimedia projects |
|
Graphs, tabular and map data namespaces have been launched on Commons. At risk: continued work to improve and fix bugs. |
We are working towards putting this work on pause. Expectations around deployments, goal setting, and communications were set with the Interactive Team which were not met, which ultimately led to this pause. We are currently evaluating our options for deployment; we cannot deploy a new service to production unless we have a maintenance plan.
Program 3: Increase our global reach by increasing readership
Goal 1: Maintain core readership functions and services
| Objective | Status | Update |
|---|---|---|
| Objective 1
Maintain current websites |
|
A lot of work goes into maintaining and supporting our existing codebase. There are more than a dozen extensions that the web team is responsible for supporting, in addition to their work in evolving the experience. There is a fair amount of "interrupt" work caused by things breaking in a distant part of the codebase. |
| Objective 2
Maintain apps |
|
The apps have a smaller, more unified codebase, but given the high velocity of development a good portion of team focus goes into ensuring the continued stability of the platforms. |
Goal 2: Improve the encyclopedia experience
| Objective | Status | Update |
|---|---|---|
| Objective 1
Increase retention across our reading experiences |
|
The objectives here are all complete or continuing in terms of output. We released 2 major features per platform and notifications on iOS. In terms of outcomes, we are on track on the apps and do not have the infrastructure to measure yet on the web. |
| Objective 2
Improve article rendering |
|
This objective has seen tremendous progress but is also ongoing. Growing appreciation for the improved mobile site is evident. We do not have the infrastructure to measure "retention" on mobile web*, but we are seeing promising signs in other measures.
|
| Objective 3
Integrate Wikidata |
|
The objectives here are mostly complete. We have implemented 2 of the 3 wikidata integrations on all platforms. The only achievement we are not expecting to hit here is using wikidata in the infoboxes--this is currently being worked on by others in the movement. |
Goal 3: Launch the New Readers project
| Objective | Status | Update |
|---|---|---|
| Objective 1
Launch one new experience directed at new readers |
|
On track. We currently have 3 prototypes that have undergone their first round of evaluative research. Work on building at scale should commence in Q4. While we anticipate this to impact reach in target markets, we do not expect a global bump from this first feature. |
Goal 4: Foster a community of readers
| Objective | Status | Update |
|---|---|---|
| Objective 1
Increase engagement across our reading experiences |
|
We narrowed the focus to Android, where we are on pace to launch 2 new interactive experiences: reading lists (done) and editing wikidata descriptions (on pace). |
Program 4: Maintain and improve content creation and editing tools
Goal 1: Maintain and incrementally improve current content creation and curation interfaces
| Objective | Status | Update |
|---|---|---|
| Objective 1
Strengthen interfaces |
|
We created a new wikitext editing mode with the visual editor, integrated into its workflow, and with all its tools, and released it as a beta feature with lots of support from community members to find issues so we can make it better during the rest of the fiscal year. We have incrementally improved the visual editor in dozens of small ways, improving stability and performance. |
| Objective 2
Modify and improve curation tools |
|
We have designed, user-tested, & iterated a beta feature of improving Recent Changes, adding ORES-based and other filters. This beta feature will give reviewers insight into contributors’ intentions and enable identifying damaging but good-faith edits by new users. This will be released in the second half of the fiscal year. |
| Objective 3
Guiding edits |
|
We have explored some early concepts of how such a system could be implemented. We have not prioritised this objective. |
Goal 2: Improve editing experience by reducing technical debt
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve the wikitext format |
|
Work on the back-end improvements to wikitext and modernisation of the pipeline is going well. The user-facing tools to help editors find and improve broken wikitext will be released soon. |
| Objective 2
Expand the core of MediaWiki to support new kinds of content |
|
This work on Multi Content Revisions will now be picked up as part of the grant-funded work for Structured Commons headed up by the Reading department. |
| Objective 3
Streamline metadata editing |
|
Work to migrate the Commons community gadget ImageAnnotations to be a full extension providing a better meta-data editing and using experience is mostly complete. It will be released for community comment soon, before it is deployed. |
Goal 3: Invest in new types of content creation, curation and collaboration tools
| Objective | Status | Update |
|---|---|---|
| Objective 1
Expand the Content Translation Tool |
|
We've increased the functionality and stability of the content translation tool and are now working toward integration of the visual editor which represents the last significant change required before we being to move it out of beta. It is slightly behind the hoped-for schedule when the annual plan was written. |
Program 5: Maintain and build contributor tools
Goal 1: Community Wishlist: Build and maintain tools used by the most active contributors to our projects(link to Wishlist)
| Objective | Status | Update |
|---|---|---|
| Objective 1
Top 10 wishes |
|
Wish #5: Deployed numerical sorting in categories on English WP and other languages. Wish #9: LaunchedCopyPatrol, an interactive interface for the plagiarism detection bot. Wish #4: Defined a technical plan for the cross-wiki watchlist. Also shipped improvements to AbuseFilter, Programs Dashboard and a new PageAssessments API. |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve documentation and support |
|
Launched Striker, a tool that connects developers' LDAP account with their Wikimedia user account, and allows them to easily create git repositories. Extended Striker to help new developers create an LDAP account, removing barriers in the new account creation process. After community discussion, agreed upon a new policy for developers taking over abandoned tools. |
Goal 3: Represent both large and small communities through the Community Wishlist
| Objective | Status | Update |
|---|---|---|
| Objective 1
Conduct a modified community wishlist |
|
Conducted the 2016 Community Wishlist Survey in November and December, with 1,100 contributors proposing and voting on 265 proposals. (See results here.) In calendar year 2017, the team will investigate and address the top 10 wishes from the survey, as well as some other projects that support admins and stewards, program and campaign organizers, grantees and Wikisource users. |
Program 6: Wikidata – Extend the reach of structured knowledge
Note: Program 6 was added after Annual Plan approved in June 2016
Goal 1: Grow Reach of Wikidata into Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Continue UI improvements |
|
We have made significant progress and improved the processes. We have also started work on redesigning input widgets and switching more of our UI to OOUI. The topic of usability and design improvevments is a large one and work on it is continuing. |
| Objective 2
Improve Wikimedia Commons build out |
|
The first test system has been published and well-received by the Commons and Wikidata community. We have taken the feedback we have received so far into account for development and will continue that. Usage tracking is ongoing and will be greatly helped by the Sloan grant and work by WMF |
| Objective 3
Add article placeholder feature |
|
We have rolled out the ArticlePlaceholder on 9 projects now. Rollout on larger Wikipedias is requested (Russian) but on hold for performance reasons for now. |
| Objective 4
Connect Unit conversion & new data types |
|
Thanks to work by the Discovery Team (that we supported) unit conversion for the first dimensions in the query service is available now. We are doing a staged roll-out of more dimensions based on community wishes and feedback. |
Goal 2: Grow Reach of Wikidata beyond Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Extend and implement data partnership process with Community |
|
The process and contact person are in place and being used. We are seeing an increase in data donations and general interest in Wikidata. |
Technology
The new Chief Technology Officer was hired in November 2016. The Technology Department experienced localized resource challenges during the reporting period which delayed progress in some areas, most notably security. A new plan has been put in place to bring in a senior security leader and resources are allocated to remedy the shortages.
Program 1: Improve tools that help us understand user needs
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve tools for data display for the Foundation and community |
|
Released http://pivot.wikimedia.org internally to WMF with Reading, Editing and Fundraising data. Working on redesign of http://stats.wikimedia.org for which we will be requesting community feedback. |
| Objective 2
Improve data computing and release processes |
|
Increased throughput capacity of pageview API by an order of magnitude while reducing latencies. We made available pageviews for all wikis that have requested them through said API. Currently working on reconstructing mediawiki edit history to easily be able to calculate and release edit metrics with WMF and community. |
| Objective 3
Real-time data processing |
|
EventStreams has been launched, deprecating RCStream. Work on real-time data processing is postponed due to low prioritization, and the decision to wait until Kubernetes is useable. (Kubernetes will make it easier to experiment with this, as we don't have to provision new cluster hardware.) |
| Objective 4
Build compatibility between key databases |
|
This rather a concrete milestone witin Objective 1, not an objective on its own. |
Program 2: Expand research capabilities to equip product development to better meet users’ needs
| Objective | Status | Update |
|---|---|---|
| Objective 1
Understand the editing culture |
|
We completed in Q2 a major collaboration with Jigsaw aiming to characterize personal attacks and disrespect. We collected labeled data to design and train algorithms to help us understand the prevalence of attacks in Wikipedia talk pages and their impact on editor retention. We successfully submitted a paper to an academic conference (WWW '17); hosted public presentations of the results; publicly released data and code. We completed in Q2 a collaboration with Carnegie Mellon University to characterize supportive communication at the Teahouse, a new editor help forum. We analyzed the prevalence of supportive communication directed at new editors and the impact of non-supportive communication. Results will be submitted to a conference for publication in the second part of the year. |
| Objective 2
Evaluate AI as a service to help volunteers improve quality |
|
Since being productized at the beginning of Q1, ORES has seen a significant increase in adoption: as of the end of Q2, over 18,000 editors have manually enabled the ORES beta tool on Wikipedia. External organizations (such as the Wiki Edu Foundation) have adopted the platform to power their dashboards. We grew language support to 24 projects/languages and expanded the set of models available across languages. As of Q2 ORES is being integrated into edit review tools designed by the Editing team. In Q2 we started research on the design and evaluation of stub expansion recommenders (in collaboration with editathon organizers) and reading recommender systems (in collaboration with the Reading team). |
| Objective 3
Create an open research infrastructure |
|
In Q1 and Q2 the Labs and Research teams grew and promoted the adoption of PAWS, a notebooks infrastructure for open and replicable research. As of the end of Q2, the platform has been used by 800+ users to create over 3,000 notebooks. Computer science classes at 3 graduate schools (Colorado-Boulder, Carnegie Mellon, University of Maryland) are using PAWS for their students. A private instance of PAWS has been deployed internally to support the work of data analysts in Product teams. We met our availability goal as of the end of Q1. The addition of dedicated hardware for the platform, as well as a more prominent announcement, have been put on indefinite hold in favor of gradual outreach. |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Expand academic research outreach |
|
By the end of Q2, three papers have been successfully submitted and accepted for publication at a conference (WWW '17, CSCW '17). A proposal for our annual workshop has been accepted at WWW '17 and is currently being organized:http://wikiworkshop.org/2017/ |
| Objective 2
Initiate formal research collaborations |
|
As of the end of Q2, 5 new formal collaborations (subject to WMF's open access policy) have been established with research teams at: Carnegie Mellon University, TU Dresden, GESIS, EPFL, the Institute for Scientific Interchange. |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Conduct evaluative design research |
|
6 total projects delivered to product teams: 3 for Reading, 1 for Editing, 2 for Discovery. Design research team lost one FTE resource, and responsibility for this work was moved into product teams. |
| Objective 2
Analyze and apply generative research for new readers |
|
Facilitated cross team collaboration in order to focus the team in on 3 of 24 findings to address (Awareness, Offline, and Affordability). Designed and facilitated concept generation and evaluation for offline findings. Working with the Reading Mobile Web team, who produced prototypes of offline concepts, to test with end users. Provided some consulting support for Communications in designing surveys to inform awareness campaign designs for India, Nigeria and Mexico. Currently we are begining the process of concept generation for affordability findings. |
| Objective 3
Expand capacity for standardized iterative user testing |
|
We engaged a contract with User Zoom. Mid year, there was a change in requirements for this as responsibility for the design research done within teams (and within their timelines), was moved to the product teams. |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Create a Research minisite that would act as a landing page for all resources related to research at the organization |
|
In Q1 and Q2 we ran a small-scale survey to collect user stories on needs of our research audience. We conducted a detailed audit of our research reports on wiki and an evaluation of the structure and information architecture of a landing page for Research and discussed it during our team retreat in December. We postponed the creation of the first version of this landing page to the second part of the year. |
| Objective 2
Strengthen research communications across teams and to the community |
|
We hosted 11 presentations on research results at our monthly showcase and hosted a weekly cross-departmental research group meeting to share findings across the org. We delivered pragmatic personas to designers on the Reading team to evolve into resaerched personas. We delivered several reports and presentation on the New Readers research, both on wiki, off wiki. |
Program 3: Improve site reliability
| Objective | Status | Update |
|---|---|---|
| Objective 1
Increase operational excellence |
|
Significant progress was made on reduction of operational technical debt, including the conclusion of our migration from Varnish 3 to Varnish 4, modernization of our Puppet configuration management infrastructure, a new Labs DB replicas platform and modernization of our metrics and incident monitoring infrastructure. Externally monitored availability across readership services for FQ1/FQ2 was 99.945%. Excluding the externally hosted wikimedia blog, availability was 99.966%. This is slightly below the availability target of 99.97% for the year. |
| Objective 2
Improve software security |
|
The Security team continues to triage reported security issues and requested security reviews on a weekly basis, and works toward completion of these tasks on a rolling basis. Efforts to ensure uptime of automated static and dynamic scanning services are ongoing. |
| Objective 3
Improve the security capabilities of the Foundation engineering teams |
|
Due to inadequate staff, the Security team has not expended efforts (beyond normal developer training) on the goal to increase intra-team capacity to address security concerns. |
| Objective 4
Improve privacy protection |
|
The Security team has worked with the Legal team to implement portions of the Privacy Roadmap. The data mapping stage of the project is nearly complete. The teams anticipate reviewing the data and making recommendations for storage and retention changes during Q3 and Q4. |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Transform Tool Labs |
|
A stable Kubernetes cluster has been deployed within Tool Labs, and support for using Kubernetes as backend for Tools web services was made available, compatible with GridEngine. However, development of support for other forms of Tools has slowed down, as the Labs team needed to focus on other technical debt projects in the Labs IaaS product, such as the NFS storage infrastructure and the Labs DB replicas. In January 2017, 198 Tools were running on the Kubernetes backend. |
| Objective 2
Provide architectural leadership |
|
Responsibility transferred over to Architecture Committee |
| Objective 3
Improve service platform |
|
We deployed and documented rate limiting, coordinated timeouts and retry behaviors across important services. With operations, we secured all services with firejail. With operations and release engineering, we started research towards an integrated development, testing, production & third party deployment solution. |
| Objective 4
Build out Rest API |
|
The REST API is used for several production features, and is currently serving close to 50% of overall API traffic. Several new entry points are in development. Version 1.0 is scheduled for official release in Q3. |
Program 4: Improve site performance
Goal: Make access to Wikipedia faster and more reliable, especially for mobile and global users
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve page delivery |
|
On track |
| Objective 2
Move all URL-routing to PHP |
|
Canceled. With the unexpected departure of the Performance team's manager, we reassessed the objectives. In addition to the reduced team capacity, this objective seemed like Mediawiki technical debt without a clear performance benefit. |
| Objective 3
Improve site availability |
|
In Q3 and Q4, the process of data center switchovers is being streamlined with further automation and reduction of individual, manual steps which is expected to reduce the required read-only time from 30 minutes during a primary data center switch. |
| Objective 4
Deploy Asian caching POP |
|
Scheduled for end of FY16-17, this work has just started with preparation work and vendor/site selection in Q3, contract execution, hardware procurement and start of buildout happening in Q4. |
Program 5: Expand the way software is tested
Goal: Add a new automated browser testing framework in a more popular programming language, namely Javascript
| Objective | Status | Update |
|---|---|---|
| Objective 1
Release a new test framework |
|
Canceled. Unforeseen staff time restrictions caused this goal to be demoted from the Release Engineering Team's plans for this year. In conjunction with other WMF teams (VisualEditor mainly) we have continued to work on writing example JavaScript end-to-end ("browser tests") tests at a much reduced rate. |
Strategic Partnerships
Program 1: Increase partnerships and promotions
Goal: Increase readership and revenue to support the Foundation
| Objective | Status | Update |
|---|---|---|
| Objective 1
Manage relationships with key tech partners |
|
On track |
| Objective 2
Support and grow our apps and preloads |
|
On track |
Program 2: Carefully grow Wikipedia Zero
Goal: Remove the barrier of cost and increase readership
| Objective | Status | Update |
|---|---|---|
| Objective 1
Build new Wikipedia Zero partnerships |
|
We have launched 4 new Wikipedia Zero partnerships, one of them in one of our priority countries (Nigeria), adding 138,000 new potential readers. However, most of these launches have been inbound requests, and not actively pursued by the team. Additionally, out of the 6 priority countries, 3 have public policy regulations that have either fully banned or challenged zero-rating offers, and/or where local community members have voiced concern over deploying the program (India, Brazil, and Mexico). The number of current Wikipedia Zero users was also heavily impacted during the first part of the FY, as major partners decided not to renew the 3 year agreement, resulting in a decrease of potential Zero users. |
| Objective 2
Refine the Wikipedia Zero program |
|
We need a technical solution to survey our users that is completely on wiki as they shouldn’t be asked to pay data charges to give feedback to a zero-rating program. This requirement created critical internal dependencies, particularly with the product team, who currently owns the on-wiki survey features. Currently, we are beginning to explore options with the fundraising tech team to build a targetable survey into the central notice system. The technical capability to do so seems straightforward, but we anticipate that additional engineering resources will be needed. |
| Objective 3
Establish at least one outreach or community support activity with a Wikipedia Zero partner |
|
We have successfully established a proper marketing campaign to support a new Zero launch in Iraq, with full support of the local community and the operator. The launch event of the Wikipedia Zero partnership in Iraq will take place at the Mobile World Congress, the biggest mobile industry conference in the world happening in Barcelona later in February 2017. This is the first time we host a launch event at the conference. Additionally to that, this is the first time we will create a baseline to measure the impact of outreach/marketing efforts in a country where we are launching Zero. We will survey Iraqi citizens before and after the partnership launch. The pre-launch survey is currently in progress. |
Program 3: Increase reach through new types of partnerships
Goal: Expand Wikimedia projects’ awareness and usage through new partnerships
| Objective | Status | Update |
|---|---|---|
| Objective 1
Explore and develop new types of partnerships |
|
We successfully started 2 pilots in Latin America with 2 private sector companies (Free WP on Wifi in Mexico and free WP via USSD in Argentina). In addition, 3 partnerships with private companies (1 in each region: Brazil, Nigeria, and India) are close to being finalized and launched by the end of this FY. |
Communications
Program 1: Improve public understanding and appreciation for Wikimedia movement and projects
Goal 1: Understand current public perception
| Objective | Status | Update |
|---|---|---|
| Objective 1
Conduct coverage audit from past year |
|
Completed. Conducted media audit covering 2014-2016. Built understanding of Wikimedia press coverage from past two years including top narratives, geographies, outlets, and keywords. The audit was used to inform the Communications messaging strategy. |
| Objective 2
Continue media monitoring |
|
Regularly produced daily (M-F) media reports of the Wikimedia movement and campaign/announcement media coverage reports to understand the impact of our work and inform the messaging strategy. |
Goal 2: Develop proactive public messaging strategy for Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Identify top narratives |
|
Completed. Developed a high-level messaging strategy with 5 key pillars: Reintroducing Wikimedia, Building an Inclusive Community, The Future of Open, Wikipedia for the World, and Where We're Going Together. Strategy tied to key organizational priorities and milestones, and informed by learnings from media audit. |
| Objective 2
Build strategy and tactics |
|
Aligned messaging with pillars from messaging strategy. Used strategy to prioritize proactive media and storytelling pushes, including in the areas of anti-harassment work (Building an Inclusive Community), Wikipedia in a post-fact world (Reintroducing Wikimedia), and collaborations with open movement organizations (The Future of Open). Adopted Metrics Meetings as new workflow to align with messaging strategy. |
Goal 3: Implement messaging strategy
| Objective | Status | Update |
|---|---|---|
| Objective 1
Obtain positive international media coverage |
|
Placed 2 op-eds advocating for public policy issues that impact the free and open internet (The Future of Open pillar), supported 10 ED interviews and 6 public speaking opportunities with messaging and training related to Inclusivity, Reintroducing Wikimedia, and The Future of Open. |
| Objective 2
Increase engagement with top narratives |
|
Produced materials such as the annual report, fundraising campaign blog post, Facts Matter video, etc. that align with messaging strategy pillars. Share materials on community channels for community feedback and discussion to guide future work in each pillar. Working on more proactive rollout of the messaging strategy to community audiences and feedback in Q3 and Q4. |
Program 2: Make our brand more consistent, relatable, and more easily understood
Goal 1: Expand storytelling and video production
| Objective | Status | Update |
|---|---|---|
| Objective 1
Build testimonials of volunteer efforts |
|
Completed a 12-part series of videos with the Wikipedia Education Program to help explain Wikipedia in education. These videos feature Wikimedians around the world sharing their local experiences and showing why Wikipedia belongs in education. Content translation tool reaching 100,000 articles, Evan Amos profile |
| Objective 2
Develop videos of volunteer events |
|
Edit-a-ton in Mexico city, 2016 Wikimedia Hackathon in Jerusalem, Wikimedia Tech Meetup in Ramallah, WikiArabia video message, Wikimedia Hackathon 2016 |
Goal 2: Brand standards and support
| Objective | Status | Update |
|---|---|---|
| Objective 1
Create annual report |
|
Completed. Developed “Facts matter” concept for annual report
Gathered donor and financial information Wrote copy for the annual report that supports organizational messages: how Wikimedia relates to 10 important facts from 2016. |
| Objective 2
Expand design capacities |
|
Completed 33 unique design projects across 8 Foundation departments. These projects have resulted in 18 print documents, 8 digital designs, and more than 5 apparel/swag materials. |
| Objective 3
Continue to develop brand strategy for the Wikimedia movement |
|
Updated our logo to include free fonts, built guidelines and templates for many assets from presentations to badges, and ran14 workshops to teach staff (and Wikimedia Deutschland) how to best use our new guidelines. Interviewed community members on Wikimedia identity and analyzed results for brand perceptions. |
Program 3: Identify and build understanding of new audiences
Goal 1: Understand new readers to better explain and raise awareness for Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Establish personas for use in communication strategies |
|
Completed. 8 personas established in consulation with Design Research and Reading teams to guide messaging in Mexico, India, Nigeria. |
Goal 2: Segment existing audiences
| Objective | Status | Update |
|---|---|---|
| Objective 1
Define target audiences |
|
Completed. We conducted a cross-team audience reearch project that led to the identification of 400 different audiences that the Foundation serves on en-wikipedia. These were developed into a framework and prioritized for future research:Communications/Audience research/Process |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Pilot feedback loops |
|
Canceled. This goal was set before an audience growth lead was hired and was changed after her arrival. The project described under "define target audiences" was completed. The next phase of this work will be to conduct research on the highest priority identified audiences. |
We are taking a different approach to better understanding our users. In that process, we may develop feedback loops, but we need to assess the best methods given our objectives.
Program 4: Increase awareness and product adoption among specific audience segments
Goal 1: Raise Wikimedia awareness among new readers
| Objective | Status | Update |
|---|---|---|
| Objective 1
Target new readers with messaging campaigns |
|
Surveys targeted India for insight into how users there see Wikipedia; targeting Mexico for the Reading Team helped to build a database for future surveys. |
| Objective 2
Expand press coverage |
|
Still determining messaging strategies for specific markets. |
| Objective 3
Measure performance |
|
Not yet applicable as awareness campaigns not yet underway. |
| Objective | Status | Update |
|---|---|---|
| Objective 1
Grow three new social channels, with at least one in Asia |
|
Instagram and Pinterest established and growing strong; Snapchat established but used only for events; Line social manager still being sought in Japan. Interviews conducted. |
| Objective 2
Work to increase diversity via specific channels and programs |
|
Pinterest reaching 12M women a month; surveys reached India on Facebook for good insights; pic frame work brought learnings for Women's History Month campaign. |
| Objective 3
Pilot distribution program |
|
GIFs used for first time to showcase community's media with Wiki Loves Monuments; profile pic frames used on Facebook to reach new audiences during Big English fundraiser. |
Goal 3: Introduce and advocate new products
| Objective | Status | Update |
|---|---|---|
| Objective 1
Create product campaigns |
|
Canceled. This goal was set before an audience growth lead was hired and was changed after her arrival. When that person was hired, we learned that the need for audience understanding was higher than product promotion at this time. The insights from the audience research project will inform future outreach to specific audiences. |
We decided on a different approach once we hired the new audience development manager.
Program 5: Grow and improve audience and engagement on the Wikimedia digital channels
Goal 1: Spread broad messaging to new and existing communities
| Objective | Status | Update |
|---|---|---|
| Objective 1
Expand and improve social media |
|
Facebook pic frame campaign explored new capabilities and ads; Twitter media views up 61% Q/Q, 121% Y/Y; newest accounts grew well with Instagram up 10%, Pinterest up 8%; Facebook group of Wikimedians growing and providing good feedback to Foundation. |
| Objective 2
Create social campaign prototype |
Completed. Facebook pic frames were adopted by 14,000 and seen by 5 million; process shared with community and discussed with Facebook. |
Goal 2: Advocate the movement via social media
| Objective | Status | Update |
|---|---|---|
| Objective 1
Feature Wikimedians |
|
Completed. We put eight Wikipedians up as our profile pic, telling why they love Wikipedia, profiled 17 more in the blog. "Why I Edit" and the community digest have given us more ways to show Wikimedians' work. |
| Objective 2
Increase Wikimedia blog readership |
|
Pageviews down 15% Q/Q, but still up 11% Y/Y. Blog visitors down 19% Q/Q, but up 21% Y/Y. "Wait, What?" feature launched to bring popular topics. |
| Objective 3
Distribute video |
|
Facts Matter reached 95K views via social; Wiki Loves Monuments got 60K views as a GIF – a format never tried before. |
Goal 3: Cultivate new communities to support future growth of the projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Engage through social media |
|
More than 14,000 adopted Facebook pic frame, while 8,000 posted with the new hashtag #ilovewikipedia; Facebook engagements down 4% Q/Q, but still up 129% Y/Y; 63K media views on Twitter much higher than ever before. |
| Objective 2
Connect with growing communities |
|
Completed. Questions posed to India community helped show how they see Wikipedia; added dozens of new Wikipedians to Facebook group from Asia and Africa. |
Program 6: Support movement strategy
Note: Program 6 added after Annual Plan published in June 2016.
Goal: Support movement strategic direction through communications
| Objective | Status | Update |
|---|---|---|
| Objective 1
Support the ED and Core team in developing and running a process to determine the strategic priorities of the Wikimedia movement |
|
|
Legal
Program 1: Protect project trademarks and practices
Goal: Protect project trademarks
| Objective | Status | Update |
|---|---|---|
| Objective 1
Support mission-based community use |
|
We advised individual community members, user groups, chapters, and others on the application of our open Trademark Policy, with a goal of supporting the communities’ work in furtherance of their mission. |
| Objective 2
Granting mission-oriented licenses |
|
We reviewed requests to use trademarks and drafted licenses when uses furthered or promoted the mission. |
| Objective 3
Enforcement against misuse of marks |
|
We streamlined takedowns with Fiverr to reduce paid editing on the projects. We sent cease and desist letters to those misusing Wikimedia trademarks. |
| Objective 4
Maintain and defend project marks worldwide |
|
Trademark registrations - We register, maintain, and defend project trademarks to protect against improper use. |
Program 2: Support community members in unfair litigation while defending our mission
Goal: Support community members who are facing unfair litigation
| Objective | Status | Update |
|---|---|---|
| Objective 1
Administer the Defense of Contributors Program |
|
We continued to support contributors who were facing outstanding litigation. |
| Objective 2
Administer the Legal Fees Assistance Program |
|
We continued to support functionaries who were facing outstanding litigation. |
Program 3: Protect the communities’ discretion in determining proper content
Goal: Ensure that the communities retain their editorial discretion with respect to project content
| Objective | Status | Update |
|---|---|---|
| Objective 1
Investigate inquiries swiftly and aggressively |
|
We investigated inquiries swiftly and aggressively defend Wikimedia values. |
Program 4: Join with the Wikimedia communities in advocating for policy positions relevant to the work of the communities
Goal: Address issues of future importance to the projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Coordination and identification |
|
We set up policy newsletter to better inform the community and allies about Wikimedia policy work. We hosted speaker event on digital policy topic to bring awareness to policy issues important to the movement. And we completed the public copyright strategy consultation to identify and prioritized copyright issues important to the movement. |
| Objective 2
Planning, drafting, and execution |
|
We gave a keynote at the launch of the Nordic Centre for Internet & Society (Oslo) to introduce awareness of free knowledge and online collaboration to the research agenda. We gave input at launch of informal copyright reform alliance convened by Copia/Techdirt to make sure the needs of free knowledge are incorporated. We provided our views on copyright issues in TPP in a Reddit AMA organized by Fight For The Future to raise awareness of our stance. We updated content on public policy portal with community input to reflect work we have done in the past year and provide accurate information for volunteers. We participated in Internet & Jurisdiction Conference to voice WMF viewpoints and concerns, held workshop at Internet Governance Forum 2016 to build alliance for policy around Wikipedia as a public space, and presented panel at WikiConference North America to increase awareness and understanding of policy work. We also responded to the newly released EU Copyright reform package to explain its potential impact on Wikimedia projects and free knowledge. |
| Objective 3 (unplanned):
Delivery of censorship toolkit to aid community to avoid gov't and other censorship. |
|
On track (confidential) |
Program 5: Maintain transparency in our defense of content and user privacy
Goal: Fight censorship and report on efforts to modify content or obtain user data
| Objective | Status | Update |
|---|---|---|
| Objective 1
Publication of biannual Transparency Report |
|
We published our biannual transparency report in August, found at transparency.wikimedia.org. |
| Objective 2
Resist demands to remove content or provide nonpublic user information |
|
We received 184 requests to remove or alter content and only granted 0; received 12 DMCA notices and only granted 4; received 12 requests for nonpublic user information and only partially granted 1; received 1 subpoenas and granted 1. |
Non-programs
Fundraising
Goal: Provide core fundraising support for the movement
| Objective | Status | Update |
|---|---|---|
| Objective 1
Raise 63 million USD in the 2016-17 fiscal year |
|
We reached the annual goal ahead of schedule through online banner/email campaigns, foundation grants and major gifts. |
Legal
Goal: Provide core legal support for the movement
| Objective | Status | Update |
|---|---|---|
| Objective 1
Maintain and defend Foundation trademarks worldwide |
|
Trademark registrations - We register, maintain, and defend Foundation trademarks to protect against improper use. |
| Objective 2
Draft, enact, and ensure compliance with best practices for privacy |
|
We drafted, enacted, and ensured compliance with best practices for privacy. |
| Objective 3
Evaluate and improve our data retention practices to ensure we are storing information safely |
|
We continued to evaluate and improve our data retention practices to ensure that we are storing information safely. |
| Objective 4
Provide useful information about our privacy practices to community members and the public |
|
We updated information on survey privacy practices, to provide community members conducting surveys with useful information. |
| Objective 5
Negotiate, review, and approve contracts the Foundation signs |
|
We protected WMF and minimized risk through contractual agreements. |
| Objective 6
Train Foundation staff on legal policies and procedures |
|
We continued to create and conduct staff training on legal policies and procedures. |
| Objective 7
Support the Board of Trustees |
|
We supported scheduled September, November, and December Board meetings, updated the Board on results of CC 4.0 consultation, created and delivered to Board four potential candidate profiles to narrow focus and prioritize recruiting for open appointed seats, and created and delivered initial draft of board recruiting materials. |
| Objective 8
Update Wikipedia copyright license to Creative Commons 4.0 |
|
We held a successful community consultation on whether to upgrade our license to CC BY-SA 4.0 and communicated the community approval to the Board. |
| Objective 9
Develop and maintain procedures to comply with employment law |
|
We continued to develop and maintain policies and procedures to comply with applicable employment laws. |
Talent and Culture
Goal 1: Develop core training programs at all levels of the Wikimedia Foundation
| Objective | Status | Update |
|---|---|---|
| Objective 1
Create committee, project plans & announce |
|
Completed.
|
| Objective 2
New manager |
|
Completed.
|
| Objective 3
New hire |
|
Completed. Created and delivered two 2hr sessions, which are now run every month, for culture and guiding principles orientations. |
| Objective 4
All staff |
|
|
Goal 2: Promote staff diversity and inclusion
| Objective | Status | Update |
|---|---|---|
| Objective 1
(Create committee FQ4 FY15-16) Staff request for comment period, create project plans & announce |
|
|
| Objective 2
Recruiting |
|
|
| Objective 3
Training & awareness |
|
|
| Objective 4
Promotion & compensation |
|
|
Goal: Ensure that we can do ongoing recruit at an increased velocity and flexibility that meets the needs of projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Create intern program accross WMF as future hire source and interim opportunity |
|
|
| Objective 2
Create new events and college connections for new and diverse candidate flow |
|
|
| Objective 3
Continued work to streamline processes and reduce time to hire |
|
|
| Objective 4
Continued work to streamline processes & conduct manager training to improve candidate experience |
|
|
Goal: Maintain high-level ongoing employee life-cycle processes and reporting that allow our staff to support our community and the Wikimedia projects
| Objective | Status | Update |
|---|---|---|
| Objective 1
Continued work to streamline processes and improve orientation experience |
|
|
| Objective 2
Roll out new centralized HRIS & reporting, with improved staff & manager experience |
|
|
| Objective 3
Continued work to improve high quality benefits to attract & retain staff |
|
|
| Objective 4
Enhanced tracking of departures and creation of detailed analytics |
|
|
Goal: Provide core Talent & Culture support for the Foundation
| Objective | Status | Update |
|---|---|---|
| Objective 1 (Values)
Work with staff, community volunteers, leadership, and board to develop a set of values for the WMF |
|
Completed inclusive discovery process:
|
| Objective 2 (Leadership framework)
Create a shared understanding for different levels of leadership at WMF |
|
|
| Objective 3 (Movement strategy)
Work with C-levels on planning & staffing for movement strategy process |
|
|
| Objective 4 (Board development)
Work with Legal and the BCG to develop criteria, launch a search, identify top candidates and hire and onboard them at Wikimania 2017 |
|
|
| Objective 5 (Engagement)
Lead process on 6-month engagement survey, and progress on engagement projects |
|
|
| Objective 6 (Job leveling)
Formalize job level progressions as part of overall staff career pathing |
|
|
| Objective 7 (C-level hiring)
Recruiting for: CTO, General Counsel, Chief of Talent & Culture, Chief of Communications |
|
|
| Objective 8 (Safety)
Safety and protection of staff in the SF office |
|
|
Finance & Administration
Goal: Provide core Finance & Administrative support for the Foundation
The Annual Planning retrospective and development process has generated a lot of new insights and learnings within the Foundation. For example, the F&A team has learned:
- More time is needed early in the Annual Plan process to collaboratively identify cross-functional programs and activities
- Key definitions need further refining and clarification, ie. Program, Goal and Outcome
- New tools are needed, particularly for travel and conference budgeting, Capital Expenditure budgeting, and program narratives
- There was a lack of clarity on how certain budget items should be budgeted (ie. certain travel expenses, team development expenses, etc.)
| Objective | Status | Update |
|---|---|---|
| Objective 1
Improve Annual Planning |
|
|
| Objective 2
Improve Annual Plan reporting |
|
|
| Objective 3
Improve Community Finance |
|
|
| Objective 4
Improve Internal Financial Management and Reporting |
|
|
| Objective 5
Conduct Audit |
|
|
| Objective 6
Complete Form 990 |
|
|
| Objective 7
Secure an Office Lease |
|
|