Wikimedia Technology/Annual Plans/ERF OKR: Impact Culture: Business Intelligence

= Impact Culture: Business Intelligence = FY21/22 Organization Efficacy & Resilience OKR for Wikimedia Technology Department

Accountable: Sumeet Bodington 

OKR Overview
Foundation leadership has access to organizational data, insights and dashboards for impactful decision making.

Key Result 1 Each quarter, 50% of departments work with the GDI team on the theory of change; develop org-level business metrics, including Social Return on Investment (SROI) measures by Q2

Key Result 2 By end of Jan 2022, design and roll out a data dashboard that can be used by at least 50% of Foundation departments for annual planning.



Objective Rationale
The Global Data & Insights Team gathers, analyzes, and shares data to inform practices across the organization. We assess the effectiveness, efficiency, and impact of Foundation programs and operations, the movement, and the world so we can continue to be an effective change agent in the movement for free knowledge.

To carry out that work, we need organization-wide frameworks and tools for a shared understanding of how Foundation activities are tied to outcomes and our strategic impact. By investing in developing these frameworks and tools, Foundation leadership can make more informed decisions for our current and future strategic priorities.

Definitions
 * All Department Leads – TBD
 * Annual Plan (AP) – The Wikimedia Foundation Annual Plan is the plan of record for the Wikimedia Foundation's work each year. These are scheduled for the Wikimedia Foundation's fiscal year, which starts at July 1 and ends at June 30 of the following year.
 * Annual Planning Delegates - Foundation staff identified by their respective departments to act as delegates for the department in coordinating the implementation of the planning process.
 * Annual Planning Delegates - Foundation staff identified by their respective departments to act as delegates for the department in coordinating the implementation of the planning process.
 * Business Metric - A quantifiable measure that is used to track, monitor, and assess the status of a specific business process.
 * Data Pipeline - For the purposes of this KR, a “data pipeline” does not necessarily refer to fully automated data pipeline, but rather the tooling and processes (manual or automated) that the GDI team will use to compile and manage metrics across disparate data collection systems.
 * Evaluability - The extent to which an activity or project can be evaluated in a reliable and credible fashion. Is the evaluation feasible given our resources?
 * Medium Term Plan (MTP) – A plan mapping out the major institutional and technical goals under the responsibility and mission of the Wikimedia Foundation. This plan is intended to support the vision laid out by Wikimedia 2030 and reflects the Foundation’s interpretation of the activities it can undertake to support the broader movement in becoming the essential infrastructure of free knowledge.
 * Process Improvement Team - TBD
 * Social Return on Investment – Social return on investment (SROI) is a principles-based method for measuring extra-financial value (such as environmental or social value not currently reflected or involved in conventional financial accounts). It can be used by any entity to evaluate impact on stakeholders, identify ways to improve performance, and enhance the performance of investments.
 * Theory of Change – Theory of Change (ToC) is a methodology for planning, participation, and evaluation that is used in companies, philanthropy, not-for-profit and government sectors to promote social change. Theory of Change defines long-term goals and then maps backward to identify necessary preconditions.
 * Quarterly Tuning Sessions - The Tuning Session is the Foundation’s quarterly process for assessing progress towards our MTP commitments and ongoing support for core work. The process is scheduled to commence as close as possible to the end of the previous quarter. The Foundation intends to use this process to communicate successes and misses, share what was learned from the previous quarter, and foster collaboration/alignment between teams.
 * Value Chain - A value chain is a set of activities that an organization performs in order to deliver a valuable product or service for the market.



Key Result 1: Theory of Change (ToC) & Social Return on Investment (SROI)
Each quarter, 50% of departments work with the GDI team on the theory of change; develop org-level business metrics, including Social Return on Investment (SROI) measures by Q2

The GDI team will work with the Annual Planning team on theory of change; develop org-level business metrics, including Social Return on Investment (SROI) measures.

Intent and Desired Outcomes This Key Result involves two relevant projects in FY21/22 within the ERF domain: Org-Level Theory of Change (ToC) and Social Return on Investment (SROI).

As the Foundation prepares to enter another phase of annual and medium-term planning in 2022, the Global Data & Insights team will facilitate the creation of an organization-wide Theory of Change framework to alignwith the Foundation’s overall strategic objectives. The Theory of Change will lay out the logical connection between the Foundation's programmatic investments, activities, outputs, and short- to medium-term outcomes, and will serve as a learning tool for the Foundation to deepen its long-term impact in future years.

In Q2 of FY 2021-22, the GDI team will organize workshops for the Annual Planning Delegates onthe Theory of Change methodology and how it can be leveraged to connect our planning activities to our strategic objectives. This will lay the groundwork for the Annual Planning team to leverage the Theory of Change framework during Annual Planning offsites in Q3 of FY 2021-22. During this time, the GDI team will also kick off conversations and workshops with the Board, C-Team and Foundation staff to co-create a multi-year Theory of Change. Both the development of the AP ToC and our multi-year strategy are intended to be collaborative and generative processes, and will require explicit buy-in from executive leadership, the Board, and the movement to be successful.

In FY 2021-22, the GDI will also work with specialists with expertise in Social Return on Investment (SROI) measurement and value chain analysis to craft a set of metrics specific to the Foundation’s long-term social impact objectives. SROI and value chain are frameworks used to help nonprofits quantify the impact of their programmatic activities. Our hypothesis is that by adopting a standardized set of metrics that can be socialized throughout the Foundation and the community, we’ll be able to encourage focus, clarity and intention during strategic planning and hold ourselves accountable to the outcomes and impact we’re ultimately trying to achieve through the work we prioritize. We will pilot this work in Q3 of FY 2021-22 alongside the Theory of Change mapping initiatives.

Related Quarterly OKRs
 * Q1: Secure resources to facilitate Theory of Change training and workshops and the Social Return on Investment pilot project.
 * Q2: Facilitate Theory of Change workshops for all Annual Planning Delegates and Global Data & Insights with XX% strongly agreeing they feel better prepared to help their department/team set impactful objectives and measurable key results.
 * Q2: Clarify basic org-level Theory of Change and gather available metrics.
 * Q3: Facilitate use of the Theory of Change framework during Annual Planning offsites with XX% strongly agreeing the revamped Annual Planning process helped their department/team to set impactful objectives and measurable key results.
 * Q3: Initiate the adoption of the Theory of Change framework to inform MTP 2.0 through workshops conducted by outside facilitators for the Board, C-Team and Foundation staff.
 * Q3: Pilot the Social Return on Investment framework with one cross-departmental initiative for FY 2022-23.
 * Q4: Facilitate completion of the multi-year Theory of Change to inform MTP 2.0 and secure commitment to leverage the framework for future annual planning.

Activities, Deliverables & Resourcing

Q1: Secure resources for Theory of Change training and workshops and to Social Return on Investment pilot project.

Q2: Facilitate Theory of Change workshops for all Annual Planning Delegates and Global Data & Insights with XX% strongly agreeing they feel better prepared to help their department/team set impactful objectives and measurable key results. Q2: Clarify basic org-level Theory of Change and gather available metrics.

Q3: Facilitate use of the Theory of Change framework during Annual Planning offsites with XX% strongly agreeing the revamped Annual Planning process helped their department/team to set impactful objectives and measurable key results. Q3: Initiate the adoption of the Theory of Change framework to inform MTP 2.0 through workshops conducted by outside facilitators for the Board, C-Team and Foundation staff. Q3: Pilot the Social Return on Investment framework with 50% of departments committed to reporting SROI metrics quarterly for FY22/23.

Q4: Facilitate completion of the multi-year Theory of Change to inform MTP 2.0 and secure commitment to leverage the framework for future annual planning.



Key Result 2: MTP / AP Dashboard
By end of Jan 2022, design and roll out a data dashboard that can be used by at least 50% of Foundation departments for annual planning.

Intent and Desired Outcomes Each year, as Wikimedia Foundation leadership and staff enter the annual planning process, questions arise about whether the activities we’ve invested in in the previous year have achieved the intended outcomes and whether or not we could be using our Foundation resources more effectively to deliver on our highest impact objectives.

In coordination with the work described in Key Result 1 above (developing an organization-wide theory of change and social return on investment metrics), the GDI team plans to launch a dashboard that synthesizes progress on key AP and MTP priorities to leadership & Foundation staff. We aim to launch the dashboard by the end of January 2022 as a tool for the FY 2022-23 annual planning process.

If the pilot dashboard is well received as a tool for improving strategic decision-making, it would be updated on an ongoing basis as a single “source of truth” for regularly monitoring and evaluating the Foundation’s performance.

Related Quarterly OKRs
 * Q1: Define scope of end-product in coordination with Annual Planning team and define a short list of initial metrics for inclusion.
 * Q2: Finalize metrics and map out data access points and develop data pipelines for MTP/AP evaluation/monitoring.
 * Q3: Develop and soft launch internal dashboard for use in the annual planning process with XX% of participants strongly agreeing the dashboard helped their department/team to set impactful objectives and measurable key results.
 * Q4: Maintain data pipeline and establish plan for future iteration.

Activities, Deliverables & Resourcing

Q1: Define scope of end-product in coordination with Annual Planning team and define a short list of initial metrics for inclusion.

Q2: Map out data access points and develop data pipelines for MTP/AP evaluation/monitoring.

Q3: Develop internal dashboard and launch for use in the annual planning process.

Q4: Maintain data pipeline and develop assessment of dashboard use in annual planning.