U.S. Canada Education Program Working Group Drafts
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By Nov 19: the Working Group completes a solid proposal of the Education Program Structure strategy. This should be a text document.
By Nov 19: the Working Group Sponsor brings the proposal to WMF high level management.
Nov 19 – Nov 28: WMF high level management reviews the proposal, discusses the proposal with the Working Group Sponsor, and communicates their thoughts about the proposal to the Working Group Sponsor. During this review period, the Working Group Sponsor may engage Working Group members in further discussions on specific issues in the proposal to reach clarification and agreement on both the Working Group and WMF's side.
By Nov 28: the Working Group Sponsor communicates the WMF high level management's thoughts and suggestions about the proposal to the Working Group.
If the WMF high level management approves the proposal as it is: the Working Group begins preparing for the strategy implementation phase (Phase II). If the WMF high level management does not approve the proposal as it is but instead suggests certain changes: by Nov 28, the Working Group revises the proposal according to those suggestions and resubmits the proposal to WMF via the Working Group Sponsor. The Working Group may wish to stay in close communication with WMF (via the Working Group Sponsor) throughout this revision process to make sure there are no misunderstandings around the suggested revisions.
Nov 28-Dec 21: WMF high level management reviews revised proposal and either approves it or makes further suggested changes. If further changes are suggested, the Working Group further revises proposal to make it ready for full WMF approval.
This milestone box will be removed prior finalizing the strategic plan
The following is the working draft of the US Canada Education Program[1] Strategy that is due the WMF based on the above milestones:
Strategic Plan
Executive Summary
In June 2012, the Global Development Group of the Wikimedia Foundation chartered a working group to explore and propose a new structure for the future of the Wikimedia Education Program in the United States and Canada. The working group adopted a strategic planning process to develop specific recommendations and action plans to achieve the deliverables in the Working Group charter. The working group met twice in person, collaborated on-wiki with the Wikipedia community and via other internal communications to establish the strategy laid out in this document and put forward the specific recommendations herein.
The Working Group is asking the Wikimedia Foundation to approve this strategy and support the creation of an independent, non-profit, Thematic Organization, affiliated with the Wikimedia Foundation with financial and professional resources as necessary to ensure ultimate success of the US Canada Education Program over the next two years.
The Working Group is asking the Wikimedia Foundation to specifically act on the following recommendations:
Organize and support a resolution to the Wikimedia Affiliations Committee to approve the creation of the US Canada Education Program as a Wikimedia Thematic Organization
Support the creation of a Board of Directors and the creation and adoption of by-laws for the new organization
Support the creation and filing of the necessary legal documents required to establish the new organization
Support the establishment of a two-year financial budget, funded in part by the Wikimedia Foundation, for organizing, staffing and sustaining operations of the new organization as outlined in the Future Picture and Task Force proposals.
Support whatever actions are necessary to transition the current US Canada Education program responsibilities to the new organization.
Methodology
First and foremost, strategy is all about aligning individuals around clear, concise, measurable and desirable enterprise goals. In this case, the WMF foundation goal was to design and implement a self-sustaining structure for the US Canada Education Program via a working group of diverse stakeholders. Adopting a specific strategy process expedited achievement of that goal and provided stakeholders a simple structure and set of planning/execution tools to facilitate implementation. The process generates the following deliverables out of open/transparent planning sessions facilitated by an expert in the process:
A Future Picture that describes in clear, concise, measurable and desirable terms the future state (June 2015) of a functioning structure/program.
Strategic measurements that indicate progress toward and achievement of that Future Picture
A set of Guiding Precepts that will guide the behavior of the Working Group and other stakeholders as the plan is developed and implemented.
A set of Phase I and Phase II (~Q4 2012 – 2013) objectives that are clear, concise and measurable that if achieved will lead to achievement of the future picture.
A set of internal/external centers of gravity that must be affected to achieve phase objectives. Typically these Centers of gravity translate into specific projects or tactical activity that must be completed to achieve objectives and are assigned to Task Forces to complete.
All stakeholders involved in and with the Working Group operated openly with a common set of strategy tools and processes allowing for complete alignment as the process moved forward.
All working group participants to include key WMF sponsors recieved training in the process prior to and during planning sessions. Process details can be found in these references.[2], [3]
Future Picture
This Draft Future Picture[4], [5] was developed by the Working Group during its July 16-17 meeting in Washington, D.C.
In June 2015, the US Canada Education Program[8] has independent funding sufficient to sustain an annual operating budget of $____M. The program’s operating budget is robust and enables the program to deliver quality services to all its stakeholders/partners as well as grow its volunteer resources. Decentralized stakeholder funding is allowed for locally controlled Education program projects.
Measures
Organization has sufficient funding and funding commitments to sustain itself, meet financial obligations and meet all stakeholder commitments for at least two years of operations.
In June 2015, the US-Canada Education Program is providing human, curriculum, and other incentive resources to support on-going and innovative uses of Wikipedia and related projects[10] in education that promotes free knowledge, information fluency, improves the breath, scope and quality of Wikimedia project content as well as growing editor participation. The US Canada Education Program is evangelizing the role of Wikimedia projects in the free knowledge movement and improving information fluency throughout the education community.
Measures
Education program projects are supporting instructors and courses in higher education with volunteers, tutorials, workshops, etc.
Education program projects are tangibly improving the scope and quality of Wikipedia content.
Education program projects are tangibly generating greater interest in the use of Wikipedia in higher education.
In June 2015, the US-Canada Education Program openly develops, documents and shares innovations related to the use of Wikimedia projects in education from all sources (Wikimedia community, Academia, students and other educational entities) in a manner that promotes growth of quality free knowledge, diversity of participation and improvements in information literacy education.
Measures:
Libraries of Wikipedia/Higher Education best practices, Wikipedia related curriculum, tutorials and lessone plans, etc. are being shared through online resources and in-person workshops, conferences and symposiums.
Wikipedians (students, faculty, libraians and staff) participating in the Education program are outperforming non-education program Wikipedians who are at the same stage in the editor lifecycle. (see [1] for possible methodology]
In June 2015, the US Canada Education Program operates with open, collaboratively created governance that ensures rapid, effective decision making by program staff and volunteers, effective resourcing and execution of program projects, rapid and effective consensus building and collaboration between all stakeholder groups. The US-Canada Education Program, its stakeholders and benefactors are strategically aligned on goals, projects and innovations that support free knowledge and information fluency in education.
Measures:
Open, transparent collaborative systems are being used by all stakeholder groups and participants in the organization's projects.
All stakeholder groups participate in strategic initiative planning and strategic milestones are being met.
In June 2015, the US-Canada Education Program is perceived by the educational community as a valuable and integral partner in their institution in support of using Wikimedia projects to improve student learning and information fluency. Benefactors value the program as a professional, innovative way to improve education and are providing high-levels of financial and marketing support. Wikipedia and related project communities respect and actively support the projects and innovations of the Education Program with volunteer energy.
Measures:
Stakeholder groups are actively, and positively supporting the goals and projects of the US Canada Education Program
The availability of a qualified volunteer workforce exceeds project requirements
In June 2015, the US-Canada Education Program workforce is comprised of diverse, motivated professionals and volunteers dedicated to and with the skills to collaboratively manage and support on-going and innovative uses of Wikipedia and related projects in education that promotes free knowledge, information fluency, improves the breath, scope and quality of Wikimedia project content as well as growing editor participation.
Measures:
Workforce has skills and motivation necessary to achieve fund raising, marketing and operational goals.
Education program milestones and objectives are being achieved on schedule.
In June 2015, the US-Canada Education Program ensures that all its projects and innovations are designed to align with the various methods and motivations by which its diverse stakeholder groups are incentivized and is committed to ensuring that its volunteer workforce and participating educational partners and students are appropriately incentivized (explicitly or intrinsically) to participate in and support the program.
Measures:
Members of all stakeholder groups willing participate and support the program's projects because their incentives are aligned with the strategy.
Guiding Precepts
The following guiding precepts[16], [17] are the behavioral and operational boundaries, rules which will govern the operations of the US Canada Education Program.
The overall scope of the US Canada Education Program follows the general principles of the Wikipedia movement: it will be community based, open and free of advertising. It supports the ideals of a free culture and our materials will be available under a free license.
We are a permanent, independent organization focused on:
Encouraging and supporting employment of Wikipedia in higher education as a teaching tool.
Upgrading the quality of Wikipedia encyclopedias and closely related projects by helping editors in the U.S. and Canada with academic resources.
We will help assure the quality of all our projects, and will help to resolve stakeholder disputes that might arise thru advocacy and facilitation.
We will strive to sustain WMF education program in non-profit colleges and universities in the US and Canada thru the recruitment academic teachers and staff as well as support personnel ("ambassadors") and providing the necessary resources for their success.
We will open new channels of communications to the knowledge industry in the US and Canada to encourage greater use and understanding of Wikipedia.
We will conduct and support training programs for US-Canada editors in using resources of higher education and related institutions such as research libraries. We will work with recognized Projects and Chapters when appropriate and interested.
We will support our programs by fund raising among foundations and private donors in the US and Canada; as well as government grants or contracts.
We aim to openly, and transparently consider the needs of all stakeholder groups in all our decisions.
Phase II Milestones (December 19th, 2012 - May 31st, 2013)
The following end-state objectives will be achieved May 31st, 2013 by a functioning US Canada Education Program Board of Directors[18] and appropriate staff[19] working with the appropriate stakeholders in the Wikimedia Foundation, Academia and the Wikipedia Community.
Implementation of tasks necessary to accomplish Phase II objectives are contingent on approval from the Wikimedia Foundation of this strategy and the objectives and action plans it contains.
Entities or individuals in parenthesis are responsible for marshalling the resources and developing the actions necessary to achieve these goals. The dates in parenthesis indicate the date the objective must be achieved by, not when actions to achieve it begin.
RFC concluded
(Mike Christie) (October 26, 2012)
RFC concluded and results compiled to further inform necessary actions during Phase II implementation.
Board of Directors selected
(Selected[20] working group members and others[21] as approved by the Wikimedia Foundation) (November 19, 2012)
Selection process includes establishing the composition of the board (numbers and disciplinary representation), identifying potential board members to fill board positions, soliciting individuals to fill board positions and finally, making a decision as to the final board member list.
Proposed composition and process can be reviewed here [link]
Board of Directors established
(Board nominees and selected working group members) (Mid-December TBD)
Legal, Financial and other steps necessary to formally designate a Board of Directors are finalized and the new Board holds its inaugural meeting.
Includes Articles of Incorporation, required IRS filings, establishment of By-Laws, establishment of corporate officer requirements.
Includes steps to establish formal affiliation with Wikimedia Foundation
Active Board assumes responsibilities
(Board of Directors) (February 4, 2013)
Official governance is established through the approval of bylaws[23]
Election of Chair and Corporate Officers
Approves Phase II Budget and immediate funding requirements
Critical staffing actions completed
(Board of Directors) (March 4, 2013)
Board identifies critical staff positions and implements actions necessary to fill those positions.
Critical positions might include:
Executive Director
Education Director
Development Officer
Long-term organizational strategy finalized
(Board of Directors in concert with stakeholder groups) (March 22, 2013)
Long-term funding strategy established
Includes short-term funding strategy for transition and eminent operations as well as funding to grow the products and services the organization provides and support its volunteer workforce.
Wikipedia Community and Academic Community Engagement strategies established
Includes volunteer support structure strategy
Technology infrastructure strategy established
Marketing strategy established
Two year organizational budget established
Product and services strategy established
Critical organizational processes established and functioning
(Executive Director) (March 29, 2013)
Financial system(s) to include bank accounts, IRS reporting, audits and operating procedures established.
Transition plan established
Finalize specific steps, actions and coordinations necessary to transition responsibilities now performed by the Wikimedia Foundation Global Education Program to the US Canada Education Program.
Includes plan to manage volunteers (ambassadors, etc.) currently in program and future volunteers.
Includes plan to sustain engagement with academics and institutions participating in current program.
Includes plan for initial fund-raising initiatives
Implementation of Transition Plan Complete
(Executive Director) (April 5, 2013)
All necessary actions, tasks and coordinations to transition the existing program to the control of the US Canada Education Program organization have been completed.
Wikimedia Foundation acknowledges that transition is complete and the US Canada Education Program organization has assumed responsibility.
Full staffing/infrastructure/operational processes completed
(Executive Director) (April 15, 2013)
All staffing, operational processes and infrastructure required for the organization to successfully deliver products and services to its stakeholders after May 31st, 2013 are complete.
All staffing, operational processes and infrastructure required for the organization to successfully become self-sustaining through independent fund raising after May 31st, 2013 are complete.
New organization is effectively supporting on-going and current education program activities as required.
US Canada Education Program Organization Prepared To Execute
(Executive Director) (May 31, 2013)
US Canada Education Program organization has capability to raise funds, meet its fiduciary and legal obligations, recruit and train volunteers, recruit and train partners in academic institutions, assess results, represent the Wikimedia and Wikipedia brand professionally and support its current commitments to the Wikipedia Community and Higher Education institutions.
Recommendations
These are preliminary draft recommendations that will change based on the Rfc results and additional working group inputs still outstanding.
^This is a working title and not the legal name of the proposed organization
^Warden, John A. III (2002), Winning in FastTime: Harness the Competitive Advantage of Prometheus in Business and Life, Montgomery, Alabama: Venturist Publishing, ISBN978-0-9711591-4-3
^Warden, John A. III; Cline, Mike (2008), The Guide to Strategic Planning and Execution using the Prometheus Process, Montgomery, Alabama: Venturist Publishing, ISBN978-0-9817946-2-4
^Warden, John A. III (2002), "Future Pictures", Winning in FastTime: Harness the Competitive Advantage of Prometheus in Business and Life, Montgomery, Alabama: Venturist Publishing, pp. 63–76, ISBN978-0-9711591-4-3
^"All strategic thinking should start from the future and work back. The described future—the Future Picture‐‐must be understandable, compelling, and clear as it is the beacon for everyone in an organization. The Future Picture, to be useful, must convey in high resolution a condition that will exist in the future. Before adopting it, you must be sure that you will be happy with it; you must carefully consider any unintended consequences
that may be associated with it; and you must be able to measure it. In the Prometheus Process, resolution flows from building the Future Picture
from 12 components called “Key Descriptors” where each has associated statement provides the requisite level of resolution by allowing you to focus on each component of your future state." Warden, John A. III (2008), Strategic Thinking and Planning: A Concept Summary of Strategy and the Prometheus Process, Montgomery, Alabama: Venturist Publishing, p. 17, ISBN978-0-9817946-0-0
^Legal name of independent organization to be determined
^Financial Position: Where do we want to be tomorrow in financial terms? With this descriptor, be very careful to craft something that you know will make you happy. Focus here on absolutes such as bottom line profitability and equity value. From the Guide To Strategic Planning and Execution Using The Prometheus Process
^This is a working title and not the legal name of the 501(3)c organization
^Enterprise Purpose: What Is The Purpose of this Enterprise? What Products and Services Is The Education Program Providing To Its Stakeholders? -- Focus on the FutureFrom the Guide To Strategic Planning and Execution Using The Prometheus Process
^Innovation: The Program’s Approach to Change, Incorporation of New Ideas, and Incorporation of Best Practices.From the Guide to Strategic Planning using the Prometheus Process
^Operating System: How Does the Education Program Operate and Function? What is the Atmosphere within The Enterprise. How is Decision-Making, Communications, Accountability and Governance handled? Ranges from Open Planning to Dictatorial, Systematic to Ad Hoc - From the Guide to Strategic Planning using the Prometheus Process
^Outsider Perception: How Does The Program Want People, Institutions and Other Stakeholders Outside The Enterprise To Perceive What The Education Program Does and How It Does It? - From the Guide to Strategic Planning using the Prometheus Process
^Workforce Charateristics - What will your workforce characteristics be? What kind of people do you want to work for your organization? What kind of people do you want? Entrepreneurs? Innovators? Team players? Cautious? - From the Guide to Strategic Planning using the Prometheus Process
^Incentive Philosophy - What Incentivizes People To Participate in and Support This Education Program? WP Community, Ambassadors, Academia, Institutions - From the Guide to Strategic Planning using the Prometheus Process
^Warden, John A. III (2002), "Guiding Precepts", Winning in FastTime: Harness the Competitive Advantage of Prometheus in Business and Life, Montgomery, Alabama: Venturist Publishing, pp. 77–89, ISBN978-0-9711591-4-3
^"Left to their own devices, people will behave in remarkably different ways and what seems bizarre
behavior to one person may appear quite normal and proper to another. If an organization wants to channel behavior in a certain way, it needs to be explicit about what behavior it wants. In other words, it needs to have Guiding Precepts. Guiding Precepts tell the people in an organization what they should and should not do and the reasons behind either. To get the highest level of
acceptance and adherence, Guiding Precepts should be developed (or discussed extensively after the fact) in an Open Planning environment." Warden, John A. III (2008), Strategic Thinking and Planning: A Concept Summary of Strategy and the Prometheus Process, Montgomery, Alabama: Venturist Publishing, p. 28, ISBN978-0-9817946-0-0
^Selected working group members will accomplish the initial tasks to establish the board and transition responsibility/authority to the board as appropriate.
^Appropriate individuals representing representing stakeholder groups who did not participate in Phase I planning
^Once established, the board at its discretion may carry out tasks assigned to it through Board sub-committees, Advisory Councils or other working groups as necessary. These authorities are usually addressed in the By-Laws.
^Proposed bylaws are included in this strategy (link)
