 Okay we're live. Take it away Josh. Hi everybody and welcome to the Wikimedia Foundation December metrics meeting. This is going to be a little bit of an unusual meeting because our usual gathering spot in SF was not available for interesting but not pleasant reasons. So please bear with us if there are technical issues. All right I'm gonna dive right into our theme for today. As was introduced in last month's metrics meeting each metrics is gonna have kind of a theme to help kind of give a narrative and a sense of coherence to the topics and updates that you're about to get. And this month's theme is Wikimedia's role in the world today. It's been a big year of changes and challenges and I know there's a lot of focus on US politics but this is happening here. So we'll be hearing about work into how we're understood by the world and the audiences that we want to serve. We'll hear about plans for the upcoming year and thinking about how we as a movement want the world to understand Wikimedia and what role we should play in our future and in the future of the world. So our first update is going to be about what the movement has been up to this past month and I'm gonna hand it off to our first presenter which is me. I forgot about welcomes. So two new requisition hires. So Angel Lewis coming on board full-time in talent and culture which is very exciting. And Francisco Danz in technologies joining us from Spain. And then two new contractors, interns and or volunteers. So Emily Wood in CE from Nevada. And Lee Zhao in advancement. And then anniversaries. One six year anniversary with Janice. And then I've got a couple five years, Max Seminek and UV. And then two four years, Matt Flaschen and Katie Love. And three years Nuriya, Shira and David. And two years, Pateek, Marco, Megan and Nerzar and Maria. And a couple one years, Mark Brent and Julianne. All right and with that I will now hand it off to a community a movement update. Hi, my name is Maria Cruz. I'm a communications and outreach coordinator in the community engagement department. And I'm not to say it because I wasn't having a meeting for this one. So hi. Hi. This is so weird. Okay. So the movement update is we're changing the community update to extend it open it more. And we're going to have community stories and also foundation updates for the past month. And we're also working towards aligning stories more with the theme of the of the metrics meeting. So I thought I would offer the each story associated with the team. So starting with BBC 100 Women, this was a global campaign. And what is the role of Wikimedia in the world today? Here it is. A network of knowledge interns working in collaboration to reach knowledge gaps. And what happens? Okay. It started as a partnership between Wikimedia UK and the BBC, the public broadcasting company in the UK. And it originated a global campaign. This means that many communities organize 19 events all over the world. 17 of them were in person. And this global campaign was coordinated by a volunteer Rosie, who we might remember is the co-op union of the year. So she did a great job organizing the 20 plus communities that joined the event. And there were hundreds of biographies of living women created on the site. BBC 100 Women is a series that is broadcasted on television and other news stations, news platforms that the BBC has. And every year they highlight 100 women that are making history. This is the fourth year of the series. And these are the women that were getting coverage in Wikipedia. So Wikipedia Education Program, the role of Wikimedia here today, sorry, as a city with this story, is a series of innovative practices for all learning contexts. And I thought I would feature here the Wikimedia Education Program in Turkey. This innovative program groups a series of activities that range from art and feminism editor tons to working with specific faculty in national universities. It took me to have a general of participation that ranges from over five people to over 100 people. And I thought it was interesting that they are working with the Department of Psychology of Uludaz University to include studies on Wikipedia usage and attitudes, which I think may be related to some of the work we do here in user research. And finally, I wanted to talk a little bit about the community wish list. This is a project that is managed by a community tech team with Wikimedia Foundation. But it could not be possible without the engagement of Wikimedia all over the world. And I really wanted to highlight these numbers because I can see the comments in my slide. I believe there was a 47% increase in which is submitted. This was the second year that this survey was hosted by this team. And 78% increase in participation last year was 634 contributors. This year was over 100, sorry 1100, over 1100. The categories that received the highest number of technologies were editing, Wikidata, Watchlist, Multimedia and Commons. And there were also new categories in this call for wishes, which are program and events, mobile and apps, search admins and stewards and citations. And the results are up today and you can visit them there. And we are moving on to foundation highlights. Committee engagement has begun the translation process for the insight survey that will be launched in January. And then we rolled out the program and events dashboard to 500 program leaders. And there's a demo on YouTube that we're working to make shorter at the moment. Technology kicked off the project to reconstruct actual history for all projects since the beginning. This data pool will be the back end of the new kickstats 2.0. Legal and communication. Placed in Canada as the glove and nail. One of the largest Canadian papers, which seeks to influence an open case with a Canadian Supreme Court related to freedom of information online. The iOS team released an update version of the Wikipedia mobile app, including a couple of fixes, the ability to create longer passwords and password managers and the ability to add announcement cards to users on the store feed. And finally, security and legal. Thank you for all your work in handling the security breach last month and taking steps like to factor authentication to keep the site secure. And thank you, Sam, for putting together the foundation highlights site. And this is our the upcoming. The things coming up in January 2017. We will cover the media developer summit. We will have the all hands meeting 2017. That is the meeting that brings all of the stuff from all over the world to San Francisco. And we all get together in today and the community engagement inside service is going out to editors, volunteer developers, affiliate programmers. And without further ado, I got it on to the audience update. Nice job, Maria. All right, that, Mel, I think you're going to go first on audience updates. Sorry. Yeah, Toby, are you there? I think Toby's taking the first couple slides and then he's going to toss it to me. I'm actually introduced now. All right, go for it, Toby. So I want to tell you about a collaboration between product and communications. It is super exciting. And I hope it's going to be useful to the rest of the foundation and the community. It's called the audiences. Next slide. So there's a poster hanging on the sixth floor in the San Francisco office. Next slide. And it's this. And this is an awesome poster because it reflects our mission and the scale of our ambitions. But for product managers, it's kind of a bad poster. And the reason is if you're a product manager, you really, really want to be able to connect with your audience and to understand their motivations and empathize with them. And it's really difficult if there are more than 7 billion of them, because obviously, there are profound differences around the planet. So we really sort of ran into this when we were first thinking about the new readers project, because even though that project does sort of divide the world, we're still working with six billion people. And, you know, again, it's very difficult to be able to connect with your users. And so we did a basic segmentation process and came up with the three countries that we've decided to focus on in the Nigeria and Mexico. But then we really, really came to believe that gosh, we really need to do this for all of the audiences for the projects that the foundation, the foundation operates. And so we turn to Julian and Mel and Combs to work with them on building a map of our audiences. And hopefully this can become a common frame of reference, not just for product, but for everybody. And so, Mel, Mel's going to tell you about the project. Hi, everyone, I'm Mel. I started at the foundation in August. And for the past few months, I've been working with Juliet and Abby on the design research team on this initial audience work that Toby mentioned. The work is in a couple of phases. And the first phase was basically figuring out what we do and don't know about the people we serve. Because knowing what the foundation currently thinks about our audiences and understanding our current approach to audience development, then helps us find gaps in our understanding that might prevent us from achieving our mission. So the first step has been simply to figure out what we know what we don't know and what we'd like to know about our audiences. Next slide. So this was our process. And this is a timeline. It's also up on wiki. And I'll explain what took place over the past few months and then what's going to take place next. Next slide. Before I do that, though, I should say how we might be able to use this stuff. So it's really, really helpful for us to be able to identify gaps in our knowledge so we can figure out future opportunities for research, akin to the new readers. And then we can apply that work to design product, programs, strategy, etc. It helps when we have actionable insights so we can say, okay, we're here. If we try this or that, where are we now? Next slide. So we ran five workshops over the past two months with about 40 people in all different departments across the foundation. The full methodology is up on wiki and the link should be an IRC. But I'll summarize here. We ask them questions like, how do we define our audiences? Where do we currently get information about our audiences? How do we use this information in our work? How are we meeting or not meeting audience needs? And who are the potential audiences that we're not serving and why? And over the next few slides, I'll just share a couple of things that we heard during those workshops. Next slide. So the first thing we heard was similar to the poster that Toby shared earlier, our audience is everyone. There is no demographic for Wikipedia. Next slide. A lot of people said that they were curious to learn more about people who have either started to edit on Wikipedia and no longer do and are abandoned by Wikipedia for some other kind of reason. Other people said things like, we have a model for how people go from readers to editors, but we're not sure if that model is true. And we base a lot of our product assumptions on that. Next slide. And somebody else said, are we actually having an impact on the people we're trying to reach? We heard repeatedly that people want the kind of information that came out of the new reader's research. They expressed to us that there are challenges in serving their various audiences. They told us that they want to know who we serve and how well those people are being served. And they'd like to incorporate information about audiences into their work and have it easily available and know where to find it and know where to find stuff that's also relevant to their work. So not just having it be easily available but have it be relevant to what they're doing. Next slide. Those are just highlights. There were pages and pages of conversations that took place during these workshops. So we took all of the good insights that people offered and got together in San Francisco and found commonalities and overlaps so we could learn more about what we understood, what we needed to understand better and what opportunities and challenges might exist for us as a foundation. Next slide. We thought about ways we could organize our descriptions and understanding of audiences under the following categories. Demographics, affiliation, expertise, platform, motivations, how well we're serving them, how much they might trust Wikipedia, the depth of the engagement or the relationship with Wikipedia and how vocal they are. So are they part of a community that gets hurt a lot? Are they part of a community that we're not hearing from a lot? Next slide. And we came up with ideas for tools that we could use to reflect our current understanding of audiences, find new ways for us to understand those audiences, highlight knowledge gaps and our strengths and integrate audience research into our product development. Next slide. Next slide. So there are two diagrams in very, very early draft phases that are up on Wiki for comment and they're actually already going to have a second iteration available. So this is not the most recent diagram that exists. But this is a map that defines our audience groups and our relationships with one another according to the role that they play in Wikipedia's production flow. We can use this map to enable conversations around this project and why it's needed and to identify our knowledge gaps about who our audiences are. And I should say that in these audience workshops we identified over 400 different audiences that we currently are would like to serve. So not every group is represented on this map. It's a model for us to say if we identify a audience group that's not on this map, where would they go and does that fit in with our mental model? Next slide. This is the other diagram that we came up with in the synthesis workshops and this demonstrates how much we currently know about our audiences, their relative size, and new ways to understand them. So this can serve as a starting point for building a common language and organizing principles into our understanding of our audiences and how they relate to one another. And we can use this map to engage different teams across the foundation on how well it accurately represents our knowledge gaps and why addressing these gaps is important and then how to do so. Next slide. So how does this help us? Next slide. In lots of different ways, as Toby said earlier, you know, if we're designing for everyone, we're not really designing for anyone in particular, so this allows us to develop products and designs based on user needs, behaviors, and motivations, and then we know how and where various audiences may be and how to reach them. Next slide. So the next steps are coming up with criteria to prioritize the audiences for gender research and developing a list of those audiences and segmenting in the ways that I mentioned earlier and then developing research plans to specifically learn more about those audiences, sharing that out, and using that information as another method of informing our product life cycles. Next slide. So if you would like to know more, please feel free to email me. I'm relatively new to the foundation. You can also go to the OnWiki page. There is a mailing list where people are sharing information about audience research, and I'm really, really looking forward to prioritizing these audiences and then learning more about them. Thank you. And so real quick, I definitely should have said that it's a collaboration between product comms and design research, so thanks Abby for your work on this. And we've also been working with Reboot, who some of you may know is an external research firm from The New Readers Project, so they've been great as well. Great. Great, thanks guys. I think we'll go, we have a lot of, on our agenda today, so I think we'll go ahead to the next presenter, and then if there are questions, we'll circle back at Q&A time at the end. Just hold on to those questions. So next is going to be an update about the English fundraiser from Megan. Hello, can you hear me? Yes? Okay. Yes, we can. I can, yep. It's fundraiser time, and we're still in the middle of it. It's the middle of December now, so I'm going to share a quick update, and then later in 2017, we'll share more of a full analysis. Next slide. So we hit the goal. That's the big news. Thank you to everybody who donated, and to everybody who contributes to Wikipedia to make it something that's worth donating to. So that's our big news. It's been very exciting a couple of weeks, and very busy, so thank you as well to the fundraising team. We're roughly around 28 million right now. That's a moving number that's not settled or verified entirely, so it's a rough number for now. There's an announcement going out later today about us hitting the goal, and what that means for banners for the rest of the month. So that'll go to the mailing list later today, but for now, I'll just give you an update about how we're doing so far. We have been testing lots of different banners to reach our readers. We've tested about 350 so far in the last couple of weeks. We've sent 11 million emails to past donors, asking them to give again. Here, something new is that we limited banner impressions after two days, so that means that people who read lots and lots of Wikipedia articles do not continue to see lots and lots of banners, something that we feel pretty good about. In the last two weeks, Donor Services team has responded to 23,000 reader emails. I believe that is a new record, so thank you everybody for working on that. And this year has been very stable technically. For the last three months, the fundraising tech team worked to solve a single point of failure in the system, and it was a big undertaking. Other projects had to be moved to work on this, and it would not have been possible for us to reach the goal already without this work that they did. So thank you to FRTech for just making it all work securely, and other teams contributed as well. So thank you to everybody who worked on that and who had patience with that process as well. Next slide. So where did all of the gains come from? Why were we able to reach the goal so quickly? I've heard some rumors and some partially correct answers about this, so I'm happy to share some more information with you today. Next slide. For one thing, the banners are better. Next slide. Here's just the quick reminder of what we looked like last year on desktop. Next slide. And this is us now. Click it in. What's about a 45% improvement from last year? There's lots of changes here. Thanks guys. This came from lots of tests, a series of tests on our form, on the color we changed in response to feedback we received, and a lot of changes to the message, which I'm going to talk about mostly today. But this is part of where the gains came from. Same thing on mobile. This is last year's banner. We'll go ahead to next year, or this year's. Sorry. On the next slide. And click ahead. And this year on mobile, we're seeing a big increase as well. Click ahead, Juliet. Yeah, we're better on mobile than we were last year at this time. And it's similar to desktop. It's a lot of improvements to the flow, small wording, donation form, and also the message has gone through a pretty big transformation. Go ahead. Our emails are doing a lot better as well. So these are emails to people who have already donated in previous years. We're sending them a reminder this year. And there have been lots of improvements to the message here as well, as well as to the layout and the design and subject lines and things like that. But the messages are overall performing a lot better and they're longer this year, which is interesting because we have more space to talk about our vision and they're actually performing better as well. So good news on email. Next slide. We also have more contacts this year. So every year that we run the fundraiser, we add more people to our donor contact database and we have more people to email. So the amount that we raise from email is going up every year. And last year our list grew 26 percent and we've raised 45 percent more in donations compared to this time last year just from email alone. And we're seeing an 8 percent improvement in dollar raised per email sent. And this really defies industry standards in any projections that have been made. Usually as your your list grows and ages, it becomes less valuable and less productive. But through our iterative testing, we've actually been able to improve the performance of our emails. So we're in a unique situation here and and it's working really well. Next slide. Oh, actually can you go back to the last one? I think I missed one. No, okay, sorry, go ahead. Next slide. So what's new with the message? We had a big goal this year and it was to update the message to better reflect our vision and our values. Next slide. So a couple months ago we asked Jimmy and Catherine if we could interview them. And they said yes, luckily. And we had these interviews recorded and transcribed and we took the transcripts and really just pulled a lot of ideas and a lot of direct quotes straight from from the transcripts and put them into emails and banners and and it's really resonating with people. Next slide. We also had a lot of help from staff and community in the last few months. We've been running workshops asking for for feedback and then just in the last couple of weeks Joseph Seddon has been sending messages to the mailing list asking for lines and we've gotten a lot of fantastic messages. Thank you to everybody who sent things in. I'm not going to read all these out but take a look. These are all messages that have run in the last two weeks since the campaign has been up and it's been really a lot of fun to try to piece together all these different ideas and put it in one kind of coherent message and we've received a lot of really good feedback specifically about these new messages. So again thanks to everybody who's been sending ideas in. Next slide. So we have learned that genuine messages from real humans work. Yes, humans. When we talk with people who really care like Jimmy and Catherine and community members and staff members they have a real passion that that resonates with our readers and as the founder Jimmy can say things that nobody else in the planet can say and that's really powerful. So yes more talking from real humans and we've also been able to make our messages a bit longer and a lot of fundraising professionals will say that you know our message is too long but for us it works. Our readers are happy to to read more about us and to learn more about the movement which is great. On a process side we also learned something that works well for the team. We have a lot of remote people on the fundraising team and last month five of us got together in person and did a five-day sprint really focused on on messaging and it was really valuable to take time out of our regular schedule our regular to-do lists and meetings to to think just about this one thing and get as many ideas out as we could and yeah I think we're going to do it again but but we learned that that was really a worthwhile exercise. Next slide. I think we're going to take a moment to let our presenter turn off her personal messages. I can share my screen. Yeah I think just give her a second actually. Sure. Talk amongst yourselves. But it was it was really fun to to to kind of get in person have these interviews kind of long transcripts have a bunch of ideas from community staff members and try to put it all together in something coherent. It was really like a puzzle and it's still going on so the puzzle continues. Sorry everyone. That's okay. Yeah it sounds like on the public stream that was invisible but Juliette who's driving the slides was getting personal messages that we were seeing so we're just giving her a second to. I actually can't find the slide. It's up my deck. It's up from here. Yeah now we're past it. It's the it's on now. Slide number. Yeah so Oh it's here. To bring it up. I've actually not seen it in the slide in the presentation anymore. Yeah. I'm not going to take it to you yet. Hey we were on slide 50. Just that way. And it won't refresh now so just up to 50. I don't know 50 is not the right one. Yeah something happened to the deck. Megan do you want me to stop sharing and you can go? I can share screen. I still see it. Yeah why don't we have Megan go ahead and make over. Does that work? Can people see? Yeah you gotta click on it in here. Cool. Okay you are back on Megan. Great. So this is a message that's up in the current banner now. I'll just leave it here for a moment if people want to read it and people can come back to it later. I know we're short on time. And another one that's in our email. So those are a couple of the new material that's up and performing well and we're getting good feedback about it. And think about that. Have that in your mind. Hopefully I'll give you a couple ideas because I'm going to ask you for some later. On social, Jeff and the communications team has done a really good job this year of spreading the word about the fundraiser. Over 3 million Facebook users have seen this I Love Wikipedia profile frame and 9,000 people have used it on their own picture. On Twitter six and a half thousand people have used the hashtag I Love Wikipedia. And two million people have seen that hashtag. And the social part has really been fun this this campaign. I think it's added a lot. It's been positive. And thank you guys for helping spread the word there. And how you can help. You can help spread the word. You can update your Facebook picture, tweet about the fundraiser, ask people to donate. That would be great. Your ideas could also be helpful. We will have banners up for part of the rest of the month and we really want to use this time to try to make the message something that we all can feel really proud about. So if you have any ideas please email me or just Joseph Sutton his emails here. Or you can go on the fundraising page on Meta. But yes it's a great opportunity. The banners are up right now. So think about what you would want to tell our readers about the movement and we can work on it. So yes it's been a big month or a big couple of weeks. Thank you everybody who's donated to everybody who's who works on Wikipedia, who everybody on the fundraising team, comms, legal, reading team, really all departments have pitched in. So thank you all. It's it's it's been a big sprint. Thanks a lot. Let's hear from Megan in an adventure. Should I stop sharing? What should I do? Yeah I think we'll go ahead and switch back. Give us a second. And then I know there was a few questions on IRC. Again we'll just hold those to the end since we have one more big content block. Which is going to be next about the movement strategy and plans and what we know thus far. Oh yeah that's all. So they can see it in here too. Okay so I'm going to talk a few minutes before I dive into the slides and I've brought some notes because I'm not ashamed to prepare. I wanted to start out by saying 2016 if you're listening I'm looking forward to saying goodbye to you. Maybe we could all have a finger wave for all of us who are done with 2016. Yes any of us? Okay I want to tell you what we know about strategy thus far. We first just a little bit of the narrative and then some slides. We had to get our minimum viable act together to do so. And I think if we had shared earlier we would have inspired minimum viable confusion because we were still making sense of the challenge before us. It's a tricky thing when you're a leader with the new challenge and I think that's the position that Catherine's in right now. She talked to a great start. That much is clear. Yeah um if you attended Jody on the lance and Angel's meeting on the engagement scores this morning you know that we've had yet another bump in our scores. And I think in large part it's because of you guys. You've been focused and kind and really trying to make it work. And I'd like to have a shout out right now for our interrupts. I think you've all seen a real attitude of service from them. Some of them doing two jobs under fairly unclear conditions in the beginning. And I've seen people working hard to do the right thing for the right reasons and it's not always easy. So everyone's really played their part in that. But I think in this regard the in terms of movement strategy the EVs challenge is unique. The board has charged her with building a movement strategy. It's a tall order. A few have done this particularly at a global scale. So to some degree we're stepping in the unknown territory. It's a little bit exciting. A little bit scary. Let's just say I feel very awake. We had originally begun talent discussions relative to strategy with the brilliant Sika Uttaras and the ever-intelligent Anasiya Shen Gupta. Two women who have served this movement very well. Very well. We engaged in conversation with them for a couple weeks as to whether they would run the process and ultimately they said that they wanted to stay working for their new initiative whose knowledge. You should check it out. It's really cool. And they wanted to maintain sustainable pace in their lives. We were crushed but the heart wants what it wants. And we wanted to support them in doing what their heart wanted to do. This also happened to be about a week before the potentially biggest board meeting in our history. We needed to make a significant ask at the board for the talent and logistics we need to pull off this kind of challenge. So Katharine then had to focus on preparing the board. Lisa Guillaume who you will hear about more soon. And I picked in the high gear in search of talent. We don't have this talent within our immediate movement. This talent exists few places in the world. People who are seasoned in the non-profit sphere, altruists at heart, extensive international experience particularly in the developing world. Add on that the ability to architect not just a strategy but a movement strategy. And finally, they must be willing to deal with us. We're a bit of a raucous group. So the talent pool thins out pretty quickly. The good news is that we've added a number of candidates and think we have really solid leads who meet most if not all of our qualifications that I just read to you, the criteria I just read. There's no decision but the C team is doing some final vetting of people that they think are top-notch. So stay tuned. What I'd like to do is walk you through some high-level notes of what we do expect by Wikimania and what we don't. And what we expect to do between Wikimania and 2018 and how we're thinking about structuring the core team. Now you have this wonderful title slide that I'm sure you're all thrilled about. So given our past experience when many of us think of strategy, next slide, we think of this. This is Guillaume's work of art who's offering to you today. I love to strategize all the things. Next slide. We tend to think of drawn-out processes somehow leading to strategic plans with buckets of work and very detailed goals. Next slide. Here's another one of Guillaume's illustrations of that point you have obviously lots of chatting people and text buckets who are magically shoved through a magic wand and it results in a strategic plan with a somewhat sort of Roman-like god flowing a trumpet. Next slide. That's not what we're looking for. Next slide. What we're looking for by Wikimania instead is a strategic direction. It should be more than a mere synthesis or distillation of inputs. It'll need to be coherent meaning making and a lot of citations but it's not yet a detailed strategic plan. Next slide. A strategic direction is a general layer of meaning that sits right below the vision and speaks plainly and simply about a movement-wide theme for the next 15 years. Next slide. Once we have our thematic direction clarified after Wikimania we can talk through our roles across the movement the resources needed and hammer out the details and we'll have greater visibility about that phase as we make our way through phase one and start to learn what's working what's not working. So let's look at a very simple example. Say we all got together all across the movement and beyond a defined participation as a theme before or at or up to Wikimania and we have all clarified the types of participation that we'd like to see for example new geographies and readers, new editors, healthy communities. Next slide. Then after Wikimania we again gather in various groupings to talk about what different stakeholder groups would like to contribute toward participation and the resources needed to pull it off for the long haul together. Yeah, next slide. But first things first we need a team. Next slide. So let's start with the lead architect. Somebody responsible for moving us all to the final product and us all meaning our ecosystem of affiliates, users, experts, new users, cultural and education institutions and the Wikimedia Foundation and this this this picture here on the right although I love it. It's a little misleading because this person will not be a lone wolf. Next slide. We're going to partner the lead architect with a long time Wikimedian who knows the movement its history and really is painfully obsessed with documentation. Yeah, let's hear it. Wait till you see what he did with the values process. I think the back of my head flew off when I then I saw it. Next slide. And they'll need a smart dedicated project and stakeholder manager. Susie will be joining us. She'll keep the trains running on time and she's definitely proven that she can deliver under stress. Thank you Susie. Next slide. We'll organize the rest of the small core team according to the various stakeholder groups we need to include. Movement affiliates editors or contributors on wiki, new users, new geographies, and experts. Next slide. And we're going to pair each one of those leads with a movement partner. Someone similar to or like Guillaume in a different regard with that person that specific subject matter expertise. Next slide. And that's what we currently know. The entirety of it. There was a little bit of a chicken in the egg situation here. Some people internally are like you don't have enough yet plant enough plans yet. Some people externally were like there are your plans. So this is kind of trying to figure out what to communicate when but this is what we know so far. That's it. Thank you. With that I think we will start question time. James I know there's been a few backed up on IRC. Do we want to start with those? So I'm going to declare that the questions previously have been mostly answered in line. But we did just get one from Matt from the strategy process. How does the world with the new strategy relate to the world that's called the world of trustees in the advisory board? You want to take a swing at that? Or you want to take a swing at that? Yeah I'm just getting my thoughts together. Wasn't expecting that one. So yeah I can say again that that would help from ideas. It's how does the world of the new strategy group relate to the world's board of trustees and the advisory board? Yeah so I think I think that the board is obviously a super super important stakeholder in the strategy process and you know their thoughts and opinions on where we go forward matter a lot. I think there's other stakeholder groups and the strategy groups charge will be to get kind of input from everybody from every stakeholder group and kind of lead us to something that's going to have all hopefully everybody on board. Certainly the board of trustees has to be on board with whatever it is we end up with at the end of the day. So I think their role is one I mean this originated with them largely you know to do this. They have supported it going forward and obviously we need to have their continued support and yeah until until the end and the strategy group will you know I think I think talk to them a lot as stakeholders and and engage them a lot in the process just as they do other stakeholders to you know at the end of the day have something that is has broad support. You get into the advisory board. Oh yeah I think the advisory board is an interesting question. The advisory board is largely a group of individuals who have either been involved with this in the past often as former trustees or people who've made sort of extraordinary commitments to our work or contributions to it who are advocates for our values and and our mission in the broader sense. And I think that as we were looking at the different stakeholders that we'd likely need to consult and as Lisa said sorry as Anna said the process itself is sort of TBD. We know that we have a resolution to support resourcing in order to build a process that's going to be effective and we're very much hoping that that co-building of the process will happen together with folks who are interested from across the community. But we did start to do at least a preliminary mapping of stakeholders in order to understand what sort of resources we would need in order to make this an effective process. And one of the stakeholder groups that we identified both in terms of both through looking at past processes looking at best practices for developing strategy processes and in looking at the world around us was external stakeholders folks who are experts in their field whether that be in education and cultural institutions and knowledge generation in technology and innovation you name it folks who are not necessarily in the movement in the sense of being contributors or community members or members of affiliate organizations or staff members here but folks who are interested in what we do and have expertise to lend to there. And I think the overlap there between external experts and the advisory board is really the same. And so hopefully through the process of engaging external experts that will also engage the advisory board I think that there are a subset of those folks that we'd like to talk to. I don't have any further questions at this point. I have a question for Megan. Just I kind of came up in IRC which is about the feedback on messaging around the neutrality of our message and being fact based kind of dealing with the fake news environment that we find ourselves in and how that message has been effective but also how the feedback has been around that message. Yeah we've tried a few different variations of fake news and false news and that exact wording isn't in the banner today but it has been over the last few weeks. I think yeah people have responded positively we have received we have received good feedback from it. It just happens to be that the lines that are up now about Wikipedia being useful for you and that we provide a reliable neutral source of information are resonating a little bit more closely with people. So I think that we still have versions to try and different ideas but the exact wording of the message I put up earlier about the reliable neutral information is performing a little bit better right now. And Jeff is saying that people on social are saying that they give because of fake news. All right any other questions IRC or in room? Yeah I've got another one just came in from Joe I've never seen a 15 year strategy before. It seems clear that the movement priorities will need to ship during that fast stretch of time. Here's an example you can show the plan that looks like this for similar organizations. Yeah so again as I said we're not talking about a strategy we're talking about a thematic theme for the next 15 years and how we will continually allocate resources either across the movement or within the foundation to head after that theme. Clearly if after five years that theme is a corpse for some unforeseen reason then we'll gather and re-themeize. But yeah we're not going to have an elaborate detailed strategic plan for 15 years that would be nuts. Yeah. Thank you Kathy. One thing to add to that is that as we look at the tension of the timelines that we've worked on we know that software development timelines are often much shorter in timeouts so we know that the development of movements in communities takes time. We want to grow leaders in our community if we want to grow presence in places where we aren't currently that requires a longer term commitment than a 12 month planning cycle. Even a three year planning cycle is often too short and so while there will be a tension in terms of setting a direction and then executing and being able to continue to assess what are the right tactics and sort of sub-strategies to achieve progress in that direction what we're really looking for is on a set is sort of a thematic direction where do we want to go who do we want to be what will we be proud to have achieved as we look back. And then within that it's very likely that we'll have planning and strategic planning cycles that are shorter in nature that helps that interim directions for what we need to do and how we allocate those resources and what's the priority set towards those longer term goals. And you know I think it'll be interesting in that we don't have full control really of the outcome of this which keeps it exciting but we haven't set themes we're not going to have 10 themes because how would we prioritize and make decisions we need to have some kind of unifying clarity about you know thematically the direction we would want to go in together and if we have multiple themes could get a little bit funky that's not to say maybe there might be one or two or something like that but if you start getting any more it's kind of more like a Jackson Pollock than a strategic direction. Great thanks guys we've got a couple more questions we only have about two more minutes so maybe James do you want to go ahead and ask those and then we'll call a question time over and move on to wiki love. Sure so there's one that's asking a question around fundraising effectiveness and do we set a kind of target benchmark of if it reaches x percent of impressions which result in a donation then we hold steady there or do we keep pushing forward and how do we stop ourselves from backing out the site to get a hundred percent effective fundraising for 10 years and another one back on strategy was how do we evaluate the kind of value of money and time effectiveness of strategy and avoid spending potentially you know millions of dollars on the strategy process for the 2019 process you want to take or maybe you want to take it or be cute. Sure was the question how do we not just go crazy and you know put a big message I didn't totally hear it was it like how do we not just keep looking for gains that make the banner totally ridiculous. Yes. Okay well yes it would be easy to do that we do know how we could raise more money if we really needed to we could make the message really long and take over the whole page and we could make it blink and you know dance around the the page and that you couldn't close it but that would be bad for a lot of reasons though so we do test and we do always look for improvements but we also rely on on feedback that we get from from readers and our community and our staff about what's acceptable and what isn't we run these feedback sessions we ask people their opinions we do user tests and and focus groups and surveys to to sort of learn about our limits especially with any new approach we we you know might run a preliminary test or run it by a few people before it actually goes up on the site and this year as well we also have Joseph said and on the team who's serving as our community the liaison and and he's been doing kind of one-on-one and group sessions to to to make sure that you know our banners and our messaging is consistent with with our values as well from the community perspective thanks Megan so we are just over time we still have one more agenda item so if we maybe we can answer the strategy I think there was another question yeah as I say can we answer that real quick yeah sure so value for money two things that I really think about and then the accountabilities which is I think we've all become increasingly clear of what it's costing us to not have this shared direction to not mobilize us toward joint outcomes to at least place this in direct relationships with the hundreds of thousands of people that use our site I don't think we can afford not to do this I will say that I used to do strategy for a living and I've seen the proposals that have been given to us there are a third of the costs I'm used to seeing they're radically non-profit high price tag for us we're not used to seeing this well below the industry standards with way above average talent that's really heartwarming for me to see again sticker shock for maybe potentially a lot of us but well below industry standards in terms of measurements we've again until you have the person signed on it's all a straw man but we have outlined a series of accountabilities for each and every role that those people will be responsible for and that's our starter kit we can give you more as we progress I don't know if you want to add to that I think you're talking about what it costs us is really critical I would also sort of take a look at the fact that I think in total the expected expenditure for the coming year will be under five percent of our annual budget to focus on strategy work and when I say under I mean percentage point under at least and I think that that is a very reasonable amount of time and effort for us to be thinking into the future as an organization where do we want to go rather than thinking about how do we build budgets and plans and priorities based on where we've come from as incremental improvement really thinking about where do we want to invest in order to achieve our mission among the institution world from a technological standpoint from a demographic standpoint from a policy standpoint from a variety of different perspectives I might just add in a super concrete point on this which you know does a book beautifully talk about the big picture but from a major gifts perspective I can tell you every single major donor says I need to see your strategy and even that inadequate strategy that we look back on from 2010 more than paid for itself directly from gifts from major donors because so that you know the pamphlet that we handed then they all needed to see it before they would give us a grant so every single one of those million dollar grants or even even a hundred thousand dollar grant they asked to see you know a strategic vision something like that they do look at this work and it's it's a non-starter if we don't have it so from a very practical sense too the stuff the stuff is it's absolutely necessary for the major gifts work and we'll more than pay for itself we have one more thing it's not a major key survey earlier today and one of the key takeaways was around a lack of a vision that motivates our people to me that is the reason that we do this work right there if folks don't feel like they know how their work relates to what it is that we're doing and where we're going then we need to invest in that great on that note I think we'll move on to a quick moment of wiki love and wrap up so once to advance drive by love drive by love so wiki love live we're actually going to skip into some pre-prepared wiki love so once we go to the next line oh of course on this one side make sure I don't miss anything here on behalf of the foundation and the community we want to give a huge thanks to all of the fundraising team um their huge effort and scale for this big end of year campaign we appreciate all their creative ideas the many hours and meetings and basically all the tireless and often the physical work that these people do we're happy to celebrate the colossal efforts for this entire team and each of you exceed our goals despite challenges and you do so with kindness inspired us and we'll work with you to work our farm with it to show our appreciation each of the country's 16th receivers we treat you can see Volona Allelance Allena to receive your yummy uh gift and don't worry Remotis we'll save yours for the all hands in January I would promise not to eat them and you may try and we want to thank you all for your hard work oh amazing all right we've got one uh related moment of wiki love from IRC which is from Katie we said I wanted to give a shout out to Adam Wright Adam White of all the people at the foundation I probably worked with him directly more than anyone else and in that time I have never known him to sit quietly when he sees an opportunity to do more good I've received many notes over the years from random people letting me know that Adam's contributions turned something in the world around for the better he's I also have to big shout out to Robert Miller yeah I hope you guys get the best way for us not all the time but particularly the best way for us so I hope you guys definitely go on I wouldn't be all with our crisis illusions they have a really really tiny kind also I want to a good shout out to our safety team because we had our San Francisco for those who are in our theater for San Francisco refill evacuation drill and so also thank you to everyone who participated you know the team's been doing a lot of work on this they want you to work training you've got safety packets all together so big thank you to the team we appreciate you all and also to Robert as well go ahead I just want to say thank you to the ad hoc strategy team and everybody who's participated in those conversations including the strategy reading group and the folks who came to the director's meetings and then went back and talked to their teams about where we might go I just really appreciate the enthusiasm and I also appreciate y'all keeping the trains rolling down the tracks because it's just been a little bit of organized chaos exactly the kind of chaos that we thrive in but still a lot of chaos so thank you you're all right on that note only eight minutes over I think you're done thank you everyone for rolling with our unique metrics this month you were awesome David you were resilient thanks don't let the fed box die one big announcement speaking of wiki love if you want to show love some of our major donors we're going to be signing other cards upstairs so we'll describe that much not in the lounge but in the room yeah um the light solution yes but uh I can't hop yeah it makes us a big sense uh so please I don't think you'll see the mind