 Good morning everyone. Good morning and welcome to the January 2016 edition of the Wikimedia Foundation Monthly Metrics Meeting. Here's our agenda for today. I'll take us through the welcome. Then Lila will speak about strategy followed by Lewis who will speak about the Funds Dissemination Committee and WMF. After that, Robla and Kim will present on the Wikimedia Developer Summit that recently concluded, followed by Boreana speaking about the engagement survey. After that, Kevin Leduc will present WMF top-level metrics and at the end we're going to kick it back to all of you for a question-and-answer session. We're welcoming several new colleagues this month. Julianne Joe in finance, Mark Brent and Jack Rabah in advancement, Deborah Tankersley, Peter Pchelko, Emanuele Roca, Luca Toscano, and Nathaniel Schaff in technology, and Leanne Schreibstein also in advancement. We're also welcoming interns, contractors, and volunteers Jane Pardini in legal, Anisha Mangalek also in legal, Andromeda Yelton in CE, Hilary Bergus in admin, and Nathan Denebaugh in finance. Please welcome our new colleagues. We're also celebrating anniversaries. Before I read off the names, I want to congratulate everyone here and thank them for the time and effort they put in to making our mission a reality. It's an honor to work with all of you. Erin Palmer, Corey Floyd, and Brian Gersel are celebrating one year. Anne Gomez, Sam Smith, Alex Wang, and Gilles DeBouk are celebrating two years. Doreen Dunican and Runa Bhattacharji are celebrating three years. Jody Lohr, Steven LaPorte, and Andrew Otto are celebrating four years. Finally, Dario Tarbarelli is celebrating five years at WOMath. Next, I'm going to throw over to Zach, who's going to speak with us about Wikipedia Day. Hello. Hi, hi. Tomorrow it's Wikipedia Day. We will be 15 years old. So there is a website. It's 15.wikipedia.org and there you'll find the stories of Wikimedians around the world, notes about the endowment, and our annual report, all reflected there. There will also be a party, a party right here. So we hope to see you tomorrow, 6 to 8 p.m. Right here. We will have 10 works of data visualization all around here and some of the artists will be in attendance as well. So be excited, champagne, take data visualization. Can't go wrong. We also have shirts. They will be on the store shortly. I'm wearing one right here. This is the Moai of Easter Island. Amy showing us Amelia Earhart, also known as Queen of the Air. So please join me and the rest of the movement around the world in celebrating 15 years of Wikipedia tomorrow. Thanks so much. And now allow me to introduce Lila. Okay, thanks Zach. This is really exciting. I'm really looking forward to tomorrow. Good morning, everybody. Okay, I'm going to be quite boring today because I'm going to walk you through a bunch of the details that we've done on the strategy. If you remember, I promised you that we're going to go through the process in December to engage as many of you as possible and help us shape some of the strategies for our next 24 to 36 months. And then to prepare us to take that to our community this month. And our team has been working really diligently to get that ready. If you remember, we focused our strategies on the three pillars that come directly from our vision, the reach, community and knowledge. Imagine the world in each every human being, right? Every human being is reach. How do we reach every human being can freely share? That's our community sharing, creating, collaborating. And finally, the sound of all knowledge and that that's the pillar around knowledge, of course. So, of course, we have the strategy for the movement that was created originally in 2010. And as we look at it, and as we look at the goals of that strategy of that strategic plans, all of those goals are still relevant today. All of those goals address those three pillars. And they're all still out there. They have we have not hit those milestones. So as we were looking at the strategy, we really wanted to think about what we what us all of us, our employees as the foundation can do to really make impact to help our movement overall. What are we accountable for? What can we do? So we focused, we put our focus directly squarely on the strategic plan for the foundation and making it a little bit more short term so we can iterate a little bit faster and adjust faster. So we we gave ourselves a time frame of 24 to 36 months. And as we as as the foundation have talked about it, we also looked at it from the perspective of our mission. And this is the first part of our mission. That's really basically gives us more of the gist of of what we do every day. We're supporting the people we're supporting our community. That's a big component of that. We're creating the community is creating educational content under free license. That's that's our community. And that's the knowledge. And we just we help disseminate it effectively and globally. That's reach that's getting out there and putting this content that our communities create in front of in front of everybody around the world. So we've done a lot of work leading up to this. Last year, we've done a ton of work really trying to understand where are we in the world? What have we done? What is working and what is not? And where has the world gone? Meanwhile, because there are a lot of changes that have happened in the last five years, but more importantly, last 15 years, in the world of free knowledge in the world of free internet, that has really evolved. And there are a lot of risks out there that we really need to be facing, we really need to be addressing. But there are also a lot of opportunities. So we've done this, those studies and we have it's really to to go out to to figure out the details there. And then over the last few months, we've worked to propose some of the strategic approaches to identify those viewers, you have helped us develop 18 approaches in three focus areas that we will put in front of the community so that we have some starting points for people to think about. Thank you, everybody who around here who has participated either directly or indirectly, it's really important to help us shape our thinking. So thank you for doing that. And now we are at a place where we're developing and building the strategic plan and that's where we're going to go out and do this together with our community so they can help us figure out what is the most important for the WMF to do? How can we help best? And as you know, we're already kicked off the annual planning process. Those strategies will turn into specific goals and specific goals as you work with your teams to put them into the actual plan. And as you look at it overall, we're right here. This is the orchestration of the overall strategic planning and that leads over leads into the actual plan for the year. So this is what we have done. You have participated. We've looked at what might be our as a WMF where can we make the most impact and what is the most important to address urgently. And of course, as you know, the next thing is the most important thing is the January 18th through February 15th. It's a whole month of community consultation and survey. And I want to really thank the team for getting this organized and everybody who is involved in putting this together. So how did we, what considerations did we take into place? We looked at where can we create most impact. Our job is really to make a difference. So we need to focus on that. For every dollar that we spend or every year that we spend, we want to create the most impact on our mission. What are the greatest challenges that we're facing as a movement? Not just as WMF organization but as a movement overall, those are the forces out there that we need to be addressing. And finally, what is our unique value? What can we do uniquely as an organization, as employees, to help our community? The community would have a hard time doing without us. So as we looked at our impact, we looked at what's the impact within the movement? Where we play proactive versus supportive role? How can we measure our actions? How do we define success? Not just quantitatively but also qualitatively. And what is our unique capacity? As we looked at our challenges, of course, we looked at the decline in in readership since 2013. We're observing that in readership since 2007. How can we affect this? We've had some really good recent trades in in editorship but readership is a big, big consideration. We are looking at the world overall and the consolidation of media and internet access under big umbrellas of corporations and how that affects free knowledge and how that affects wikipedia. We looked at changes in in user behavior and the rise of mobile. We looked at different types of content that has emerged in the last five to ten years. Increased production of digital knowledge across the board and organizations that produce it, especially BLAM institutions and our own challenges. The things that we need to address, like the systems, for example, we need to we need to be looking at that. Our own policies that potentially can slow us down. Of course, within our unique value, what do we identify as that? The ability to have our global perspective and to help coordinate across our movement to help facilitate conversations serving immediate community needs but also looking at the needs of the movement a little bit further around the curve. Finally, of course, filling the essential administrative duties. Of course, you know. So as we looked at that and as we heard all of you here, the staff and the few community members that we started the conversation with, we we started looking at reach as probably the most existential issue right now in front of us and the most riskiest. Doesn't, of course, we still need to be addressing all of the three pillars, but the first one is something that's staring us at the face right now. So what are those a summary of your findings of this group of people? If you were to summarize it, is that for every human to share in the sum of knowledge, we keep it in and anticipate the change in needs of people around the world. We must partner better with our communities to reinvigorate our original promise of open collaboration and mature respect. Harness emergent technologies include new forms of knowledge and reach out to the wider audience of readers and contributors with more of the knowledge that they create. So this is the first draft summary based on what we've heard from you. So as we go to our community, similar consultation is going to happen in the week that's a little bit based on how you interact with that. We're going to post three major questions that you guys have brought up as big challenges and we're going to put top six themes, strategic themes that you have brought up, pulled out for us and ask our community members to react to them to add to them and to help us prioritize. I'm not going to go through this in detail here. This deck is out there for everybody to review. Please take a look at it. And I really, really encourage you even if you have participated in the internal consultation to please participate in the external consultation as well. This is our strategy. This is your strategy. This is the strategy for the organization. So it's really important that you voice what you find, what you think is important to you. So the consultation will launch on January 18th. It's going to be public. We're going to behold internal sprint here to participate. We're going to provide pizza and drinks and please join us. Executive team is going to be here to respond and collaborate, but it is open to all of you. So please join us. And on February 15th after it closed, we're going to synthesize this work and put it back to the community to make sure that we got it right. That work is going to help us guide our annual plan for next year and help us set the goals for that annual plan. And with that, I think hopefully I didn't go over time too much. Thanks everybody. This is where I admit that going over time is a little okay today. Because I'm going to be focused on FDC and I will for once skip the community update and we'll get back to that next month. So I want to talk about FDC. How many of you have heard the phrase FDC? How many of you can actually tell me what that acronym expands to? All right. Okay. That's actually more than I thought. Oh, this is what I get for not clicking through the slides fast enough. For once I'm trying to have some pacing. All right. How many of you feel comfortable that you could explain what FDC actually does? That's pretty good. So this is the funds dissemination committee. And the reason I'm up here to talk with you a little bit about them today to make sure that we're all on the same page about what they do why they do it including this picture is from this year's meeting including I'm not going to name all of them. We're going to talk today not just about who they are and what they do but critically how they're going to be involved with us in the upcoming years strategy and budget process in our annual planning process for next year. For those of you who are watching on the stream community hello I'm going to be probably sloppier and worse than usual in our use of hour today because this is about the WMF annual planning process usually when I talk about hour I'm going to be referring to WMF. So what do these wonderful people do? To quote from their charter their role is to help make decisions about how to effectively allocate movement funds to achieve WMF's vision mission vision and strategy in other words they help take a look at how we're spending money they're elected by the editor community I'm sure many of you have actually voted for them in the past so they're directly representative at the same time they also bring a lot of skills to the table we have folks in there with backgrounds in accounting folks with a lot of long experience in the movement but also in movement organizations making sure that we are translating our spending into impact on the mission in practice the biggest thing that they do is review the annual plan grant request from large affiliates this means that every year they're looking at around $5 million in spending from our affiliates taking a look at how that's spent and making sure that it has impact resources team Winifred 80 this is your moment of glory get support them I don't even get a smile from Winifred out of that oh alright and yeah supported by our resources team they meet twice a year we've submitted part of our budget to them in 2012 and 2013 in 2014 let's not put too fine a point on it we regressed we had a much shorter period for public review we did not formally submit any part of our budget to the FTC needless to say they then went ahead and looked at what we posted publicly afterwards anyway and they weren't very satisfied with what they found in their last meeting which they had here a few months ago they said that they lamented the current state of affair I love that word it's a word we should use more often instead of some of the harsher things that we sometimes do and they said specifically the FTC recommends that WMF submit its 2016-2017 annual plan to FTC and participate in the community review and the FTC review processes that came at a really good time actually for us organizationally we were looking at what we wanted to do for the next annual plan and we were Garfield had stepped away and so we were trying to understand hey what's our timeline what are we doing here how are we doing it and this seemed like a pretty good way to think about it to frame our conversations internally at the executive level about how we would go through our annual plan process this year and so why so we decided at the end of the day that we're mostly going to go through with that recommendation from the FTC and we'll talk a little bit more about this both here this morning and later with you in departments but we're doing this you know I'm talking about it here today to help give you some preview of that so why are we doing that because we talked to this in my department last last week and a quarter of my department has jobs pretty directly related to FTC and yet they were still asking questions about why we're doing this so there are four to me critical reasons why we are submitting our annual plan to the FTC first of all it's going to give us good quality signal it's going to give us good input as to what we're doing how we're prioritizing as Lila was just saying that's something that we're seeking right now right to try to make sure that we're using resources most effectively and this is one of the ways we're going to do it another reason as you know there's been plenty of tension for many years this is not a new thing between WMF and the editor community so modeling the best practices modeling the practices that we ask for from other people from our largest from our largest affiliates we think that will be a good a good step towards helping rebuild trust right and that's something that will help all of us every time we are working with communities it was a nice theme at the unconference as well as my team's unconference and I think it's a meaningful step it does model our movement values we value transparency we value accountability and part of this process is about how we report out right so we think we're doing the right thing in that respect finally as I mentioned this is a process that exists we do not have to wait for Jaime to say hey you know what are we doing here because by February we felt really it would be too late to be starting our annual planning process so we're excited for Jaime to join us but we also needed to get started on our planning and thinking about this towards the end of last year and so the FTC process represented a way to do that so what does this mean for you all right for the people in this room for I suspect a lot of the people watching on the live stream the first and most important thing you need to know is that our deadlines WMF's deadlines are no longer WMF's deadlines last year a lot of us including I was a prime offender oh yeah annual plan deadlines there's a lot of stuff in the air I'm gonna push that out one day that's gonna slip one week this deadline is no longer our deadline we owe it to the community we have committed to the community that we're gonna put our annual plan out there on April 1st right that means that is a hard commitment from us that means when somebody is asking you about annual plan stuff and you have the temptation to say well I've got this other fire over here that other fire is gonna have to smolder for a day right that commitment is real hard solid and if we blow it it will be a black eye it means different forms and requirements for those of you who have been involved in the annual planning process in past years it's been pretty heavy on narrative and heavy on finance but not necessarily very clear on specific clear measurable actionable goals the evaluation folks in front of me are nodding and smiling this is the biggest print they've seen smart in in a long time for those of you who don't know what smart is it's specific measurable actionable oh help me out here there's a couple different Rs and time bound this is something we'll be asking for everybody to think through we realize of course that in some cases folks are doing experiments and we need to have some flexibility around that we think it'll help us communicate both internally and externally what it is we're doing it means we're gonna explain ourselves publicly Lila mentioned the sprints we'll be doing around strategy it also means that during the month of April we'll be back how each department or each team manages this is probably gonna be different from team or department to department but we will be responding to public comment and public feedback on these documents as it happens right there will be a 30 day public comment period and after that in May we'll be incorporating that feedback right we as I'll get to in a second this doesn't mean that the community is going to rewrite our annual plan for us on a one month basis you should not expect for your hair to be on fire in May but you should expect that you're going to have some serious some serious thoughtful quality feedback that may cause us to rejigger some of our rejigger rethink re-evaluate some of our goals so what does it not mean I said right there I said just now that you're not going to be rewriting your entire annual plan in May based on community feedback this is I think it's important to understand this is an experiment for everybody FDC is a little nervous about getting a budget that is nine times bigger than the budgets they have traditionally reviewed right we are understandably a little nervous about the idea of putting this all out in public for a huge you know wave of comment in a way that we've never done before right and so part of what we agreed with FDC when discussing this with them is that they unlike what they do with traditional affiliates there will be no dollar allocation right so for those of you who are familiar with the process FDC can say to our affiliates you know what we don't think your plan is good enough we're going to cut your budget it's a painful process for everyone involved even as a smaller scale I think everyone involved acknowledges that would be very difficult at our scale right so at least this year there will be no dollar allocation do not expect when you are interacting with communities do that as peers and partners with them not out of fear for your job right less is going to be more right FDC asks typically for a whole lot of detail on every major program that an organization is working on we are dialing that back just a little bit both so that we don't overwhelm them and so that we don't overwhelm ourselves right that means we'll we'll be asking the details are probably outside of the scope of this right but we are not going to be inundating the community with every single project and your team will be limiting that to something like two per team or four per team depending on how you want to count right the final thing to remember is that this is an experiment right we are going to learn from it improve our transparency improve our accountability and hopefully I think in the long run improve our ability to plan by doing this so next steps about this department leads are going to be reaching out to all of you about planning in the end of this week or next week some of you I know Wes has already reached out to his department leads I have worked with all of my department last week so some of you may have already seen some of this right but those are the next those are the next steps in this process to help get us ready for April 1st right this will be tied in with the strategy work that's ongoing to help us feed into and decide what it is we're doing and what we're presenting to FBC that said I'm going to leave this here and pass it off to the next speakers Rob and Kim but I will be here for questions after this as well so thanks everybody thank you and thanks for everyone who showed up for the Wikimedia Developer Summit for those of you who don't know what the Wikimedia Developer Summit is and who we are I'm Rob Lanfeer and the Wikimedia Developer Summit was a three-day event here in San Francisco Monday through Wednesday of last week the first two days were off at the Mission Bay Conference Center where we had a lot of of conversations about the future of the Wikimedia software and then the third day was here at our office where we had a lot of impromptu conversations the venue it was a nice venue for the first couple of days it was roomy and allowed for a lot of parallel conversations how do you guys have you all picked the venue for the event well we had worked in this venue last year actually in San Francisco picking a venue is a bit of an overstatement because it is very difficult to find locations so I guess Rachel who basically is working on all the logistics I don't think she didn't have much margin but in any case it's a very good venue we have been working on for two years we know each other we are happy with it it was a great venue indeed so our plan well we didn't really have a plan which made a lot of people uncomfortable myself included but it was a great reminder of all of the work that we have to do and a great reminder that having a lot of mission-driven people working together on a common goal you can get a lot done and I guess I would call it an un-conference would you agree that it was certainly Valerie helped us describe it and taught us how to do it so first of all we didn't have a plan as a way to say that we are open to improve our plan every year it's not enough it's true that we didn't have a plan it is true that every year we are doing our best to improve what we have been doing based on the survey results so if you haven't filled your survey do it and then yes actually we ended up having a mix between rigidness and all the filtering for some pre-schedule sessions and I think that set the stage for the other part which was an un-conference and I think it led the combination led to a high average high quality of obsessions for both sides, schedule and un-conference I believe that it was a really great conversation a lot of great set of conversations that we had we had roles assigned to everybody and we learned how to have discussions I think in a way that we really hadn't been productive before we have got all the fresh feedback we've got right after the event has been exactly in this direction in terms of work on topics discussed, outcome, documentation there's been a huge improvement over our previous years and so we and on the Wiki page we had 173 people that registered attendees here on the WikiDev 16 page we talked about this as a kickoff for ongoing conversations in 2016 and and that's for that's certainly for the 173 people that were here but we see this as conversations with everybody in the world who's interested in Wikimedia software, Wikimedia technology and so how do you see the participation continuing with respect to the ongoing conversation? So in the short term basically the summit was defined as a point in time. There's some important discussions we are having most of the discussions didn't start at the summit where they were ongoing before the summit and the idea that there were no decisions explicitly we didn't want to have a summit for decisions because not everybody was there so we expect those topics to continue being discussed and all these plugs very well exactly with the topics that Laila and Luis have explained before these things to plug with the overall strategy needs to plug with our annual plans and a lot of the conversations we're continuing in part on our mailing lists and on our discussion tools we've broken this down and we've broken down the discussions about our software into several areas people specializing people figuring out which areas that they're most interested in learning more about and also participating in addressing so the first area is in collaboration which is basically how do we play well together and basically making it so that we can have a lot more developers that work on the Wikimedia software we have the software engineering area which is about making what we're asking people to collaborate on making that make sense the user interface presentation how do we make our software useful and beautiful and a joy to work with the you'll see up here there's little numbers up at the top of this these are the fabricator task numbers so if you know if you're interested in a particular area you can go to the fabricator task area and start participating in the conversation right there and content access and APIs this is really about how do you get access to the data on our sites and have the ability to replicate it to download it for your own use to do to use the information from our sites and then the format content format area is about how we store the data the authoritative source of the data things like wikitext and how we allow people to manipulate that information and so those those are the areas and thank you to everybody who is on the organizing team and Kim any comments well yes I mean thank you is a real thank you so we are here because someone had to come here and pick the mic but even the concept of a organization team is very flexible because none of that would I mean if people is happy of course it's because there was a nice venue and what not but if people is really happy about this event it's because area owners facilitators gatekeepers and that's my personal worrying no taking was excellent I've seen great developers that is super active in many sessions they chose to actually listen write down things with all the position they can write and this is what makes the whole difference and this brings a lot of the money we have invested in this big event actually has more value because now all this information is available and those discussions can just continue thank you and also thank you for Valerie it was a last minute addition to the team and I think she made a whole difference with the game of cards and other tricks to keep sessions relevant thank you now we'll hand it off to Brian hi everyone I see the time hi so I have five minutes to go over the survey results of the 2015 engagement survey all of you have seen the results already so this is no news to you and we've discussed some of the stuff but we thought that it would be a good opportunity to present the results in the metrics meetings we have done in the past this year we ran or last year 2015 we ran the survey third-party survey provider called culture amp it's really good to run engagement surveys through a third-party provider it's really best practices and the reason is that there's a lot of confidential information about employees and also what employees are saying so it's good to keep that the participation was amazing 93% 226 people took the survey and out of those 194 left almost 1900 comments so that was great with comparison in 2013 the participation rate was 58 66 in 2012 84 participants then in 2014 as you know we there was no engagement survey the overall score of the engagement survey was 63% which is 7% below industry average and when I say industry average that is an industry benchmark that culture amp selected and I provided some more information about what types of organizations go into this bucket if you're interested in that so that's below here in 2013 the engagement was 71% and it was 71% in 2012 also one thing to note is that we used a different survey provider in 2012 2013 which means we also asked different questions the format was slightly different and the reason for that is that when we decided to start the initiative from the survey the HR team actually here internally recommended that we consider switching to a different provider because I guess the service of the previous provider was not was not as good so we took it as an opportunity to go out there and look for someone new so far culture amp has been really great we did research obviously before picking them and so far we're very happy which is important because I hope that we can use the same survey provider same type of questions going forward so we can start looking at the trend line I also want to share the high level positives and negatives that the survey showed and these are summary of the ratings and the comments in the survey on the positive side our mission there's something very unique about this organization culture amp also was highlighting it everyone is here for the right reasons everyone loves the mission they say that it's inspiring it's amazing they're here for the mission and I think it's not to be taken for granted that we have a mission that we can be here for right the second one is a little more practical flexible work arrangement so we have this one day a week that we can work from home or work remotely and people are taking advantage of that and really enjoying it so that's one thing that was very popular and then the personal relationships between managers and employees people feel like they have really good relationship to their manager communication is good and they feel comfortable talking to them this is not to be taken for granted that other service other places and it's not as good as we have it here on the other side the harder parts of managing managing performance came up as a negative so there's some good thing about the employee manager relationships and there's some things that we need to work on so since I'm already going on the other side I guess on the negatives aggressive communications came up so we have a lot of work to do internally to improve that performance management leadership development so there's a lot of improvement to be done on the leadership level and the WMF has already taken some steps in improving that and we're definitely taking that very seriously and we will reassess in a few months to see if the solutions are working on the strategy side there was a lot of comments about there needs to be more clarity around the strategy and diversity we need to spend more time on more time and energy and thought on diversity and continuously improving that we really need to focus a bit more I also want to share some of the next steps HR and I'm working with a group of employees internally to find solutions that are appropriate for this environment and we will also be working on training managers so rolling out some training for managers to help with performance improvement executives are working on improving communication and transparency and actually Lila spoke about this earlier but looking on the strategy and next week the community consultation is starting so that's the next phase of that and then finally I would really love to see a comprehensive diversity initiative this year just end to end looking at all of our processes looking at everything and making sure that we do all we can to invest in that that's all I had on the engagement survey and I want to take a moment with Lynette to talk about actually maybe Lynette do you want to Thank you, thank you Boryanna I wanted to take two minutes to do this thank you for allowing this time I wanted to take a minute to thank Hi-Them and Trevor for being such great partners on this event they brought the talents and their leadership to the project in all ways they were open available committed and we early on defined the goals for the event and our trust and commitment to each other thank you Katie, Amy and Pat really took on the commitment of organizing the contract for each day Katie the lead on the uncomference and Amy and Pat working with workshops and surveys and figuring out what we wanted to do Heather bringing her design and communication expertise and her candor to the team Janet expertly managing our services and contracts meeting business needs and work reworking the contracts to meet the goals of how the event was being changing I want to thank Robert, Brendan and Lamyly and Athena for being here the day of managing equipment at the Bentley and managing all of us here and I also want to take just a minute to have all of them stand up please, please stand up if you did an uncomference and then everybody maybe the organizing committee can stay in a minute if you did an uncomference session or a session at the Bentley please stand up thank you, those of you that did any sessions here at the uncomference or session at the Bentley you don't want to stand up thank you and if you were a host or registration anyway we had over 35 folks help put together this event and I want to thank all of you I want to thank the C team for allowing this to happen and trusting in your colleagues and I want to thank all of us for participating engaging and connecting in a way that we can do things better together, thank you my name is Kevin Leduc and I'm the manager of special projects and I am going to talk to you about some metrics that were recently released last month in December so we released a pageview API so in the past we did publish pageview data and it was in the forms of files that were released every hour and they contain pages for every article that hour and they were 100 megabytes in size so if you were a researcher or you had a large computing platform this was great wonderful knowledge but if you were a programmer without these resources it was like looking for needles and haze tags so API stands for application programmer interface and on your left you'll see what programmer would send to a computer our servers and on the right the response so what I've highlighted in yellow are parameters you can configure so here I'm asking for English Wikipedia desktop site, mobile site all accessed that's what it means for users not bots or spiders the main page on January 1 how many pageviews 16 million on that day so for programmers they can build a lot of really neat and useful applications and the community has been asking for this data for a long time in this format so I'm going to show a couple of examples here one is a sample application that the analytics team developed and we can see that Darth Vader had a pretty constant following but Kylo Ren overtook him he was virtually unknown but overtook him once the Star Wars movie came out and also there's a dip on Christmas day people were doing other things so other things that you can do we also release the top articles for every project that we have and here on January 11 once David Bowie passed away he was the most popular article and we can tell that people did not just read his article they also went on to read about his wife and his son Duncan Jones so this site is called Hat Note and it's actually an amazing way to visualize the top 100 it's also available in Urdu and I highly recommend you want to see it so if you want to find out more about this I highly recommend you go find the blog post and look for page view API and it will have all this information and more thank you okay now we have time for Q&A as we started a few minutes late we're going to allow a little bit of extra time for this as always if you have a question please go to the mic halfway back on the left hand side of the room and I'll help get mics to people who can give answers hey I have a question from ILC Lila to start with Edward asked there was a comment on a mailing list about having a strategy for the movement separate from the strategy for the foundation I wonder if this is being considered there was a follow on talk discussing about how starting a strategy for the whole movement right now it seems like it would be very rushed so yeah thank you actually who brought that up and I started actually drafting a response to the mailing list but it's been just really really busy week so I apologize that I haven't responded yet I actually personally I really think I endorse that thought and I think it would be really valuable I also worry that it shouldn't be the WMF driving the movement strategy overall we should be in a supporting role and our volunteers our community members should be the ones that are putting their thoughts forward I do think it would be very valuable to have a movement strategy I don't necessarily think that they need to be time-wise completely in alignment because I think we can synchronize whenever the strategies are ready from the WMF perspective we absolutely need to have more collaboratively created but also more clarity as we go into the planning process and we also have to be responsible for what we can do accountability towards our community and towards the world overall from the perspective of the WMF is really important so I think having those two strategies aligned and connected is really important but I think I completely endorse and WMF would be happy to support it I have a awkward question I'm afraid I was surprised to see that characterization of the engagement survey results especially considering what's been posted recently on the signpost and the Wikipedia about such numbers as 10% staff confidence in executive leadership on the subject of accountability I would love to see constructive change what key metrics are being used to assess the performance of our leadership and what is the timeline for them and to be clear I am not talking about transparency or communication which were mentioned but about deeper concerns I don't know whether Boreanna is the appropriate one to answer this or not but I think part of the question that specifically talks about executive leadership and how we measure executive leadership so what we are doing actually in the annual plan is we are making it really clear about what our measurements are and what our KPIs both at the executive level and organizational level and of course those two work together so you will be able to see exactly how we measure ourselves responses and I will let Boreanna talk a little bit more about that there are specific things that were brought up in the survey one of them is strategy see that addressed another of them was predictability management just general management things and that is something that we have been addressing even over the last month almost immediately in terms of providing transparency towards our project there is a weekly update and things like that going out so you can actually see some of the measurements internally on Office Weekly and I will be happy to re-share it with everybody if people don't see it yes, thank you perhaps I have missed it but I haven't as I have been looking around I haven't seen any metrics that were specifically towards executive performance so if they are there I would love to see them thank you and I will share it in the next weekly update so that it's on top of your mailbox Hi I have a question or rather a clarification that I want to address to Luis and then Laila about the interplay of the strategic process and the annual planning process I think that most people I spoke to welcome the idea of meeting by the rules and being transparent I myself am very excited that we are going through this process for the annual plan the timing of these two processes is interesting and concerning and I know many people have asked questions about how does it effectively pay out as you know we have a deadline on February the 3rd to submit, hard deadlines submit our final recommendations from individual teams the strategy plan is going to take much longer so a word of clarification will be useful I guess for this group sure so let me speak first to that to the very specifics of that and let me get up in the taped area so that the AB folks will be happy the so speaking first to that February 3rd deadline those of you who have been who have seen the full schedule which again your department leads will be sharing if they haven't already they'll be sharing with you soon what's due on the 3rd is specifically about core activities right those that are highly unlikely to be impacted by strategic choices so like keeping the servers running there is essentially no plausible strategy that will involve us you know turning off servers in mass right so the idea is that we stagger this so that we can get that work out of the way early right now while the strategic work is still going on and we can do and things that are more intimately tied to what we're seeing out of the strategic process the deadline for that is later right I don't have the date off the top of my head but mark mark something that said let me speak to your broader let me speak also to your broader concern right in an ideal world this would have been staggered much more cleanly right the reason we you were seeing strategy emails on like Christmas Eve practically was because you know we made this decision late right I'm not gonna there's no way for me to defend that like oh yeah we just decided in December that would be a great time to run strategy you know what happened was we looked at our commitment we looked at the commitment to FTC we looked at the commitment to have some public strategy that was vetted so that FTC would not you know would not just say okay where did this strategy come from and we worked backwards from there right in an ideal world we would have started that much earlier as you know and as Lila's pointed out we've we started some parts of the strategic process you know in like January of 2015 I mean my first week on this job in February of 2015 was sprinting on strategy questions right so we were working on that for a while but you know I mean we were driven by these deadlines I think is the is the farest shortest way to put it is that yes it would be any questions I guess in a few weeks because the one point I want to bring up is the fact that the finalization of the budget required for core activities is before the discussion about a strategic activity so in a way there will be no way for the strategic discussion to inform we're already preallocated after the submission of a budget for core activities that's one one additional point that I think collectively we should clarify we should take this offline from this because we tried to sync those up as much as possible if there's been but I haven't looked at the exact sync in a while so I can't answer that right now anyway Lila's asking for the mic though so maybe she can actually that that was by design because strategic priorities should not be affecting our should not affect the core core maintenance priorities just like Lewis was talking about will still have to be doing per payroll will continue have to maintain the servers you know those kind of things and that's why they're staggered the way they are we're going to publish full schedule for the annual plan on meta this week so you'll be able to see the detail of the timeline as I said before we're going to run a couple minutes over because we started a few minutes late James are there more questions from IRC yeah Lila is there a plan to evaluate the strategy process do you have APIs for the strategy process so we can iterate and improve or non APIs there was other discussion in IRC yeah how well the strategy process works so we are planning to do a retrospective at the end we don't have specific APIs but I'm definitely open we are the team are definitely open to hearing if there are specific APIs that people can think of and you know any recommendations on that we will definitely take in but retrospective is the minimum that we do at the end of any complex process like that okay and we'll take our last question from the mic here okay this is also another awkward question my understanding is that WMF Human Resources was a key part of the board search that's around and that Arne and Ghashary one of the new board members interviewed with the Executive Director did staff here at the WMF know about Ghashary's involvement in illegal collusion and if not how is that missed in the background research I'll take it so I interview every board members just like board members interview prospective board members so there is no deviation from the process the board will respond this is a process that the board ultimately runs and staff is in the supporting role so HR personnel supports the board throughout this process we do not currently have PR check as part of the process for any of the board trustees it was not it was not caught in it's not something that come up in the standard background check on every on every trustee that's what I can say but the board will respond more with more okay we're at time thank you for your questions for your participation for joining us online that's it for today