- 2014 Fundraising in a nutshell
- Raised $58.5M in 2014-2015 fiscal year to date (6 months ahead of plan)
- Raised $32.3 million in December 2014 alone
- Responded to increased mobile traffic with new campaigns on mobile and desktop
- Addressed challenges based on readership trends in key countries within Europe and North America where we raise the most funds
The Wikimedia Foundation (WMF) raises the funds for its operating budget every year, primarily from individual reader contributions. The fundraising department is responsible for ensuring that the organization and Wikimedia movement have funds to fulfill our mission.
WMF fundraising operates on the principle that donors are Wikimedia contributors too – just in a different way. The team is dedicated to understanding why readers and contributors value Wikipedia, as everything from a practical service to an abstract ideal. They evolve the fundraising model to respond to these user needs and mission values, while remaining ahead of new opportunities.
In the fiscal year 2013-2014 (July 1, 2013 – June 30, 2014), the Fundraising team raised $52.6 million, exceeding the annual plan goal by 5%. So far in the 2014-2015 fiscal year, (between July 1, 2014 – January 7, 2015), the team has raised $58.5 million from 4.2 million total donations. By reaching this number, we met our goal for the fiscal year six months ahead of our revenue plan.
During the 2014-2015 fiscal year, WMF and chapter online campaigns accounted for $52 million, and foundations and major gifts have accounted for $6.5 million of funds raised. In December 2014, during the primarily English-language campaign, the team raised $32.3 million from 2.5 million donations.
Also in 2014, Fundraising saw a 178% increase in matching donations, from $282,389 in 2013 to $786,296 in 2014. We believe this is a result of improved communication about corporate matching gift donations and more staff time allocated to processing requests.
The Fundraising team continued to diversify income sources in 2014 within mobile fundraising, international campaigns, and email campaigns. Early figures show significant gains were realized in funds raised in these areas, however desktop remains the leading source by a large margin, accounting for roughly 73% of donations during our December fundraiser alone.
Due to changing trends in readership [see Considerations section, below] Fundraising intentionally exceeded our goal in the 2014-2015 fiscal year in order to prepare for future challenges. We have also explored new banner formats and messaging to increase the effectiveness of our appeals. We will continue to do so in the months and years ahead.
- Ran a full campaign for the first time on mobile and tablet to address readership shifts.
- Improved mobile donations per impression. Initial testing (final results pending) indicated that average mobile donation size grew from $6.86 in 2013 to $10.42.
- Initial testing also indicated that donations (or attempts to donate) per impression grew from $0.000574 to $0.002956, a 415% increase.
- Optimized donation flow for people on the mobile site and for people reading email on mobile devices.
- Mobile full screen banner increased donations by 250% over the 2013 banner format.
- Expanded email campaigns.
- More than doubled the number of email A/B tests from 2013 to 2014, resulting in donations gains based on iterations in email message copy, design, deliverability, donation options and flow.
- Raised 20% more in the December email campaign in 2014 than in 2013.
- Raised 73% more in email donations in 2014 ($7.1) than 2013 ($4.1) partially due to launching the email campaign one month earlier.
- Launched the WMF's first multilingual direct email campaigns: Japanese, Dutch, German, Italian, French.
- More to come in the next 6 months: Hebrew, Swedish, Hungarian, Norwegian, Spanish, Catalan, Chinese, Portuguese, Brazilian Portuguese, and Ukrainian.
- Refined international campaigns.
- Generated a roughly 40% increase in revenue in each international campaign in the first half of the 2014 fiscal year compared to 2013.
- Focused on only one or two countries at a time, allowing an in-depth analysis of each country and language (by dividing the year into two to four week-long sections).
- In addition to the multilingual desktop banner campaigns, started to run multilingual mobile banners and send emails in donors' native languages.
- Added France as an international campaign.
- Explored and improved payment methods to make it easier for people to donate around the world.
- Began accepting Bitcoin as a payment method and added local credit cards in France.
- Integrated a new payment provider (WorldPay), that will eventually give us a holistic redundancy system for most of our international and domestic cards.
- Explored local methods for LATAM (Brazil, Mexico, Chile, Peru, Colombia, Uruguay and Argentina) and E-wallet for China (Alipay) for the 2014-2015 fiscal year.
- Continued year-round continuous research, testing, and feedback.
The Fundraising team conducts a great deal of research before, during, and after every major online campaign.
- Prior to the December English campaign, the fundraising team conducted several focus groups with past donors, a 1,000 person randomized reader survey, over 20 user tests, and over 100 A/B tests.
- During the course of the campaign, the team received feedback through a donor survey which was completed by over 250,000 respondents. Our donor services team replied to and tagged over 24,000 emails from readers and donors. They also monitor social media and feedback from staff and volunteers.
- Post-campaign, the team is in the process of conducting five follow-up focus groups and two separate 1,000 sample readers surveys – one replicating the November baseline survey and a second that digs in deeper to concerns raised by volunteers. We will share the results of all of this research once it is complete.
- ~45,000 email addresses signed up to receive information on how to edit Wikipedia.
- Banner-driven revenue is tied to traffic. Our data indicates that all traffic is trending down in the countries that have traditionally been our core financial contributors. If this trend continues, our model will be challenged in 2015.
- According to our projections, our revenue from our year-end English fundraiser would have decreased by 43% had we run the same campaign as last year.
- 90% of funds come from North America and Europe.
- Traffic has declined in Europe and North America
- In the U.S.: Between 2013 and 2014, total desktop and mobile pageviews in the U.S. dropped 8.6%
- Traffic has declined in many key European countries, for example:
- Belgium: 30% decline in total pageviews
- Netherlands: 31% decline in pageviews
- Traffic is up in many other countries, however these are not countries where we raise significant funds – and in some cases we are unable to fundraise due to local or national laws.
- India: 13% increase in total pageviews
- Iran: 168% increase in total pageviews
- Readership is shifting from desktop to mobile, including in the United States and Europe where we raise the overwhelming majority of our funds.
- The vast majority of our donations come from desktop banners.
- In 2014 mobile traffic increased by more than 60%, while desktop traffic remained flat or declined.
- With this shift from desktop to mobile in addition to the traffic decline, our banners are on average less productive. We need more effective messages to produce the same result.
- The overall decline in traffic may be linked to readers accessing Wikipedia content off-site, for example via Google's Knowledge Graph or Facebook.
- While these readers still may be accessing knowledge, they are not met with our appeals for an annual donation unless they visit the Wikipedia sites.
- This offsite engagement fulfills elements of our mission in the near-term, but may detract from long-term sustainability.
- This trend, along with the others outlined above, may impact the ability to meet future budget targets.
- As we face these challenges and explore new approaches for our banners, we will need to continue to innovate. Our responsibility is to meet the growing financial needs of the organization, while balancing often conflicting feedback from donors, readers, and the editor community.
- In November 2014, following a review of a proposed new banner format, the team incorporated design and technical elements suggested by community members and staff.
- In February, the WMF commissioned a professional, randomized survey of Wikipedia readers in the target countries for the December 2014 English fundraiser – the United States, Canada, the United Kingdom, Australia, and New Zealand. The survey focused largely on understanding reader opinions of the banners and messaging used during the 2014 campaign. The results of the survey are available here.
2015: The year ahead
The fundraising and executive teams are committed to engaging the organization for input and partnership as we explore these challenges in 2015 for Wikimedia to continue to be stewards of knowledge for the world. Fundraising views the following as organizational priorities to support the WMF and Wikimedia income model for 2015:
- Continue to diversify how we raise our funds, explore new payment options, and improve our messaging.
- Work with other WMF departments, prioritize readership and traffic growth, including in North America and Europe, through new avenues including partnerships.
- Turn up the other variables in online fundraising performance, such as banner effectiveness, improved payment methods, and diversified countries for fundraising.
- Grow other income channels, including mobile, email, foundations and major gifts.
- Develop new channels for reaching existing and potential donors.
- Hire Vice President of Partnerships to develop and oversee strategic collaborations with key partners in the free knowledge movement.
- Defending the projects and community
- Legal and Community Advocacy in a nutshell
- Released first-ever Transparency Report, detailing defense of user data and copyright compliance.
- Protected users and projects through litigation and community support.
- Responded promptly to all safety issues, which occur infrequently.
The Legal and Community Advocacy (LCA) team oversees all legal matters for the Foundation and focuses on key initiatives to help support the community, consistent with the Foundation's goals and values. This team deals with a wide range of issues and projects, including policy drafting, trademark and copyright law, international law, employment law, litigation, fundraising and grant law, domestic and international contracts, privacy law, ethics, internet law, and non-profit corporate governance.
Key focus areas include:
- Carrying forward the Foundation's goals of advocating for the community in new ways, including fighting for content online and facilitating community discussions about critical WMF initiatives that affect the community.
- Better supporting Wikimedia administrators and functionaries.
- Becoming a center of knowledge for strategic change management.
- Providing information about legal and legislative issues that impact online content.
In 2014, LCA focused on protecting the projects and users by developing proactive community policies, leveraging existing policies, taking legal action (litigation), operating key trust and safety functions, and supporting community groups and processes. We expect the need for these activities to continue and grow, with rising global censorship, internet regulation and copyright "reform," and increased interest from third parties to obtain user information.
- Developed proactive community policies to further our ability to protect users and projects.
- Solicited extensive community discussion – over 500,000 words in aggregate – for several major policy changes that address and confirm values of our movement and mission – including privacy, open trademarks, and fair editing.
- Released guidelines in April to clarify what happens when third parties – like police or individuals pursuing a lawsuit – request user information.
- In addition to protecting users through clear and consistent procedures, these guidelines help educate users on how to protect themselves.
- Supported community members to use Wikimedia trademarks in support of our free knowledge commitment.
- Consistently protected our users through litigation, leveraging WMF policies, and defending against third-party attempts to censor contributions or acquire personal data.
- Released the Wikimedia Foundation's first transparency report in August.
- Supported freedom for users to use neutral hosting platforms, including Wikipedia, to speak and share freely.
- In July with Wikimedia Italia, successfully dismissed a defamation lawsuit initiated by a rich and powerful Italian politician – the Italian judge ruled that the Wikimedia Foundation, as a hosting provider, is not subject to stricter defamation standards than the Italian press.
- Supported community's right to share knowledge freely without fear of speech-chilling lawsuits by privileged people.
- Fought undisclosed paid advocacy to protect the truth and neutrality of user contributions.
- Operated trust and safety functions to protect users from harm.
- Community Advocacy enabled the community to quickly deal with threats by handling emergency email systems which deal with difficult topics like suicide threats.
- Throughout the year, the Community Advocacy team performed trust and safety functions, processing on average one threat of harm to self or others every three days.
- Community Advocacy was available 24/7 to process emergency calls.
- Supported community groups and processes, directly liaising with and supporting a number of committees created to facilitate volunteer efforts.
- These include the Arbitration Committee, stewards, checkusers, oversighters, and other global functionaries.
- In September, Community Advocacy hosted the first OTRS administrators meeting in San Francisco to help develop better operating practices for that team.
- The team solicited, evaluated, and offered candidates for the Ombudsmen, and assisted them throughout the year.
- The team supported the 2014 English Wikipedia Arbitration Committee elections, including leading a redesign of the SecurePoll voting system.
- Supported both internal and external sharing of information.
- Community Advocacy actively created and disseminated knowledge about the Wikimedia community, including to staff, community, article subjects, and readers who do not yet contribute.
- Staff communications started with teaching new staff how the community works and continued into advising staff of developments on the projects, evaluating specific content, and serving as a sounding board for community concerns.
- Externally, Community Advocacy responded to many regular communications via both snail mail and email. During 2014, the team improved processes for handling these sorts of communications, consolidating two channels into a streamlined response system with an answer wizard.
- Community Advocacy provided information and assistance to members of the editing community, helping them directly, putting them in touch with other staff, or referring them to appropriate community processes.
- Community Advocacy also helped to keep the community apprised of legal actions like right to be forgotten requests or Digital Millennium Copyright Act (DMCA) takedown notices, and supported transparency by publishing relevant details on various community pages and Chilling Effects.
- Legal processed 166 trademark requests, granting licenses for 38 requests. Many of the usage requests did not require require a license because of the new trademark policy, which allows for more open use of WMF trademarks by community members.
- Conducted strategy consultations in late 2014.
- Began laying the groundwork for the 2015 strategy consultations so the community can be empowered to give input into determining the best direction for our movement.
- Global censorship is on the rise.
- Internet regulation and copyright "reform."
- While copyright reform presents an opportunity for the movement, it also represents potential risks, as various interest groups around the world will press for SOPA-like changes and term extensions, both directly through copyright law and indirectly, through mechanisms like trade agreements.
2015: The year ahead
In 2015, the Legal department will:
- Continue to defend Wikimedia and the community by using all the tools available, from litigation to robust privacy and DMCA policies.
- Continue to support WMF from product development, to board meetings, to contracts review.
- Build on our public policy strategy to continue our active engagement with the community and develop strategies to combat the global uptick in censorship and other crucial policy issues.
As of February 2015, the Community Advocacy arm of LCA has been integrated into the newly formed Community Engagement department. The Community Advocacy team will aim to:
- Continue community support, including by keeping its more than 15 regular workflows fast and efficient.
- Respond quickly to address obstacles and support the work of our communities and staff.
- Continue to support legal and other departments in major community consultations.
Also in 2015, the Community Advocacy team will drive the 2015 strategy consultation. Community Advocacy is coordinating with other key staff to launch an agile new strategy process to help Wikimedia maintain a strategic direction consistent with the Wikimedia vision and to support the Wikimedia projects, while remaining sensitive to the changing global environment. This process began in February with a "Strategic Visioning" Community Consultation.
- Sharing the Wikimedia story
- Communications in a nutshell
- Built capabilities and foundational processes for the team, beginning with hire of organization's first Chief Communications Officer
- Produced and launched first Year in Review video (230,000+ on YouTube alone), telling a global story about the impact of Wikipedia
- Produced first online Annual Report
- Relaunched the Wikimedia blog to serve as a global storytelling tool for the communities
The Communications team leads the Foundation's efforts to openly and effectively share information – about the Wikimedia movement, the Wikimedia projects, and the Wikimedia Foundation's work itself – with a global audience including Wikimedia users, the general public, Wikimedia community members, and other stakeholders.
In 2014, the Communications department grew quickly. Beginning with the addition of the organization's first Chief Communications Officer, the team added and reorganized staff to meet current and future needs. Throughout the year, the team worked to shift its focus from reactive to proactive communications in order to ensure that the Wikimedia story was being told broadly, accurately, and with compelling messages.
Key priorities for 2014 included:
- Growing core team capabilities to support more strategic and far-reaching communications activities.
- Driving special branding projects to tell the Wikimedia stories in impactful, new ways.
- Promoting key events with public relations to build awareness among key audiences, for example the iOS app launch and Transparency Report.
- Responding promptly and accurately to incoming requests from the press and other influencers.
- Managing key communications channels for the movement, including official Wikipedia and Wikimedia social properties and the Wikimedia blog.
- Completed special projects to expand branding and reach broad audience with Wikimedia stories.
- Produced and launched first Year in Review video, receiving 230,000+ views on YouTube alone.
- Created first microsite version of the Annual Report to help contributors connect to our mission and explain financial realities of a top 10 web property. The new format created a more accessible experience with potential to increase our reach.
- Proactively pitched organizational milestones with media, resulting in coverage to support WMF goals.
- Wikipedia iOS app launch (July 31st): resulted in 42 media hits including in mainstream tech press and coincided with X % increase in new mobile account registrations.
- Transparency Report (August 6th): resulted in 27 media hits from 19 of the world's top 40 publications. Most of these articles focused on the low number of takedown requests and requests for user data that were granted, as well as WMF's fight against censorship. 80% of coverage carried quotes from Wikipedia leadership, including: The New York Times, The Guardian, BBC, Daily Telegraph, The Washington Post, and more.
- Right to be Forgotten (August 6th): resulted in 25 media hits from 19 of the world's top 40 publications. Of these stories came, 24 from media attending press briefing or from a WMF/Minassian embargoed pre-brief, and 100% of stories ran quotes from WMF and/or Jimmy Wales.
- Year in Review Video (December 2014): within the first week of the launch, the video received a total of 130 media hits in 16 languages. The most hits came from Spanish, Russian, and English language outlets.
- Communications also responded to more than 250 inquiries from the press during 2014, ensuring that the story we told about the community, projects, and the WMF was accurate and aligned with movement values.
- Amplified the voice of the Wikimedia movement and communities.
- The Wikimedia Blog was relaunched with a new design in July 2014, reflecting its role as a global channel for the Wikimedia movement, with posts ranging from tech updates to human-interest profiles.
- Important feature changes include the ability to feature posts and surface comments, and better support for multilingual posts.
- The Communications team intends to support increasing its use as a movement communications hub in 2015.
- Conducted more than 50 community member interviews in 2014 (including 10 on camera and 41 audio only).
- 8 repurposed as blog posts (with more yet-to be published in 2015)
- 2 produced into videos
- Produced 9 videos showcasing the power of the movement and our mission.
- Improved organizational and Wikimedia communication maturity.
- Conducted media training for Executive Director, Vice President of Engineering, and six other executives, and staff.
- Identified and developed community members for media responses and participation to develop authentic, non-WMF voices for the movement.
|A Closer Look: Digital Media & Engagement
- 2014 Blog Performance
- Published 306 new blog posts in 2014 (about one post per weekday)
- Blog was viewed more than 8.6 million times in 2014, or an average of 23k views per day. (Note this high number is not typical, and was due to a huge traffic bump from CentralNotice banners in May-July 2014: in contrast, average daily traffic reported by Wordpress in December 2014 was about 4k views/day, which is more typical of current blog performance.)
- About 84,589 monthly unique visitors viewed the Wikimedia blog in December 2014.
- Most blog visitors in December 2014 came from the United States. Other top 5 countries included the United Kingdom, India, Germany, and Canada.
- The top referring sites in the last quarter of 2014 were: Facebook, Wikimedia Foundation, Hacker News, Twitter and Reddit – as much as a third of blog traffic was referred from our social media channels.
The high referrals from the Wikimedia Foundation website are likely to originate from Wikipedia and our largest sites. This suggests that tighter integration with these projects could help increase traffic to the blog in the future.
- 2014 Social Media Performance
- 4,398,896 total page likes from 1,369,144 over 2014, or 221% growth (net 3,029,752 likes).
- 559 posts in 2014 (about 1.5 per day)
- Tweeted 206 times from @wikipedia in 2014, or ~ 0.56 tweets per day
- Grew followers by 10.3%, reaching more than 293K
- Tweeted 495 times from @wikimedia, or ~1.36 tweets per day
- Grew followers by ~40%, from 17,492 Followers (1/5/2014) to 24,482 (12/28/2014)
- Wikimedia has a brand "identity crisis."
- The identities of Wikimedia, Wikipedia, other projects, and the Wikimedia Foundation are unclear from a branding perspective.
- We have unresolved considerations around "ownership" of identity, logos, and marks – what can be changed, what should be changed, and with what stakeholders.
- We lack baseline data on global public perception of our "brands" and identity.
- Our existing assets do not fulfill our needs (for example, we lack one unified identity to cover the many projects and communities in the movement).
- We are in decline, sexist, and obsolete – or so the media says.
- There is a perception among certain media that the Wikipedia community is a hostile environment and a movement in decline.
- Negative coverage from 2014 was especially focused on the gender gap:
- Negative coverage also focused on decline in pageviews:
- Traffic and engagement for content and brands is increasingly social, but we lack a unified strategy and clear goals for our social presence.
- We have not thoroughly analyzed the world's use of social media and what that means for us, for example: there may be opportunities on platforms where we do not currently focus, like Instagram, WhatsApp, and more.
- There is a significant opportunity to increase frequency across platforms. However, we do not yet have a single person dedicated to social media full-time. We continue to crowdsource internally our social media and aim to add strategic direction with data and oversight.
- Like Wikimedia as a whole, our social platforms have an "identity crisis" – the team consolidated Wikipedia and Wikimedia into "Wikipedia Facebook" but we have separate Wikipedia and Wikimedia accounts for Twitter and Google+. We have a Wikimedia Foundation account for LinkedIn with no clear strategy.
- Our reach is limited by policies of social platforms – for example, Facebook's restricting organic reach to about 1–2% of our followers. This creates an obstacle to reaching supporters, unless we pay for exposure.
- Like on our projects, there is a distinct gender gap on our social media channels:
- Likes: 67% men 32% women (Facebook average is 54% men 46% women).
- People engaged: 73% men 27% women (wider spread than our fans).
- Twitter (@wikipedia)
- Followers: 203,000 (71%) men 83,100 (29%) women
- Twitter (@wikimedia)
- Followers: 18,300 (79%) men 4,900 (21%) women
- Google+ (Wikipedia)
- Followers: 35,388 (74.28%) men 10,928 (22.94%) women 1,327 (2.79%) other
- Google+ (Wikimedia)
- Followers: 2,424 (80.96%) men 466 (15.56%) women 104 (3.47%) other
2015: The year ahead
Key focus areas for 2015 include:
- Drive major campaigns, messaging, and initiatives that support our mission and story. This includes preparation for Wikipedia's 15th anniversary in 2016.
- Conceptualize, plan, and execute forward-looking campaigns, messaging, storytelling, advocacy, and initiatives in support of WMF high-priority strategic initiatives.
- Develop strategy for brand management, development, and communication.
- Coordinate brand research, positioning, and management.
- Initiate global market research, analysis, planning; brand positioning and partnerships; marketing and other materials; design, collateral, and products; social media; and trademarks support.
- Manage public relations and issues management.
- Oversee and execute on media and public relations, external positioning, crisis response, statements and releases for increasing positive coverage and distribution of priority initiatives and campaigns.
- Develop product marketing and communications.
- Drive positioning and awareness of WMF-developed products and technologies, in support of the Product and Engineering teams and Wikimedia strategic innovation objectives.
- Support research, analysis, and identification of personas and segmentation to guide messaging, positioning, collateral, and public relations.
- Improving transparency and coordination around activities of the WMF.
- Produce a State of the WMF report.
- Hold a Product/Communications workshop to improve processes and objectives around key communications releases.
Talent & Culture
Supporting our mission and culture
- Talent and Culture in a nutshell
- Hired 58 new staff and contractors, and processed 25 departures
- Hired Executive Director, two C-level executives
- Supported board and executive development work integrated with strategy process
- Improved recruiting processes and efficiency; more work needs to be done
- Launched learning and development programs and invested in benefits coordination
The Talent and Culture team acts as a strategic partner with organizational leadership to impact and develop the culture, leadership, and personnel administration in service of the ongoing maturation of Wikimedia Foundation.
Focus areas include employee and contractor relations, organizational and employee development, compensation and benefits, payroll, recruiting, and compliance.
In 2014, the Talent and Culture team focused on enabling strategic advancement of the organization by making key leadership hires, supporting strategic planning, improving benefits processes and coordination, and expanding Learning and Development. At the same time, recruiting has improved over the last few months, with the average days to hire dropping from an average of 87 to 43 . There is still more work to be done and a new recruiting leader to be hired. Overall, Talent and Culture is accountable for approximately 4% of the Wikimedia Foundation's overall budget.
Key 2014 personnel updates include:
- 58 employees hired for new roles or to replace departures in collaboration with hiring managers and, for certain roles, search agencies
- 25 departures
- 202 full-time employees (FTE) as of 12/31/14
- 77% are US-based in 19 states
- 23% are based abroad in 19 countries
- Staff speaks 45 languages
- 38 active cases with immigration
||New Hires (FTE)
||Temp, Contractors, Interns
|Product & Strategy
|Talent & Culture
|Finance & Administration
2014 New Hires, Departures, Current Employees, Temps/Contractors/Interns. All numbers as of 12/31/2014.
- Made key leadership hires and supported strategy process.
- Made key leadership hires including Executive Director, Chief Communications Officer, and Vice President of Engineering.
- Supported strategy project by bringing on strategist who works with Executive Director to augment and shepherd our strategy process.
- Consolidated former Global Education and Program departments into Grantmaking: Grantmaking, Learning and Evaluation, and Education.
- Delivered 5 Board and C-level retreats, including a Strategy Offsite, and the annual All Hands.
- Invested in benefits and supported employment needs.
- Added Benefits Coordinator to ensure smooth delivery of benefits while optimizing and improving our offerings.
- Identified a vendor (global employment organization) to support the internationalization of certain contractors, with an early 2015 rollout.
- Processed payroll and compliance for more than 200 employees.
- Launched Learning and Organizational Development program.
- Added Senior Learning and Organizational Development position to increase department ability to deal with change and tension.
- Launched third cohort of WikiLead with 16 leaders from the across organization.
- Piloted first version of in-house class to identify most important problems: 25 people in two groups participated. Survey showed 98% of attendants felt class was worth donor money.
- Launched Strategy Track Teams to move us closer to users and bring "the world out there" within the four walls of WMF.
- Improved talent acquisition.
- Implemented new applicant tracking system, Greenhouse, which improved recruiting processes and transparency.
- Streamlined hiring packet process cutting down time significantly for hiring teams and recruiters.
- Decreased number of onsite interviews to 6 per candidate, improving candidate experience and improving hiring speed.
- Implemented new kick-off process for any new requisitions, which has improved hiring speed.
- Since July 2014, days to hire dropped from an average of 87 to 43, bringing the WMF closer to the tech industry average of 38.9 days.
- Built team capacity with new Recruiter and Recruiting Coordinator.
- Retention and recruiting challenges as a technology-driven non-profit operating in one of the most competitive job markets in the world.
- The team's biggest challenge is to build up internal recruiting capability in order to improve candidate experience while continuing to increase hiring quality and speed.
- We are, however, on target to hire all requisition number openings by end of fiscal year.
- We still need a dedicated leader to further evolve our recruiting practices.
- As we continue to align the organizational structure to our evolving strategy, including reorganizing Engineering, WMF staff may experience increased strain (at least in the short-term), posing a risk to retention and recruiting efforts.
- As an organization, we have significant progress to make in terms of diversity.
- While the split between women and men in leadership is nearly even, women make up only 35% of the total staff and 17% of our Product/Engineering teams.
- We support a global movement but more than 74% of our staff is Caucasian.
2015: The year ahead
In 2015 the Talent and Culture aims to:
- Hire great people.
- Build recruiting team to hire "the right fit" – a diverse body of capable, mission-aligned people to support the organization on executing on their mission, particularly the leadership level – at an increased velocity.
- The focus will be on defining key characteristics, ongoing candidate experience research, support fellowship program, gender and diversity outreach, hiring manager training (including on "Overcoming Bias"), and recruiting.
- Train and develop staff.
- Build training roadmap from January 2015 to June 2016 for key skills and implement, growing second-level leadership.
- Key activities will include WikiLead 2.0, conducting targeted skills-based trainings (for example, community communications), and running a coaching program.
- Design the culture shift.
- Use process levers to support culture with the dual purpose of supporting the WMF unique identity and mission, and increase capability to execute.
- The team will work to build desired culture attributes more robustly into our leveling and organizational structure through recruiting, onboarding (Orientation 2.0), recognition, and performance assessment.
Finance & Administration
- Allocating resources for impact
- Finance & Administration in a nutshell
- Continued to practice transparency with donors and the community with clear reporting
- Instituted new investment measures to extend the value of funds, for example a long-term reserve fund
- Made improvements to the office and began planning for 5th floor expansion to support organizational growth
Because our operating budget comes primarily from individual donors, the WMF has a strong commitment to stewardship of contributor funds. We consider all expenditures against a framework of our strategy, values, and mission. We carry financial reserves in accordance with non-profit best practices to ensure the future and health of the Wikimedia projects.
The Finance and Administration team's core responsibilities include:
- Financial management, planning, and reporting for the WMF
- Operating internal information technology (IT) to enable organization
- Managing and allocating WMF facilities and equipment
For 2014, in addition to Administration and Governance and Fundraising, the WMF's financial activities and performance can be broken down into three categories: how donor contributions support Wikimedia project websites, our communities, and free knowledge overall.
As of June 30, 2014
In thousands, in US dollars
|Cash & cash equivalents
|Current portion of contributions receivable
|Prepaid expenses & other current assets
|Total current assets
|Property, plant, & equipment, net
|Noncurrent portion of contributions receivable
Liabilities and Net Assets
|Total current liabilities
|Total net asset
|Total liabilities and net assets
Statement of Activities
For the period from July 1, 2013 through June 30, 2014
In thousands, in US dollars
Unrestricted net assets
|Support and revenue
|Donations and contributions
|In-kind service revenue
|Other income, net
|Release of restrictions on temporarily restricted net assets
|Total support and revenue
|Salaries and wages
|Award and grants
|In-kind service expenses
|Other operating expenses
|Travel and conferences
|Special event expense, net
|Increase in unrestricted net assets
|Temporarily restricted net assets
|Release of restrictions on temporarily restricted net assets
|Increase in temporarily restricted net assets
|Increase in net assets
|Net assets at beginning of year
|Net assets at end of year
Departmental allocation of expenses
For the period from July 1, 2013 through June 30, 2014
in thousands, in US dollars
|Product and Engineering
|Grantmaking and Programs
|Management and Governance
|General and Administrative
- Instituted new measures that extend the value of WMF funds.
- Started new purchase card program for all department admins to incur rebates back to the WMF.
- Created a long-term reserve fund to invest for long-term value through means such as stocks and bonds.
- Made improvements to WMF office and began planning for 5th floor expansion to support productivity and the growing organization.
- Completed 6th floor improvement project within budget, balancing sunk costs of base building repairs and upgrades with our current tenant space needs.
- Built give new, small, conducive conversation hangout rooms for open-office function.
- Heating, ventilation, and air conditioning (HVAC) disruption diminished in south-west corner of system to build out four new small, usable spaces, however we did not get the overall HVAC improvements anticipated with system changes.
- Scoped and began renovations on 5th floor expansion (available for use beginning in late March).
- Budget decisions have been made based on function and with minimal sunk costs into this leased space and building. We will limit spending to things we can take with us.
- Increased building security to prevent theft and protect employees.
- Due to a number of external security issues in 2014, the Finance and Administration team worked to extend hours that building has a guard present and ensured that cameras were installed on every floor.
- The team also worked with building management to install key access for floors via elevators and add a guard for 2nd floor vulnerability until building management adds a door.
- Produced annual international gathering Wikimania 2014, London, August 6-10, 2014.
The event was produced and organized by community volunteers with support by WMF conference coordinator, Ellie Young, and WMF teams from Communications, Engineering and other departments.
- Final Attendance: 1,520
- 172 of the above were volunteers
- 62 of the above were performers
- 72 of the above were press
- 139 scholarship registrations (includes WMF-funded scholarship recipients, IEG, PEG, and 2014 bid team members)
- 157 WMF registrations
- 59 different countries represented
- 1,076 Wikimedia project usernames given out of 1,520 total attendees (71% Wikimedians)
- Community Village: 35 conference booths for information by groups and chapters.
- 18 Non-Wikimedia organizations.
- 10,138 people attended Digital Revolutions exhibit at the Barbican Centre during the conference and most will have been through the Community Village
- Gender balance by registration:
- As we increasingly work with staff and volunteers around the world, we need to work harder to protect those in higher risk countries.
- Although the WMF staff has more than doubled over the last two and a half years, the size of the Finance and Administration team has remained the same.
- Added space, staff, and complexity puts additional pressure on finance and IT, making it more difficult for this lean team to support the organization.
2015: The year ahead
Finance and Administration priorities for 2015 include:
- Manage office expansion to 5th floor of headquarters.
- Create collaborative meeting space for larger metrics style meetings with upgraded A/V system.
- Target project cost per square foot is an estimated 40% below market rate for similar expansions.
- Install 24-28 dedicated sit/stand seats on half of the floor.
- Increase conference room availability through two new rooms, and additional collaborative areas for non-sensitive meetings and create more communal, lounge areas for eating together and small group collaborations.
- Re-purpose space on 3rd and 6th floor to accommodate organization needs like recording studio space, design work space for teams.
- Base budget decisions on function and with minimal sunk costs into leased space and building.
- Renovation in process; target April 2015 to make space available.
- Continue to explore ways to extend the value of our funds.
- Manage existing projects to make our funds last and explore further opportunities to add value.
- Cooperate on more effective reporting for decision-making.
- Work to bring consistency around the various reporting structures within the organization.
- Develop processes to support on time, on budget Call to Action initiative.