 I think, Wendon, you can start the live stream. Okay, we're live. All right, hello and welcome to the Community Foundation Affairs Committee office hour. I'm Cornelius, and I'm handing over directly to Jackie, who's our facilitator. Let me see where Jackie is. Hello. Hi everyone, and welcome. This is the first office hour for the Community Affairs Committee, and we are so happy you could all join us, and welcome to those of you who are watching after this has been streamed. So I will hand over to Shani to begin the welcome message and for everyone to introduce themselves, who's here from the Board of Trustees. Thank you so much, Jackie. Hello, everyone. Good evening, good day, whenever this meets you. I'm so happy to first be here, but also to be hosting the first office hours of the new Board Committee called the Community Affairs Committee. This is an experiment that we're having, so please bear with us. We're going to learn from this experiment, and we're counting on you to let us know what works and what doesn't, as you may know, we have asked the community to send us questions in advance. Jackie will later on talk a bit about how this office hour is going to work, but for now, I want to take one minute to introduce the rest of the trustees that are here, and some staff that are also here with us today. So as I said, I'm Shani Evenstein-Sigalov. I'm from Israel, and I've been a trustee for over a year and a half now. I'm the chair of the Community Affairs Committee, and I'm very happy to let the trustees introduce themselves quite quickly. So we'll begin with Isra. Do you want to quickly say hello and where you're from? Yeah, hey everyone, my name is Isra El Shafi and I'm from Bahrain. I joined the Board in November, 2017, a few months after I gave a keynote at Wikimania Montreal that year about some of my human rights work. I'm also the chair of the Product Committee as well, where we work closely with the Chief of Product Officer to help assess and explore current and future product development efforts to continuously grow and improve. Thank you. Thank you so much Isra. James. Great, thank you. So, James Heilman, I've been on the Board of Trustees now off and on for six years, and I'm a long-term Wikipedia, and I've been editing Wikipedia for about 14 years. Back to you, Shenin. And James is the chair of the Special Projects Committee, also very modest. Is Maria with us already? We'll go behind you. Hi, Shenin. Can you hear me? She froze for me, I think. But I can go ahead and introduce myself. Hi, everyone. My name is Maria Cefisari. I'm the chair of the Board. I am from Spain, and I am one of the community-selected trustees on the Board, and I've been part of the movement for over 15 years now. Thank you so much, Maria. Is Nat here? After this with us today, first is Amanda. Is Amanda here? Hi, Shenin. Hi. Hello, hello. Can you unmute and just say who you are for those who might not know you? Yeah, hi. My name's Amanda Keaton. I'm the general counsel of the Foundation, and I'm also a member of the transition team. It's nice to see everybody today. Thanks, Shenin. Also with us. Thank you, Amanda. Always also with us today is Margo. Margo, can you quickly pop in to say hello? Hi, everyone. My name is Margo Lee. I've been with the Foundation for about two months. I work closely with the Board, and I think we may have skipped Raju. Oh, I called him, but he didn't answer. Raju, do you want to pop in and say hello? Hi, Shenin. I heard you call Nat, and I figured I'll take my turn. Hi, everyone. Raju and I have been on the board for about four years now. I'm in the audit committee and the HR committee and also quite involved with the next ED and CEO search as well. So I'm really glad to be here. And Shenin, thanks for doing this. I know things are not particularly quiet at all in Israel right now, so I really appreciate you doing it. And I also see Frederick and Tito and also Mayur on the call realize that things are pretty awful in India for friends and family and all of that. So I appreciate you guys being here. The Foundation has, I think, about 16 staffers in India. So we are doing a lot to try to make sure that they get some help and medical kits and things like that. So I appreciate all of you joining from that region. Thanks. Peace and coming together and the stopping of violence everywhere. And of course, for people to get vaccines and for COVID to be a bit for everyone to be in a better place in terms of health. And so thank you all for joining. And I'm going back to staff and I'm going to introduce Mayur. Mayur, can you say hello? Hi, everyone. I'm Mayur and I am the director of movement communications. I'm new to the foundation and movement communications is a new team in the foundation. And hopefully we'll talk more about it later during these office hours. Thank you. Thank you, Mayur. And Kim. Hello. Yeah. My name is Kim. I work these days on preparing board elections also movement strategy and community love in general. Thanks. I lost Kim. I'm hoping Maggie is still here and that you can hear me. I am. Shani. Thank you. Thank you, Mayur and Kim. Hello. Shani, the bad news, I think is you may be cutting in and out for people and somebody ping me because it may be that if you turn off your background, your connection with you better. I don't know, but hi, everybody. I'm Maggie. I'm the vice president of community resilience and sustainability. Some of you know me already. Those of you who don't, I hope you will soon. Thank you so much. Can you hear me? Unfortunately, Shani, I believe you're still cutting in and out and freezing periodically. Okay. I'm switching off my camera. Hopefully it's going to be better. Let me know in the chat if not. I'd like to say thank you. Have worked for quite some time to make today happen. And I just want to extend a huge thank you from all of us to them. And I'll cut it short because I am not sure I'm heard properly. Back to Jackie. For facilitating this event. Hi, well, again, I'd like to say thank you everyone for joining us on this first office hour. And of course technology, right? Like to like to give us grief all the time. I am Jackie. I am a board election facilitator and I'll be facilitating this office hour. The first 45 minutes will cover updates from the community affairs committee and questions sent by the community in advance. The final 15 minutes will be an ask us anything format with questions. And then we'll have a live participation. Questions will be asked in real time in several locations. YouTube, the Wikipedia weekly Facebook group. The Wikipedia general chat telegram group. And the office hour discussion page on meta. For those in the zoom room, you may raise your hand using the feature or using the little function that I will put in the chat. Here. There we are. So you can do that there. But before we get started, I just want to make sure that we have time. Let's keep it concise. And also I need to remember this myself because I am a native English speaker. To speak more slowly because not everyone has the same comfort level with English. Now, before we begin, I have to share some boundaries for this office hour. We will not be able to respond to comments or questions that are disrespectful to people on this office hour. But I believe we can discuss things in a civilized manner and respectful way, even if we disagree on certain topics. That is something we will not compromise on. And also a side note, please familiarize yourself with universal code of conduct. Now let's begin. Well, the CSE community affairs committee. Commit to organizing its events across rolling time zones to make sure that we have time and diversity for contributors. Thank you. Jackie. The quick answer is, yes, we are committed to making this much more diverse and inclusive than the first trial. So different languages offering translation. We just want to make sure that we're not wasting. The sources. So for the next ones, we will be asking that people request in advance the language they want translation for. And assuming we have at least five members requesting this, we will do our best to have live translations for these people. We're also committing to translate any communication. We any written communication in at least more than English, right? A bunch of other languages. And I will pause here and would like to introduce you again to Mayor to tell you a bit more. And Shani, the internet problems, I think continue a little bit, but I know colleagues are documenting some of this. So if you're, you know, struggling to follow, it will be written up as well. Shani was saying earlier and just to sort of, I said in my introduction, movement communications is a new team in the foundation. If we were a Wikipedia article, we're a stub at the moment and hoping to kind of improve and builds as we go along. And one of the, one of the things we really want to do as a team is think about how can we support equity in how the foundation communicates. And Shani was saying, for example, you know, these officers, they're an experiment to start off with, but we want to really work hard to try and make them more accessible to people. That means obviously across time zones, languages, but also thinking about other ways we can help people engage in the movement and how we can create sort of two-way dialogue so that, you know, people can engage in a medium that's most comfortable to them. Part of this very practically, we're hoping that starting in a few months time that we would have multilingual staff based closer to the communities across different time zones so we can kind of scale up our connections with the movement. Another sort of small flavor of what we're trying to do to sort of make it more accessible to people in different languages, et cetera, about all the things the foundation does is that very soon we're hoping to do a series of sort of short videos explaining what are the foundation's plans for next year followed by more opportunities like this where people can ask questions, they can discuss with the staff sort of responsible for particular areas of work. And yeah, we'll continue the thinking, we welcome ideas and actually a lot of these ideas are coming from some of the focus groups that the movement communications team ran earlier in the year. You can read up more about them on meta and we're hoping actually to be able to share some of the findings we had about how can sort of communications from the foundation help support the movement better very soon. So yeah, watch out for more from us, bear with us as this is an experiment and as we kind of build and improve things. So yeah, on the research report I can confirm it is actually with translators so we're as hopefully you'll start to see trying to live the research findings ourselves and make sure that the research is available. Because for those who might know about it the focus groups also invited participation in different languages so we had people participating in the focus groups in French Arabic et cetera. So we want to make sure we translate the findings back into those languages so that we can check with the participants whether what they said is fully captured. So yes, but translations do take time. But we are weeks away now. Thank you so much, Mayor. This is quite exciting. And I hope this will create. Dear Shawnee, I'm so sorry. I believe that you've cut out again. Okay, with interest of time, I'm just going to go ahead on to question to Shawnee. I'm sorry about your connection. The community tech team plays a vital role that is essential for community success. What is the plan to scale community tech to continue to be able to meet community needs as the movement grows? Thanks. I can take this on. It's really great that people appreciate the work that the community tech team has done. And acknowledge the vital role that it plays. The team has grown over the years. When we started the team in 2015, it was just three people. Now there are nine people on the team, including a designer and a QA testing engineer. And what the team works on is determined by the wishlist survey. So there are vital tools that need support. Then definitely let us know on the survey starting in late November. We rely on your input to explore and to prioritize these needs. In addition to the community tech team, we've also got the anti harassment tools team, which has recently been upgrading the check user tools and the blocking tools. And a new offshoot of this team, the trust and safety team. Is going to spin up in July. So, and that team will, you know, work on more projects related to user privacy and safety specifically. Later this year, we're also planning to establish a new moderator tools team with a broad mandate to identify and address the needs of experienced contributors on medium sized wikis and help them adapt to the needs of the community. So we're going to start investigating these user needs soon. So if any of you at the office hours who have ideas and suggestions, maybe we can connect them with the, the product manager. I'm sure it would be super helpful, you know, to find out what people think the biggest needs are. And as mentioned earlier, we are really relying on, um, and trying to keep the process open and inclusive of your feedback. Thanks. Great. Thank you for that answer. That was wonderful. Thank you. Now question three. When the endowment is big enough. Would you announce to the cultural sector, the movement has the funds to guarantee the survival of wikimedia commons and wiki source. And definitely. I'll take that Jackie. Even though the endowment free dates my joining. As part of the audit committee, I have a window into that. It's a great question, right? Because the reason why the endowment was created. Was to get past this, um, survival mode, which was dependent on, uh, us kind of trying to raise money year over year. Um, and we've been very good at it, but it doesn't mean that, um, we will always be successful in reaching our annual goals. So the idea was to set up an endowment that's separate, which can, where we can anchor it some, um, bigger donors to put money aside. And the idea was that it would generate its income once it's fully funded. And that way we are balancing the, um, annual asks that we go out and seek with this, uh, stream of money that we can then cushion. Or giving. We'll never kind of walk away from. Annual fundraising, right? Because that's the bulk of what we do. Um, but the idea is that this would also supplement that. And when fully funded. Um, the endowment will definitely allow us to ensure that a portion of the annual fund. Um, the endowment will definitely allow us to ensure that a portion of the annual operating costs, um, and needs for projects and missions, including commons and Mickey source, uh, would be funded. And I think the idea is to get us away from thinking that will this survive or not survive. And to have some visibility into, uh, how we can support it for a longer time. I never used the word indefinitely because none of us is indefinite in anything, uh, but in the foreseeable future, I think that is the goal to provide that support. Thank you. All right. Thank you for that answer. I just want to take a second and say that these are wonderful questions. So thank you to the people who reached out to submit the questions and please in the future, if you have questions, feel free to submit them. Um, this is wonderful, uh, to hear these sorts of questions. So let's go ahead and go to, um, a very common question that has been heard quite frequently. Uh, about meeting notes. Um, why are meeting notes only available from the audit committee and not all committees? I'm happy to take that one. Thank you, Jackie. Um, it's true that, um, we don't really have a standard practice for publishing committee minutes minutes. Uh, the committee, as Jackie said, does publish the minutes, but other committees like HR. Uh, or the product committee do not. Um, there are reasons for this. At the beginning of each year, committee chairs, uh, can make a determination on whether they want to publish or not. And, you know, it's, it's, um, reasons cited often have to do with the ability to discuss issues three during the meetings, right? Add in an aspect of publishing and, you know, a public communications aspect to the minutes. Uh, it would increase, uh, the burden of drafting and approving them. But I think that when we get this kind of questions, uh, regarding, you know, the publication of, of community meetings. Um, I think at the heart of it, uh, the deep question is how does the board or how can the board improve its approach to community communications? And that has been, um, something we have been trying to improve upon in the last couple of years. Um, I think people have seen, for instance, in the last, um, few months, how we've been trying to integrate, uh, community input with the work of the committees. For instance, the, the BGC and the entire discussion and conversation on, on the, um, pathways for the, for trustees selection, right? Um, we're also trying with this kind of experiment with the community first committee and the office hours. So we're trying to get to the heart of the matter in a different way. And, um, hopefully this helps us to try to, um, improve transparency and engagement with the community. And also that, you know, community members, just, just the people who have joined today, uh, get to know us a little bit, a little, a little better. Um, get to engage with us and, um, you know, see what we think and, uh, just interact with us. And I think this is one of those fantastic opportunities. Thank you. And now I think this is a great next question. Um, so how is the search for a new CEO going? And there's a second part to this one. So let's start with the first one. How is the search for a new CEO going? Jackie, why don't I take this, um, uh, even though, um, several board members here are also actively involved in this process. Um, I'll give a little bit of a quantitative and then a qualitative answer as well. So this was always going to be like a four to six month process. Um, given, um, the importance of, uh, this search, given the global nature of the search. And, um, I would say that about a month and a half in, it's going quite well. The reason I can say that is, um, there's a lot of interest in the opportunity, um, uh, Wikimedia and Wikimedia, uh, both are seen as, um, high impact and critical in these times. Uh, and so as a result, there's been a lot of incoming, um, interest in at least wanting to have the preliminary conversation, get a little bit more information because we did put out a detailed job description, but obviously, uh, candidates, um, who are thinking of throwing their hat and tend to want to talk a little bit about it. Um, I think the last count, uh, close to 450 different levels of engagement and conversations have happened. Um, we are in the process of like then kind of bringing that down to probably a few dozen. And then, uh, within that, there'll be some more conversations to try to bring it down to a manageable number of people to then kind of get into deeper conversations. Um, uh, just the qualitative, just so that people get a sense of, um, the profile or the nature of these, uh, potential pool of candidates. We put a lot of, uh, intentionality in connecting with leaders with deep experience in the global south. Um, as a result, um, I think the conversations have been pretty good, um, Asia, Africa, um, uh, Europe, Southeast Asia, and, uh, Latam as well. I must confess and say we haven't really gotten any meaningful interest out of Australia. So that's one of the few continents where we haven't made much progress, um, though I'm not particularly fussed about that. Um, while it might seem not so to us, um, in the scheme of things, um, the foundation is a fairly large nonprofit. So a lot of the leaders we are talking to, um, are coming from complex governance and stakeholder, whether it's volunteers or chapters, environment. Uh, these are people who have also been involved in global, uh, somewhat policy work, not as much advocacy because we don't necessarily do a lot of advocacy. Uh, and many of them will still have some learning cups, right? We are not going to find the perfect candidate who checks off every single, uh, box as well. We've also connected, uh, with leaders in bilateral and multilateral and government spaces. Um, leaders who have experience at leading at scale, leaders who bring a lot of good communication skills. Um, a real understanding that the role here is to connect with the community and kind of, um, be open to, uh, absorbing what the community is saying and then translate that into making sure that we have the right resources. So it's a fairly complex nuance search, but as a group, we feel pretty good about the range of candidates that have expressed an interest, uh, the early conversations are ongoing and will continue to update the community. Um, and the staff, of course, um, as to as, uh, more of these conversations happen. Uh, but we are very much still thinking that the timeframe that we had first set out, um, about six months. So maybe September, October is when we would, um, get to a point of like, uh, having, uh, candidates, but in between there's going to be plenty of steps of communication as well. Um, the good news for us is we are, um, doing the search at a great position of strength. Our 20th birthday was like a significant, uh, factor. We have the 2030 strategy in place. Obviously a lot of execution and a lot of how we get there is still the opportunity and challenge. So we are finding candidates excited about, um, the fact that there is a roadmap. There's a lot of community conversations and buy into that roadmap. And people are looking forward to engaging with us to see how they can help us, um, uh, take this forward. Um, so feeling pretty good about it right now. Thank you. Thank you for that, that answer. That's wonderful. So many, so many good conversations and, um, that's, that's really great that there's a lot of interest and things are moving forward. Wow. So here's the second part of the question. How will this affect strategy? This has been something that a lot of us have been deeply involved with, uh, in the community, um, board members, staff members for many years now. So how will this impact strategy? I think, um, as I kind of touched on it a little bit, uh, in my previous answer, it doesn't, it doesn't, right? It doesn't in the sense that we are in such a strong place in terms of having a vision. Um, so much of this community conversations the last two years have led to, um, and I have a roadmap and a 2030 plan, uh, prioritization. Lots of these are continuing to happen. Uh, so in that sense, it won't affect strategy. Uh, obviously, um, having a, uh, ED and a CEO in place, um, means that some of the longer term decisions that we need to make, um, uh, can also move forward. But very comfortable with where we are in the process, um, uh, between the C team, particularly Amanda, Robin, Jaime, um, and then there'll be actual operational folks like Maggie and everybody else. It's business as usual. Um, and so in that sense, um, it is not slowing anything down. Um, and people we're talking to people are coming in or coming in with, um, their eyes open, right? That this role, um, is, is about, um, looking at what the community wants, looking at the vision and what we have set out and helping us get there, um, in a meaningful way and supporting whether it's fundraising or technology, privacy, code of conduct. So it's more of a support function. So in that sense, I'm not seeing, um, um, that this, uh, transition affecting, uh, long-term strategy as well. Obviously strategy is never static in the sense that year or two from now there'll be new challenges, new opportunities. So the ED and CEO will play an active role in that. Um, but, uh, there's no, the change in leadership here, uh, wasn't really about a change in strategy, right? Um, an existing leader, um, feeling like they've done a lot and wanting to try other things in their personal and professional life and us feeling pretty good about where we are and saying that, um, uh, we can move forward and, uh, let's begin the search for a new leader. So, um, things are not going to be significantly different. Thanks. Great. Thank you for speaking more directly to that. I really appreciate, uh, your answer. I'm sure that others out there do as well. So let's go ahead and keep on movement strategy. There's a question about how much should we spend on movement strategy? Either James or Maria can take this one. I'm happy to take it. Um, unless James wants to, to discuss, but yeah, um, generally speaking, uh, movement strategy was about 1.6% of the total expenditure of the foundation since the work launched. Uh, more or less hovering at around little bit above 1% the past couple of years. So since we began in, in fiscal year 1617 to fiscal year 1920, uh, it would be, um, around 5 million, um, US dollars. Great. Thank you so much for that. All right. Now there's, um, there's been a question here about the progress towards creating a movement charter and a global council. Could someone speak to that? Can I interject? Uh, and somebody slapped me down if this is out of process, but I kind of like to say something about the, how much we spent on movement strategy and the increasing difficulty of measuring that. And now I've raised that. So is that okay? Yes, Maggie. Go ahead. Thank you. I just wanted to say that, um, I've come up with my own little catchphrase because I like to do that. I'm starting to think of movement strategy as the water we swim in and the air we breathe. I mean, we agreed that this was the most important work to do for the movement. And it should really be just about everything we do. And I think increasingly, particularly as I'm part of the annual planning process for the foundation, I see movement strategy everywhere. Just all of it, you know, as we, as we are looking at increasing funding towards emerging communities, that is movement strategy. So in many ways, I think it's going to become increasingly more difficult to say we've spent X on movement strategy because more and more movement strategy is everything. So sorry for the interjection. I just felt like it was, it was important to potentially point that out. I will now subside some embarrassment. If I may jump in Jackie, I think from a board perspective, this is one of the most important things we will do. So, um, it's never been a fun question of like saying, do we have enough money to spend against movement strategy? It's always been of saying, what does the movement strategy need to be articulated, get the word out to get the community engagement? And I don't think resources have been a constraint at all. And won't be honestly, because it's the most important thing we do in coming years. So we could try to figure out a way to add up and do a lot of accounting and say, this is exactly how much we're spending, but I think the another way to look at this is to say, does the movement strategy work need or have all the resources it needs? And I think the answer to that continues to be yes, resounding. Yes. Thanks. I think that those additional answers really provided more context. So thank you both for providing that. So let's go back to the question that I mentioned before you all had to add that content. What is the progress toward creating a movement charter and a global council? Maggie, can you please take it? Sure can. Shani, I know you're having trouble connecting, which is a pity because you did so much to make this happen. Okay. So this is a major commitment right about foundation and the community resilience and sustainability team over this quarter and moving very firmly into the next fiscal year, which begins July 1st. So the intention is to start doing the conversations around the movement charter drafting committee and how we can make this work happen. We're hoping that we will have a very solid understanding and cross my fingers, maybe even a start towards getting the drafting committee in place by the end of June. That may be a little ambitious because time moves fast and it's already halfway through May, but as soon as we possibly can, we're hoping to have a drafting committee idea put together. And we're hoping to provide some support to the drafting committee through a professional consultant on what it is to craft a movement charter. And then we hope to have the movement charter worked on through the next parts of the fiscal year. We hope to be able to have lots of consultations with community about how this will work, about what ratification will look like, about how we make sure that it's truly representative of the broader movement and put together the global council based on the outcomes of that. I'm sorry I spoke too quickly. I get excited and I do that. If anybody needs me to slow down and say anything over again, please just tell me. Great. Thank you everyone for these submitted questions and topics ahead of time. I think now is time. Shawnee, do you think to move next to the ask us anything portion of the office hour? Yes, let's please do. Great. So again, friends, you may ask questions wherever you are and that might, we have people who are watching those channels. So for you, that might be YouTube. That might be the Wikipedia weekly Facebook group. That might be the Wikimedia general chat telegram group. And that might also be on the office hour discussion page on meta, or if you are present in the room with us, you may either raise your hand or do this in a chat. And we will get you in the queue. All right, in the zoom room, nose back there, please. Go ahead. And again, let's keep it concise. In the interest of time, please. Will do. I did also just email this. So please remove that from that one. So my question is thus, how would the WMF improve cases where a WMF team just fails to answer questions, or indeed even refuses to say they won't answer it. But the project continues to give an example. The IP masking project has had pending questions of WMF legal for well over two months, but our only point of contact is not in that team and it feels mean to keep shouting at him when it's clearly not his fault. Can I ask you maybe to phrase that question a little more simply because we do have some folks on the call who are not native English speakers. So could you phrase that a little more simply, please? Okay. So without example, how would the WMF handle just getting teams to talk to the communities when they aren't answering questions they've been asked when they the teams aren't answering questions that they the teams have been asked. In this case, the team itself, the team running, sorry, let's start again. Sorry. The tech team is nicely communicative, but the questions are of legal and they're waiting on legal and legal aren't answering the questions. Okay. So I'm, is it okay with y'all CAC if I take this one, even though I don't, I mean what I'm actually going to say is beats me, but I want to say it a little more eloquently than that. So as I've been working at the foundation for nearly 10 years now and I started with a job trying to improve communication between the foundation and staff, it quickly became obvious to me that one of the biggest challenges we had is that staff are not able to answer questions as quickly or sometimes even as often as the community would like because they're, they're working. And that is not to say that answering community questions isn't important, which is why we have a whole bunch of facilitators who do exactly that, but I happen to have some insight into what the lawyers do. And these people are pretty busy. So there's a lot that goes into when questions are answered and how and where they're asked. And yeah, Shania saying in the side, we're hoping that the communication strategy will help having clear places to submit questions to and knowing who to talk to. So if a question appears on a meta page for a lawyer, for example, the lawyer being asked may not know the answer. They might have to go after other people to chase it down. They may have to consult. They may have to analyze what is legally risky to say in public. There's a lot of complexity to answering questions. Sometimes it isn't obvious to the people who are asking them. So, and when you add all of that, they also have contracts to process and legal demands to answer from lawyers in other countries. It may simply be sometimes that we just don't have the systems in place for people to be able to answer in the timely fashion necessary. So probably I should have let Mayor handle this because the communication strategy may well provide a solution. Mayor, do you have anything to add? Just to emphasize the last part of that point. I imagine. Yeah. Any responses, particularly for the legal nature. There might be things that they can't say, and they can't say that they can't say, and you won't know that they can't say that they can't say. So it's just, I can imagine with legal things, there are certain things that, so I think the answer to the question is in the question that maybe if it's a legal thing, then they can't say. That might also be, and I don't, I know nothing about this particular case, but I'm just guessing if it's a legal question. I would like to add to these two great comments. Yes, sometimes legal responses take time and they're not, they cannot be super immediate because there's a need to consult. But also, and I understand how frustrating it can be that it's been 10 weeks and there's no response. Perhaps because of the times in which we are in currently, I would ask for a little grace. There is, there are backlogs right now. We come from a very difficult year. And the teams like everyone else in the world have been struggling and trying to do their best. So I know that two months may sound like a lot. But it's, it's beyond it being a legal question. There is a human aspect there of asking for a little bit of extra patience in this particular context we're living in. I just wanted to mention it. I think to Raju here, I think to Shani's point as well, the CSC can become an additional layer if something feels like completely bottlenecked and no answer is forthcoming, good to flag the CSC and then we could see what, usually there are always good reasons for it, but sometimes it could have slipped through the cracks or something. But so I think that could also be an additional level of bringing a response back. Great. Thank you everyone for those responses and thanks to Knows Bag Bear for that question. Let's go ahead and go on to another question that was received. How much have we managed to adapt to the strategy in regard to how the pandemic has come to change how we interact? Is that more simply how much has the pandemic changed the way we meet regarding the strategy? I'm happy to take a stab at it and people can absolutely join their voices afterwards. The pandemic has affected how we talk and discuss about the strategy a lot. I mean, we've, we've been a movement that's been doing the bulk of the strategy work in meetings, in person meetings, in person conferences. We met to be able to discuss because oftentimes a weekend in person can be much faster than a series of emails over the course of a few weeks. And suddenly we cannot travel anymore and we have to move online, right? And it comes with a huge set of challenges. I know that there was a lot of zoom fatigue at the end of last year when we're having the global conversations related to strategy because it's difficult to do many hours in front of a screen. The time difference becomes a huge issue because you want to be as open and available to everyone. And it's really difficult to achieve because what it's, what can be 3 p.m. for a person, it can be 4 a.m. for another, right? It's been really challenging. We're not the only ones who have been facing these challenges. And I think something we've been trying to promote is how do we make sure that we can still have all the voices in the conversations that we don't lose people just because time availability has become an issue as well. There's less availability. People are going through a global pandemic. Time has become something that's pretty scarce, particularly for folks in certain communities, right? Depending on which months, even we were at, there were certain communities that were more or less affected. We've tried to move forward as much as possible so that we didn't come to a complete halt. The conversations have continued happening, but it's true that it has been a very challenging time. And trying to not lose voices, trying not to lose perspectives has been one of the greatest challenges we've been facing. And also, it also matters that, you know, we've been having these conversations as well in English, right? Happening as exclusive in English. So we try to provide translation. We try to make sure that we're having the documentation out as soon as possible as well so that people can access it. But at the end of the day, it means a lot of time. And again, that's right now, that time can be very scarce for a lot of people. So it's been challenging. Just to kind of broaden that answer, Raju, again, it's not just the movement strategy. And as James put in the comments, I think it's affected everything. I'll give you a simple example of some of the challenges, which could explain why some responses might be getting delayed. One of the great strengths of the foundation, particularly for our tech team, has been that, you know, we are mission-driven, you have high impact, and you can work anywhere you want to. That worked beautifully as well as it could in attracting strong tech talent, because we don't really pay the kind of salaries that tech companies pay, because people could work in North Carolina, wherever they wanted to. But once the pandemic came along, and everybody went online, every company out there said you can work wherever you want. So all of a sudden we are seeing significant challenges to our ability to attract people to kind of put against some of the priority projects that require tech. So in a way, it's affecting everything we're doing, some things for the better. For example, even if we, when we go back to live Wikimanias, I think the ability for a lot more people around the world without worrying about visas and passports and travel can now join. So I think some kind of positive elements will come out, but there are other areas where we're going to be challenged in how do we attract and retain staff, and one of the core benefits of working for the foundation is kind of leveled out. So a lot of work to be done in taking the lessons from this past year and applying some good ones and trying to kind of see what makes sense and what doesn't. Thanks. Thank you for the answers. I'm going to go ahead and I'm sorry, I think I missed some questions from raised hands in the room. My view didn't allow me to see you. So sorry about that. So I will go to Ferros and then we'll do, and pardon me, I don't know how to say your username. So I'm just going to go for it. There's field checkers or yours field checkers. And then Chico. Hi, Richard Nipel, user Ferros coming to you from Brooklyn, Brooklyn, I want to thank, thank the staff and the board for working on the, on the board elections and thinking about it a little bit creatively this time and having, you know, the consultation about different, different ways of approaching it. We had an approach that sort of came up in one of the March meetings about having support for, for board candidates and potential board candidates. And the idea was of having, thank you, thank you Jackie for posting that, of having maybe some peer mentorship from board members or from former board members to give some, a little bit of a culture of invitation. So people who might consider running, might talk to someone who served in the role and get, you know, feel that it's a real thing, feel that something that might be appropriate for them. And I've invited some people to participate and thank you to, to those who have, and I wonder if, if, if, if some folks, especially the board members on the call, might be interested in participating and helping to have, you know, maybe short mentorship sessions with potential candidates, particularly trying to emphasize outreach to underrepresented communities. Because I do think one of the weaknesses of the elections in recent years has been, has been the candidate pool and expanding the candidate pool might solve some of the problem, not all of it. Thanks. Okay. I believe that Shawnee has posted in the chat, in the chat, maybe her connection is not so good right now. Said that this needs to be discussed internally. We'll do that and get back to you. So let me just go ahead and go to. The first bill checkers. Good evening. I'm Jonathan, which can be pronounced as first bill checkers. Question for, for the board. Please, can we have a visual search routine on Commons? I search routine where we can say, please can we show us what images look like this image, either the one that's on Commons or one that's off it. So we can say, So we can say, okay, we have a photograph of this particular building that we can't use for copyright reasons. Do we have one of the same thing on comments or something similar to it? With, you know, Gene Trialman here, you know, one way I have personally addressed this issue is simply using Google image search. And then, you know, you search for the image on Google, you limit that search for images to commons, you know, .org and then it will show you what images on commons look like the image you've dropped into your search box. Whether or not we should build something like that internally, I, you know, I'm not a tech person. I have no idea how difficult that would be to build or whether or not, you know, there's an open source, you know, open source software already available that does this. So I'm not 100% sure if this is something we could easily do internally. Thanks, I'll go play with the Google image search, see if that does what I want. All right, great. Now I'd like to invite Chico to ask your question in the room. Hey, my question is a little bit more challenging and I understand we won't have definitive answers here, but I want to ask on Raju's point that you mentioned that more companies are allowing for remote work now. And one of the things that strikes me that would improve WMF's ability to hire people would be to stop the practice of moving salaries based on the person's place of residence. So basically WMF pays very differently based on where that person, that staff or contractor lives and so my question is what's the board thoughts on that even after the pandemic and more remote work becomes more widespread. Thanks Chico, Raju here. To be honest, it's not the level of granularity that the board, this board typically gets into, right? Where our role is to say, ask the questions about is there anything we can do to help if we are facing challenges to staffing retaining asking questions about if the retention rates are falling or if some priority projects are slowing and saying if the issue is people then asking the question about what can we do to help? Is it a bottleneck of resources? But happy, I think one of the staff members should take this idea back to Robin who heads up our talent management. Obviously it involves making a decision that is long term because these are decisions you don't wanna make on a tactical basis. So I think it's a suggestion that the staff can take back to the TNC team. Thank you though for suggesting a way to deal with it. Well, thank you everyone for joining us for this first office hours and hopefully this will be the first of many. We're going to go ahead and wrap up the recorded portion of this office hour and have a simple chat afterwards that's going to be just a more relaxed format. So please, if you were able, stick around but this will not be a recording portion. Thank you so much for joining us. I'll try to see if you can hear me now. Can you say I'm out of all at all? You are currently. Awesome. So I just wanna take a moment to say thank you again. This has been a long time dream for me to have this channel between the board and the staff. Shani, I believe we've lost you. Perhaps turn off your video for this closing. Can you hear me better now? Yes, there you are. We need to incorporate some...