Hi, I'm Cindy. I'm a curator at the Barnes Foundation, and today we are upstairs in the Bunnell-DeViv room. But instead of focusing on this amazing, really significant painting by Matisse, we're actually going to turn our attention to the wall on the right, to this tapestry designed by Picasso that is often overshadowed in this room. But this work is actually part of this much larger conversation going on here, and especially at this time in the 1930s, about mural decoration, which has its roots in the kind of decorative painting that Matisse was doing with the Bunnell-DeViv. So, let's look more closely at this work. Now Picasso was commissioned to design this tapestry in 1934 by a woman named Marie Coutole, who was a modern art entrepreneur. She started a fashion business in Paris. She had a modern art gallery that held the first exhibition of Alexander Calder's mobiles. She was an incredibly innovative and interesting businesswoman in the arts. She had an interior decoration firm, and she also decided to single-handedly revive the artisan craft of tapestry in France by commissioning really important modern avant-garde artists to design these works. So one of the first people that she turned to was Picasso. And so what Picasso did was design a model for a tapestry. This model is called a cartoon, and then this model was brought to the weavers to translate to weave into a tapestry. So what you're seeing here is essentially a collaboration. The design is by Picasso, but it was woven by these weavers in central France, which I will get to later. Now the design that he chose, these two figures with this woman leaning on a chair and facing this other woman, is very much related to all the other work he was doing at this time, sculptures, drawings, paintings, that were of his lover, Marie Thérèse. So this work is part of a much larger kind of multimedia investigation of this woman as his muse and model. But in terms of technique, Picasso did something really interesting, while so he's thinking of this design for a mural decoration. And what he decides to do is go back to an earlier practice of his Cubist work called Papier Collet, which is essentially paper collage in which he would include strips of wallpaper in his work. Now this technique is something he did before World War I, like around 1912 to 14, and then he just virtually abandoned it for the next 20 years until Coutoli came along and commissioned him to design this tapestry.  So these strips of wallpaper imitated materials like wicker, like furnishing fabrics, I mean here you can see these stripes like upholstery, and this kind of wallpaper pattern here and here, and even imitation wood for this frame that is around this design. The resulting tapestry is a really clever chain of material translation, meaning it is a woven textile that replicates paper that is imitating other materials like fabric or like wicker. Wicker is essentially woven plant material, and the weavers did something very interesting when they were translating Picasso's design. You see right here, we can get really close, that this is an area where the paper in Picasso's cartoon would have been torn, and what the weavers did was interpret this with silk thread, so it becomes this torn kind of damaged edge, becomes a luxury sumptuous kind of surface. And this kind of transformation of this cheap material, this imitative wallpaper into this wool and silk luxury object was pretty incredible because basically what was going on was that he's having this kind of radical bohemian technique being translated into an object of a very high status and of much more permanence than cut and pasted paper. So the weavers who did this incredible work were a couple. You can see the initials down here AD stands for Atelier de l'Arbre. There was a husband and wife team who were located in central France in a town called Obuson, and Obuson was very near where Marie Coutoli was born and where she spent her early childhood. She didn't move to Paris until she was about 16 or so. So when Marie Coutoli launched this kind of tapestry reliable business back in her home region, she launched it in the 1930s right when the depression had hit. So her business was also a way of reinvesting in her home community and putting these weavers back to work. Obuson had been a renowned center of weaving since the 15th century. And I'm going to show you over here where they wove Picasso's own signature into the work. So you can see this is woven into the work, this collaborative process of the artist and the weaver. Now tapestry is a pretty fragile medium in a way. It's very light sensitive. So what happens is that when it's displayed for a long period of time and not taken down to rest, the colors do fade. And I just want you to notice here that there used to be a lot of green in this tapestry that you don't see anymore so much. And so you have to imagine these colors when they were a little bit more vibrant and fresh. So there was green here. There's this yellow that's a little faded, this beautiful lemon yellow. If you scroll up, you see all of these little bits of green that when you look at, and here too, when you look at the work today, it's definitely not as vibrant and you don't see it as much. But it's still quite a testament to the virtuosity and skill of these weavers. So this tapestry was first exhibited in 1936 in New York in Beaniew Gallery. And this is where Barnes acquired it. And Helena Rubenstein also acquired a copy of this tapestry. And another version of this tapestry was acquired by Nelson Rockefeller. So this was an incredibly successful work. And Picasso would go on to design more tapestries with Coutoli and Barnes in installing this work across from another Coutoli tapestry. And with the Matisse, Bernal DeVieve was very much tying all of this work back to an idea of decorative mural art that was really all about making art part of your daily life and making art part of your well-being in your environment, your interior surroundings. So that's it for today's Barnes Takeout. Join us again next week and have a great day.


our circumstance about choice. How many of you had to take a defensive driving course? Yes, I had. But just think about these words after an accident. I think I didn't see. I wasn't expecting. But what if we have used the defensive driving techniques that you were trained to use? If you haven't been trained, here's just some recommended suggestions that you should use when you operate your personal vehicle, let alone a city vehicle. Number one, prior to getting your vehicle, make sure you walk around your vehicle and check your tires to make sure they're properly inflated. Because when you have to put on your brakes to stop, a deflated tire may be hard to handle or either improper stand.  That's what they're designed to do. Make sure you check all your temperature gauges and all your other gauges and make sure they're working properly prior to you operating that vehicle. When you get ready to pull out, scan the parking lot. Make sure that you got a straight away. There's nobody blocking it. And also to make sure you scan the parking lot. If you're backing up, if you have an occupant in there with you, ask them to get out and help you assist you with backing up. There's no harm in asking for assistance. And when you're out on the road, when you're approaching an intersection and coming up behind a vehicle, make sure you stop properly behind the vehicle The proper stopping measurement is that when you stop behind that vehicle, you can see their tire as it meets the pavement. Also, before you proceed through an intersection, you should look left, right and then left again and then proceed through the intersection. One of the most key principles about operating the vehicle as you transition throughout our jurisdiction to cover our system is that you maintain a cushion around your vehicle. Things change very quickly and it's very fluid when you're operating your vehicle. So you must pay attention and stay focused.  Also, make sure that you look over your left shoulder when you're going to opposite direction. It is so quickly, things will change and it's up for you to maintain that vehicle in a safe and proper manner. One of the things I want you to pay very close attention to if you leave home early enough, you will arrive to work on time. But if you are running tardy, just remember, no matter how late you are, there's no need to speed. It may potentially worsen your situation because your destination is not going to move because you're being late. And last but not least is as you travel through the city or going to and from home, just make sure that you try to use the recommended defensive driving technique.


So, this course deals with formal language and automata theory. So, in this lecture, the introductory lecture, so we will simply discuss what this, what the motivation behind this course, the content of this course, how we are going to deal with this course, what are the books, what are the basic requirements and so on. So, this course will be taken by two of us, I am Dikanda Goswami, Faculty Computer Science Engineering Department and my colleague Kavik Krishna from Mathematics and Computer Department of IIT Guwahati. So, we will briefly discuss about the course, the contents, what are the books, how the topics will flow when you cover the syllabus and what are the prerequisites for this course. So, we all know that competition is basically solving problems through mechanical pre-programmed equation of a finite number of unambiguous states. Competition can be performed using a computer that is known to us and theory of competition comprises the fundamental mathematical properties of computer hardware and software and theoretical computer science basically comprises few components, first is data structures and algorithms. For solving any problems, we need to write an algorithm that means you have to follow a finite number of steps which are unambiguous, which when followed in some order it solves a particular problem. While executing the algorithm, we need to store data, access data, manipulate and so on and for a purpose of course, we need some discrete structures is called data structures for example, stacks, queues and so on. So, in data structures and algorithms, we discuss all those concepts various objects and the algorithms. Then to implement those algorithms, we need to write some programs in some program language. So, therefore, semantic sub-programs comes into the picture and then theory of competition already we have said that various mathematical properties of both hardware and software and this present course is a foundation course for theory of computation. So, what is there in theory of computation? So, mainly what we discuss here is that what can be computed? We have large numbers of problems in the world in the universe. So, numbers of problems will be infinite. So, can we compute or can we solve all those problems? That is what we have to see in theory of computation. So, if we cannot compute why we cannot compute or what are limitations of computation that we have to discuss over here. Then once you can compute or solve a problem, how difficult it is that means what is the complexity of the computable ones? That also will be discussed in this course, but obviously to address all those aspects we require certain models of computation. So, these models are basically some abstract computer through which we can demonstrate the mathematical proof of the assertions we make about all those. Now, this course is mainly to introduce and study the properties of the fundamental models of computation. Since, you have said that we need various kinds of abstract machines or abstract devices and there are different kinds of abstract devices, abstract computers or models. So, we will study basically the different kinds of models of computation and the properties. For example, we will have here very simple model of computation that is finite automata, then we have push down automata, then Turing machine which is most powerful of all those models of computation. We will introduce those concepts those machines and study the various properties of those models. Now, the problems that we want to compute using those abstract devices or models of computation will be described as formal languages. Therefore, we need to look forward for an abstract computer which can recognize or accept those languages. When an abstract computer or those models can accept the language we say that it can solve the problem because whenever it accepts that language means it has accept solve that problem that is whatever notion. Now, whenever we say that a problem gets solved. So, there will be some easy problem and there will be some hard problem that means we want to classify the problems in two categories based on their complexity or hardness easiest to hardest problems and then since problems are given in terms of language what are the corresponding languages to each of those. Then, we will have some problems which cannot be solved at all by any computing devices that means we want to show that there is no computing device to solve a particular problem that means unsolvable or uncomputed problems and then what is the corresponding language for those problems. So, since we have said that there are various models of computation and we give the problems as formal languages as input to these computing devices. Therefore, corresponding to which automata we have a class of languages for this course we have a large number of books available both Indian and foreign publication. So, but there are some classical books for example, the book by Hopcroff, Motwani and Ullman. So, this one is a classical book that you can refer to. So, whenever you have since we have different books we will see that different books discusses or introduces or attach the problem in different ways. So, some books will discuss this automata first various models of combination then formal languages. So, every book of course, will first introduce this basic concepts like was a language and then various kinds of languages will be discussed and then automata will be discussed. So, some books first discuss automata then introduces grammars which is a mechanism to generate languages. For example, in this book Hopcroff, Motwani and Ullman first discusses this automata then introduces grammar and so on. Then another book that book by Lewis and Papa Dimitro which elements of theory of computation is a very classical book. Then Sipster, introduction to the theory of computation will undergo a book. Then we have a book by Peter Linz which discusses large numbers of examples may be useful for many of you. Then the book by Sudkamp, T. S. Sudkamp language and machines and introduction to the theory of computer science. Now, this book basically first discusses grammars, languages and then automata. So, whenever you have any doubt maybe you can refer to any one of those books and get clarification. Now, we will see what way we are going to cover the various the content of this course. What is the content and what are the flow of topics basically that is what we need to want to discuss here. So, this course is divided into 15 models and each model is comprised of many lectures. So, model 1 contains mainly say 2 lectures.  What is mean by finite representation is that since we have said that we need to use computer to compute and problems are given in terms of formal languages, but you know that languages may be finite or infinite. In case of finite is fine we can give it as input to a computer is finite representation, but in case of infinite language we need to represent that language using some kind of finite representation and then give it as input to a computer. So, therefore, for every language we need to have some kind of finite representation. So, what is that finite representation and how we represent any language using finite amount of information that is what we discussed over here. So, we will use some kind of tool called say regular expression which can be used to represent any infinite language using finite amount of information, but it is not the case that every language can be represent by using regular expression. There are many languages which is not for which is not possible to give regular expression. Then we will go for grammars in model 2 which is again divided into 2 to 3 lectures. So, grammar is basically again a combinatorial tool which can generate languages. So, it is also a finite representation of for languages. So, here first we will discuss a kind of grammar. So, in this grammar called context free grammar. So, in this grammar we have rules to generate the strings in the languages. Now, we can impose some restrictions on the rules of the grammars or we can have more general grammar based on that we have different kinds of grammars which can each of which can generate different languages. So, first we will discuss the context free grammars and then we will see how we can derive strings in a language. So, when we derive a string in a language there are other ways to do it as well a technique calls derivation 3 or parse 3 which is also useful in parsing a programming language. Then we will impose some restrictions to the context free grammar and we will see that there is a grammar called regular grammar which is actually equivalent to the regular expression. That means the way we represent that the class of language that is generated by regular grammars is equivalent to the class of languages represent by regular expressions. So, for that in module 3 we discuss we come to say automata. First we discuss the simplest kind of automata which is called finite automata. So, always automata are basically abstract computing devices models of computation and can compute or accept different kinds of languages that means you can solve different kinds of languages. So, finite automata is the simplest of all that is why it is computing power will be limited. Then we introduce non-determinism in finite automata by default finite automata is deterministic. Non-determinism is an important concept is counter science. We introduce the concept of non-determinism and then we have another model called non-deterministic finite automata or simply NFA. But we can show that the deterministic finite automata and non-deterministic finite automata both are equivalent that will be shown in this module itself. Then in module 4 we come to minimization of finite automata. So, what is done here is that since we have a suppose we have a language and we can construct a finite automata to accept that language. We can construct it in many different ways. In some cases the automata will be simpler in the sense that number of states will be less. In other case numbers of states may be more, but both are equivalent in the sense that they accept the same language. So, therefore for any language would like to ask is there a finite automata with minimum number of states? Yes, that is what we can do. For that purpose we first introduce a characterization for the language the class of language that is accepted by the regular expression and then we can show that we can construct a finite automata with minimum number of states. Then we go for showing the equivalence between the various concepts like say regular language, regular grammar and finite automata. So, the class of language except by regular expression is said to be regular language. That way we want to show that the finite automata and regular expressions they are equivalent. The class of language except by regular expression is equivalent to the class of language except by finite automata. Similarly, regular language and regular grammar they are equivalent. The regular grammar accepts the class of regular language and so on. So, we will show the equivalence between the various models in module 5. In module 6 we will discuss some variants of finite automata. So, whenever normally discuss this finite automata we see that it accepts a class of it accepts a language particular language. But finite automata can sometimes also produce some output given some input it may produce some output. So, in that context we will see Moore machine and Milley machine which produces some output. And then we will also see another variant of finite automata is 2DFA where we where the reading head can move back and forth. In normal finite automata reading head can only move in one direction, but in this case 2DFA it can move back and forth. So, these various kinds of finite automata will be discussed in module 6. In module 7 we will discuss properties of regular language. So, what are the various properties or is there any characterization of regular language that we discussed in this module 7. Again suppose there is a language where this language regular not suppose this language is not regular then how can you show that this language is not regular. Where we have any tool to do this this will discussed using in module 7 using some kind of lemma called pumping lemma we can show that a language is non regular. And then many set theoretic properties for regular language will also be proved over here. Then we will go for a simplification of CFGs. So, context of grammar we have already introduced in module 2. Then in that grammar we have we will have many different kinds of rules. We will show that some rules are not really necessary and we can simplify the grammar by eliminating or simplifying some of the rules. And still we will have an equivalent language that means given a grammar we can simplify that grammar. And still this grammar will generate the same language as the previous one by simplification of e means reducing the number of rules that will have in the grammar and some other way of simplification. And then we will discuss some standard forms which will be useful some standard forms of grammar which are called normal forms which are useful in proving many theorems. And how to arrive given any grammar how to arrive at a standard form for the grammar which generate the same language as the original one that will discuss in this module. There are many different kinds of standard forms we are not going to discuss all kinds of standard forms only a few will be discussed over here. In module 9 we discuss properties of CFLs similar to the properties of regular languages. The properties of CFLs means context free languages the language which generated by context free grammar various closer properties. And some other properties like say given any language we have to show that this language is not a context free language. So, how to prove that we have some tools to prove that and will be discussed in this module. So, as you have said earlier that with its abstract device or automata we associate a class of language. For example, for finite automata the class of language is the regular language. Similarly, for the corresponding to this context free language that the automata is the corresponding automata is your push down automata. So, you see how this push down automata is different from finite automata. That means we will can enhance finite automata by adding some more features in it. So, that it can accept different types of language with nothing but the context free language. We will also show in the process that the class of regular language is a proper subset of context free language. That means push down automata is more powerful in terms of accepting language. And then we will prove here that push down automata and context free grammars they are equivalent. We will show that if we have a push down automata we can construct an equivalent context free grammar from it. Similarly, if we have a context free grammar we can construct an equivalent push down automata from it. Then in module 11 we discuss and introduce the most powerful computing model that is Turing machine. Turing machine is the most computing most powerful computing device in the sense that whatever a Turing machine can whatever a general purpose computer can do the present general purpose computer. A Turing machine can also do the same thing in the sense that it is capable of computing whatever a general purpose computer can compute. So, you will see how we can use a Turing machine to compute a function or the various functions. Then we will use some modular approach in the sense that we can construct a very complex Turing machine to compute some complex functions using some simpler Turing machines which can compute some simple functions. That means you can combine Turing machines to compute more complex functions. Then we will also introduce the notion of algorithm through Turing machines. And there will be different kinds of Turing machines that means variants of Turing machines. For example, in normal Turing machine the basic model will have only one tap. There may be multiple tap in Turing machine that is a one variant. The multi hat Turing machine is another variant. The two way infinite tap normally we have single way infinite tap to provide the input in the basic model of basic Turing machine, but we may have two way infinite tap as well we can introduce. And you can show that all these models are equivalent to the basic Turing machine models. In model 12 we will discuss structured grammars which can compute any kind of functions that can be computed by a Turing machine. That means the class of language generated by structured grammars is equivalent to the class of language except by Turing machine. So, we will introduce here grammatically compatible functions. Structured grammars are basically the most general form of grammar. Then in model 13 we discuss decidability and undecidability. So, what can be decided and what cannot be decided? So, we will show that many problems normally the problems related to languages that we have already introduced. Many problems are say decidable. For example, given a final tomata and a string where are the string is accept by this final tomata that means where are the string belongs to a language which is regular. So, this problem where are decidable or not decidable? We can show that this is decidable problem. Similarly, many other problems related to languages can be shown to be decidable. So, we will discuss some problems which can be solved and then we will discuss undecidability. That means there are many problems which cannot be decided using any computing device that means for example, say Turing machine. You consider any Turing machine, but we cannot compute or we can solve that particular problem. So, in this case we need to use some tools, some methods to show that these problems are not decidable. We will use the concept of diagonalization and firstly show that the halting problem of Turing machine is undecidable and from there on we can show that many other problems are also undecidable. We also simply introduce our problem called PCP post curson problem which can be used to show that many problems related to languages are undecidable. So, once we have problems which are decidable we want to know how difficult those problems are to solve. So, in model 14 we discuss that issue or introduce that those issues. So, discusses complexity theory, how complex problems are. So, can we classify their problems based on the complexity level. So, there of course, large number of complexity classes, but here we will simply introduce only the basic classes. For example, p, n p and n p complete, here again we have to use many different tools. For example, say reduction which one tool to show that if we can solve one problem then you can also solve another problem with that means they are having similar complexity level. So, here we will show that one problem is n p complete and then using that assuming that that problem is n p complete. We can show that many other problems are n p complete using this method of reduction, but to show that first one problem is n p complete. We use this Cook's theorem, we introduce this Cook's theorem and prove it and show that the problem is n p complete and then we use the method of reduction to show that many other problems are n p complete. We give various different kinds of n p complete problems by the method of reduction. We show that all these problems are n p complete and finally, we conclude this lecture by giving a hierarchy of the language classes. So, this is known as Homsky hierarchy which is named after the famous language norm Homsky. There are various languages for example, say regular language, context free language, deterministic context free language, recursive language and recursively enumerable language. Turing machine basically accepts the class of languages called recursively enumerable language and in between we will also introduce here under computing model that is called linear boundary automaton which accepts context sensitive languages and the corresponding grammar for this is context free context sensitive grammar. And here we will show that there is a proper containment for example, say regular language is properly contained within context free language, context free language is properly contained within context sensitive language, context sensitive language is properly contained in recursive language and finally, recursive language is properly contained in recursively enumerable language. And this hierarchy is known as Homsky hierarchy. So, this is all about the plans or the flow of topics that we are going to cover in this course. But this course requires some basic concepts from descriptions. For example, once we have the basic knowledge of set theory, what is set, cardinality of set, how do you find finite set and infinite set and so on and the various operations on sets, union interaction and so on. Then functions and relations, what is a one to one function or bijection and those things for the equivalent relation, equivalent class, partial ordering those concepts will be required. Then most of the results or theorems that will have in this course will be proved and many different preprotections will be used, but most commonly we will be using mathematical induction. So, where we will have a premise inductive hypothesis, we will have some basis step, we will have inductive hypothesis and then we will have inductive step to show that to prove the result. There is another kind of induction called structural induction, which will also be very useful. For example, we will have that can be applied in many structures, which are recursively defined. For example, trees or some sets, where we have some recursive definition, then we can apply the structural induction to prove many results on that. Then some concepts of graphs and trees are also required, because this finite automata, we can model it as a graph, a directed graph and when you see where are there is in a cycle or not in a graph, where are there is a tree and so on, where are various properties of trees, numbers of what is the height of a tree, what are levels of trees and so on. Many other properties of trees will be required. For example, when you parse a particular string in a programming language, we consider a kind of tree structure which is called tree, which is called parse tree. So, all those concepts will be required. Once we have these basic concepts, we start having the following lectures very easily. So, that is all about the introduction of this course.


All right. And right now. Okay. Great. And we've got the transcript and the recording. Transcripts ready. Wonderful. All right. Here we go. Welcome everyone to the annual plan conversation series. Today we have the legal and talent and culture departments from the Wikimedia Foundation. I am Elena Lepin, senior movement communication specialist here at the Foundation, and I will be facilitating the conversation today. First, just saying hello to everybody who is here in the Zoom room with us and to those that are streaming live on YouTube and anyone watching also in the future. Thanks for coming. A bit first about how today will work. This is a series of open conversations between executives and senior leaders at the Foundation and the rest of the movement to talk about the Foundation's annual plan. For everybody to ask questions, give comments and get aligned on our work for the year ahead. This meeting is covered by the friendly space policy.  In terms of the schedule, I will ask the speakers first to introduce themselves, and then we'll watch a few minutes of the annual plan videos that we made to give an introduction to the work being done under this annual plan. And so we also then will go to open conversation after the videos are shown. We have some questions that have been submitted ahead of time and will also be taking questions live from the Zoom chat and from the YouTube chat. Those that are here with us in the Zoom room are also welcome to add themselves to the queue and unmute to ask questions live. I do ask that if you could add yourself to the queue like this in the Zoom chat, if you are in the Zoom room, that way we can consolidate all of the different conversations on the chat rather than using the hand raised feature. We can just monitor the chat if you want to speak. If you do speak live, which we really encourage, we would love to have you speak live. Just a reminder to keep your questions and comments concise to give as many people an opportunity to ask questions and give comments as possible. This meeting is being recorded. It'll be posted to the annual plan meta page after the meeting. We will also be posting the transcript and if there are questions that we're unable to answer during the meeting, we will be posting answers to those questions on the meta page also. If the people in the Zoom room first, if you all could make sure that your screen name is what you would like to be called during the meeting, that would be great. Just hover over your screen on Zoom and click the three dots in the top right hand corner. Make sure your name is what you want to be called and add your pronouns if you feel comfortable. With that, I will turn it over to our speakers today. If each of you could just say your name, where you're based, and what your title is to get the meeting started, that would be great. I will start with Amanda. Hi, sorry, trying to get off mute. Amanda Keaton, General Counsel, and I am coming to you from San Diego today. Really happy to be here. Thanks all. Thanks, Amanda. Maggie. Hi, I'm Maggie Dennis, the Vice President of Community Resilience and Sustainability, and I'm coming to you from the East Coast of the US. Great, Vignesh. Hi, everyone. My name is Vignesh. I'm coming to you from London in the United Kingdom. My pronouns are he, him, and his, and I'm the VP for Diversity, Equity, and Inclusion. Thanks so much, and last but certainly not least, Robin. Thanks, Elena. I'm Robin, Chief Talent and Culture Officer for Wikimedia. I am usually based in Oakland, California. Now, I'm here with my husband's family in Barcelona. They are Catalan. So, Ben Vigut, taught. Nice to see you all here. All right. Thanks, you all. So, we are going to watch just a short segment from the annual plan videos. It'll just be a few minutes to give everybody a high-level overview of what's going on under this annual plan for the Legal and Talent and Culture Departments, and then we'll get to the open conversation. These segments of these videos, the videos in full are available on the annual plan meta-page with subtitles in seven languages. So, I encourage you to go check out those videos in full and share them with your communities if you think that they will be of interest. Let's show a little bit of those right now. I am Amanda Keaton, and I'm the General Counsel at the Foundation.  I am really excited that this year we will be working directly with the folks who have been supporting movement strategy. And as the movement develops the recommendations around how to move forward in a strategic way, we are catching recommendations, and we're trying to pair them with the right capacity and resources on the family side as well so that we can breathe these things into life. So, for me, the biggest example of that is the recommendation to ensure equitable decision-making, and the idea that the movement really needs to develop the right systems, processes, and structures to govern the movement at large. And so, I love the fact that we will be working over the next year on governance and writing a movement charter, as well as eventually ceding a global council that can govern the movement matters and can share power more directly as a sort of centralized structure that exists outside of any, including the foundation, any entity currently exists in existence, including the foundation. And so, I'm really seeing that as a shining example of the kind of strategies that we want to see when they get ripe being supported by the foundation. And so, that process is going to be really, really fun to watch. I think it's going to raise a lot of difficult questions. And in my view, it is the biggest opportunity for us to stay ahead of regulators and really prove up and support with the right kind of systems, structures, and processes, the kind of governance that we need in order to avoid becoming that bycatch in the net of regulation, because governments are, in some ways, closing in. And so, for us to really be able to take that power back and demonstrate that our movement is ready to tackle the challenges, and there is a central way to coordinate with our communities is tremendously important. I am Robin Arville. I'm the Chief Talent and Culture Officer of the Wikimedia Foundation. What is new this year? So many exciting things. We have now prioritized what we call the Thriving Foundation, and core to our Thriving Foundation is our talent, is all of what we call the back-end support, finance, communications, legal operations, and talent and culture. So as we continue to dive deeper in support of our mission and our thriving community, our thriving movement, we cannot achieve this without ensuring our internal talent, our culture, and our structure are able to support the impact that we hope to continue to attain. We have had a focus on technology, on our product, and we want to now also, in equal stance, through greater resources and greater support, also focus on ensuring that the foundation, the talent supports and is elevated into our core strategic imperatives. So we are focusing on diversity, equity, and inclusion. We're going to have this fiscal year formalized goals and measurement of accountability and progress. We want to continue to cultivate a workplace that celebrates all aspects of our employees as people that reflects our global community as well. We have a fantastic global data and insights team. We're going to have more dedicated approaches, tangible approaches to data and business metrics that will allow us to make really impactful decisions. We're also going to provide numerous innovative approaches to learning and development. We have over 100 people managers across the foundation. We have staff in over 50 countries and we continue to grow our staff. We have to ensure that we are ensuring the space for cultivating learning development pathways and collaboration for our increasingly distributed teams. Great. So the first question transitions a little bit from the videos. In the videos, both of you, Robin and Amanda, talked about high level things that are new under this annual plan. I'm wondering if you can pull out, you know, one concrete program or initiative or objective that represents a really big change for your department under this annual plan and then tell us why is that important for or relevant to the movement? We'll start with Robin. Thanks, Elena. What a wonderful question. I have the wonderful opportunity to actually present our global diversity, equity and inclusion vice president. We have elevated to a core strategy the first time in our annual plan what we call thriving foundation by elevating thriving foundation. We actually show the organization, the community, how important it is that we represent our community when we say human knowledge for all. We as a foundation want to represent that as well. And so our core focus on global diversity and inclusion is something that's new, exciting, tangible, accountable actions to create more inclusivity and belonging throughout the foundation. We'd like to speak more about it. I'd like to pick up on the accountability piece that Robin just highlighted. And I think something that's going to be particularly different is that we're going to take a very data-driven approach to diversity, equity and inclusion and driving accountability. I'm a firm believer that what you can measure, what you can track, you can change. And if we are able to articulate in clear terms, what is it that we want to see within the organization? Whether it's diversity of people, a culture of inclusion, and if we can have tangible measures against it, then we can prove progress over time. Can you just say quickly, Vignesh, and give an example or two of what metrics you could use or what measurement might look like in order to give people a concrete understanding? So the measures I would classify into diversity measures and inclusion measures. So when we think of diversity measures, we're thinking of things like absolute representation from different communities. We're thinking about what proportion of our senior leaders are women, what proportion of our senior leaders or managers are Black, what proportion of them come from different ability backgrounds, how many of them are neuro atypical. So those are the diversity measures. It gives you a flavor of how vibrantly constructed our organization is. But having this diversity is pointless unless we create a culture where these people feel able to be themselves, where they feel able to contribute and effectively perform. And that's where the inclusion measures come in. Inclusion measures are more about the culture of the organization. Do people feel that it's an environment where they can be themselves, where they feel comfortable voicing their perspectives, where they feel comfortable challenging other people's perspectives?  Together, we can then articulate clear targets, visions, goals for senior leaders and drive accountability through that. Great. Thank you for that context, Vignesh. So Amanda, same question to you. One project, initiative or priority that represents a big change for legal and why it's relevant for the movement? You're making me pick between all of my favorite children. I can't believe it. I'm going to do my best, and I'm going to caveat this by saying that this might be cheating, but it's where my mind went first, so I'm just going to go with it. This year, it is different that legal is going to be supporting governance in partnership with the movement. So let me tell you what I mean. This is the first year that we're describing how we will come to the process of building, co-creating, hopefully, a movement charter with the movement. And so it's the first year that we've named one of these pieces, at least in the legal department, from movement strategy and named it in our annual goals. So we had the universal code of conduct last year, but it really, that additional and expanded trust and safety mandate happened after the annual plan. So this year, what I'm super-jazzed about is that I'm seeing all my worlds kind of come together. So we've been asked to steward movement strategy in partnership with legal, in part because we have the fabulous, effervescent Maggie Dennis on our team who leads community resilience and sustainability, but also because legal is one of the ways that we primarily interact with our volunteers because anything that we can let them do from a legal perspective, we want to. We want to keep this movement as strong, as distributed, as leaderful as possible. And so in this moment, we're going to get the opportunity to develop in that movement charter and enshrine the way that we will share power with our entire movement. What's so exciting for me, from my perspective, is that this gets at what keeps me up at night, as general counsel. So I think the secret sauce that we have, which isn't that secret, is our community of volunteers. And so keeping them in the pole position when it comes to editorial decisions is really the thing that invigorates me every day when I get out of bed. And starting to see the world closing in on free knowledge and create really quick timelines where we have to make content decisions could threaten our ability to continue with our community-driven system of content moderation. Now, I think the antidote and the promise for regulators that we have to offer in this moment is if we can help organize, support, and co-create the right systems, processes, and procedures to govern that content with our community of volunteers. So in this moment, the movement charter and then ultimately the global council being contemplated by the movement, coming out of the movement strategy recommendations, is actually what will position us to stay strong and avoid becoming that sort of dolphin getting caught in the tuna net, if you will. That is when regulators are regulating and trying to push back against some of the challenges, some of the evils, if you will, of say a Facebook or Twitter, they could inadvertently mess up our ability to keep that community reliant system of content moderation strong. So for the first time, I'm starting to see my worlds come together in terms of the amazing community-focused work that community resilience and sustainability does, but also the work that the legal affairs and the global advocacy team does. And this, I think, there's a Venn diagram, so the movement charter is about much more than just these systems of governance related to our content, but there is a lot of really good overlap in terms of what we want to stay ahead of regulation. So that's what I would say. Maggie, is there anything that you would want to add from your perspective? I don't see how I can possibly effort best in comparison to what you just did, but I want to say I am in charge of thinking about what helps keep our communities resilient and sustainable in the face of the incredible work they're doing and in the face of the incredible work we've committed to doing in movement strategy 2030. One of the greatest powers of humanity and of our movement is the ability to work together. One of the hardest things to do is work together. So my goal is to help our communities pull together processes, protocols and procedures to encourage them to be able to work together as well as possible so that they remain resilient and we remain sustainable as we face the challenges of unfolding and sharing knowledge across an extremely diverse and, dare I say, not always knowledge friendly world. Thanks, both of you for that. I have a quick follow-up for Amanda and Maggie and then I have a quick follow-up for Robin and Vignesh from the YouTube chat. Amanda mentioned in her annual planned video the idea of taking power back and then you also mentioned in the answer you just gave the idea of regulation coming down and governments encroaching on free knowledge. What is it exactly that governments and regulators are requiring of the foundation now and what are the challenges with that? So in the European Union about two months ago there was a new regulation focused on terrorist related content and that is going to require that we get any so-called terrorist related content down from our platform and from our projects within an hour. So in some cases that might be easy if we have a really well-developed volunteer community stewarding a project in a language that we then got a valid court order for. In some cases we might not have community members that are staffing, you know, some of the volunteer, some of the volunteer email channels and other communication channels that we have to get that content down in one hour. So that would be an example of where, you know, in many other platforms it would simply be an office action. That's what we call them here anyway. In that the foundation would remove the content. However we like whenever possible to really give the community the ability to make all of those editorial decisions. We often work in very close relationship with them but that would be an example. There are also similar intermediary liability guidelines that have recently been passed in India not requiring an hour long takedown window but in many cases 24 hours and that could be problematic for some of our communities depending on their staffing abilities, the volume of takedown requests that they might see and the like. So those are just a couple of examples of the kind of editorial decisions that we really want to, you know, keep the community as the key decision makers on but that could potentially get threatened given the kind of timelines that we're seeing with respect to those takedown notices and the attendant windows. Hope that makes sense. Yeah thank you for that. I think those are really clear examples. Okay and a follow up to Vignesh and to Robin. The most recent community insights report shows significant under representation of Black and other minority groups in the volunteer communities in the UK and the USA. Is this under representation also the case within WMF staff? I'm happy to take that Robin. My answer is going to be in two parts. The first part is that we are currently not able to collect employee demographic information in all the countries that we would like to. This is something that I'm working very hard to identify and pin down where we are able to collect this data and where we're able to store it because of varying legislation around privacy, around data protection regulations from country to country. But in the US where we are able to collect this data we did a huge piece of analysis at the end of 2019 and we're going to do this annually going forward. We did see that the overall representation of Black staff was around 7%. In the manager community it was 5%. The overall representation of White staff was 67%. And in the manager community it was 69%. Now we have a lot more work to do to address the under representation of staff, particularly at senior levels. We've seen a few high-profile senior Black female departures from the organization and we're conscious that we need to create role models. We need to create people in positions of authority that reflect the diversity of the communities we want to serve. So that's something that's front and center to our mind. The second part of my answer is that we're going to be quite methodical in the way we approach data collection going forward. So we've designed and looking to design very strong demographic monitoring questions that can be applicable globally. We're going to go country by country to do an assessment as to whether we can collect that data from each of those locations and begin the process of understanding what the demographics of our organization looks like on the international scale. So that's my overarching view. But Robin, anything you wanted to add? Yes, I wanted to share that we are aware that there has been a lack of representation from people of color and women. And it is something that the board and the C team is very conscious of. It is one of the reasons why we have elevated our work under the Striving Foundation Animal Plan. And we want to continue to seek to address these with tangible actions. We also know that it is essential that our leadership reflects the diversity of the world that we serve in order to fulfill our mission for free knowledge. So hopefully as you review our Animal Plan, you will see metrics and tangible actions that actually speak to addressing these. Great. Thank you. Next, we have a live question from Kevin in the Zoom room. Do you want to unmute and ask your question? Hi, thanks, Elena. And thank you for everyone for taking your time to talk with us. I think these conversations are really important. This question is for Amanda or Maggie, although it may also involve a talent and culture aspect, which is that on the operational side of T&S, like staffing. So, you know, we're really excited about all the new initiatives that are being put forward. And both those and the current mandate of T&S, you know, will require a lot of, presumably a lot of foundation staff to support. As a sitting Arbcom member, I know just how, you know, stretched a lot of the current team is.  I know that your teams must be incredibly stressed on that front. Are there plans to bring on substantially more people on the operation side? Is there, I know historically it's been somewhat challenging to find qualified operation staff? Is there going to be an increase in, you know, incentives or, you know, are you going to be making the jobs more attractive in order to increase the staffing? Kevin, I absolutely love the question. And first of all, I just want to say thank you so much. First of all, for your service on Arbcom, that is no small lift. I know that. And we really, really appreciate all the work that you're doing. So thank you. But also for the question and just recognizing how challenging those roles are. So really appreciate that. And I think the more that you know about them, the more that you understand really how challenging those are. So I want to say a couple things. First of all, yes, I think it really does depend on how we move forward in phase two and what the outcomes of that process are. How extensively our workflows will change. So we continue to be curious as we're engaging with phase two of the process. Second, I absolutely love some of the work. And let me just do a little bit of bragging here as a proud mama of, you know, one of these teams. I know that right now the trust and safety operations team is looking at their workflow and trying to understand how they can actually reduce the overall footprint associated with investigating each case. But the tension that they're trying to really work through at the same time is that they are so thorough and literally we've had people join from other trust and safety departments and say, wow, this is like literally the gold standard, you know, the absolute pinnacle of how you could do a thorough and thoughtful trust and safety operations investigation. So we really want to keep that richness, but we want to see what we can do to decrease the overall amount of time expended on each investigations operations. So this is all a pretty fancy way of saying it has yet to be determined. But it's something that we're absolutely keeping in mind. Now, Maggie, if you have any additional details that you want to share, or anything that you need to correct out of my answer, please do. Thank you so much, Kevin, for the question. I think your answer is great. There's a couple of things that I would note. The trust and safety teams grew a fair bit last year in the fiscal year, which is a little harder to track because we did, as many of you are aware, remove the names of trust and safety operations team members from the staff site, due to the fact that, unfortunately, their job often comes with harassment. That said, it's a larger team now, especially dealing with emergency workflows around threats of terrorism or suicide. And we have a pretty robust team dealing with the behavioral investigations. As Amanda noted, we're trying to streamline some of those workflows to make sure that we put the full amount of attention into those very complicated cases, which is a seated member of the arbitration committee. I know you're familiar with some of them require a lot of time. Some of them don't. We want to make sure that we are addressing them according to the needs of each individual case, which is a roundabout way of saying, right now, what they're doing is reevaluating their work streams, and then they will be assessing what kind of hiring may be necessary with those revised work streams. And there is also the question around whether UCLC phase two is going to ask the foundation to take more professional responsibility for some kinds of cases, or whether we're going to build more robust community processes for handling some of that. So I think that remains to be seen. Thank you for your answers. So I have a follow-up question about the universal code of conduct that was submitted ahead of time that plays off of what you just were talking about, Maggie. The question is, as the work on the UCLC continues, what will be the biggest challenges around enforcement, and how do you plan to address those? I think you just touched on some of them, but I'm sure there are many more. Yeah, I could probably fill the remaining time. So I mean, when you think about the challenge, I won't, when you think about the challenge of the universal code of conduct, and just as a background for those who don't know, last year, the board of trustees ratified a universal code of conduct that applies to all movement spaces. This year, we are talking with communities about how to create an enforcement pathway that provides a fair and equitable system for people all across the movement. It's all a big part of our effort to help provide more equitable systems across the entire movement as we work together more globally. So the biggest challenge is, well, this is really hard. It is not easy to determine what the causes are of behavioral challenges or even to identify what behavioral challenges are. It is difficult to determine if somebody is, you know, we all can blow our stack when we get frustrated. What's the best way to deal with that? How can you be humane with people who are stressed out because this work is hard and behave badly versus those who are trolling, versus those who persistently act out? How do you protect victims? And even just as you call them victims, we use as a state of art, victim refers to somebody in the immediate aftermath of the harassment attack. But all of us can be victims, depending on the context. And I daresay there are a few people listening who have not been targeted by harassment in some way or form online in their lives. So the big challenge is figuring out systems that are fair, figuring out systems that people feel like they can embrace that we can safely try. I think safe to try are important words and that we continue to evolve them as we go forward to make sure that we need the challenges that we make them better and that we continue to pull together to create a safe and fair space for everyone. Thanks for that, Maggie. So we actually have a follow up question about diversity. And this is about diversity on the board of trustees. There is one black board candidate in the current election. And this person thinks that the single black trustees term comes to an end this year. So the question is about how representation on the board could improve given that scenario. Yeah, great point. So it is true that Lisa's term ends on September 1st. We're currently in conversation about extending those terms in partnership with all of the trustees whose terms are renewing, which includes three community selected trustees as well as two independently appointed trustees, so Lisa and Tanya. It is true that we continue to seek additional forms of representation. And this is certainly one aspect of diversity that we care a lot about. So it will be prioritized in the current board search for the additional expanded seats and then for any vacancies that are left. So there are several chances to do this next year. We will also be expanding the board, again, adding two more community selected seats along with the folks, the affiliate trustees whose terms will be ending next spring and then two more independently appointed seats. And so in all of those seats we will be considering representation and diversity of identity, skill, experience at the same time. So thanks for the question. This is something that the board is very, very focused on. And we will take into account whoever gets elected and the kind of diversity that they do bring. So it's an evolving challenge and one that the board is very focused on and really excited to make progress on. So stay tuned. Thanks, Amanda. I have another question that's related to the diversity of the candidate pool within the foundation generally. The recruiting objective under this year's annual plan talks about attracting a candidate pool that represents all the regions that the foundation aims to serve, which would include bringing in more people from emerging communities across the board. This question states that surely you have to focus on a handful of regions in particular at a time. What are the regions you're focused on under this annual plan and why these? Thank you for the question. I can take this and you can add on as well, Vignesh. I do want us to continue to attract, to engage and to retain talent and staff across the regions that we serve in the foundation. So for us, what we look at is every role in the foundation is an opportunity for us to grow our staff outside of the US and Europe and particularly in emerging markets such as Africa, Asia, Latin America, the Middle East. So similar to the goals and initiatives of increasing representation in articles on Wikipedia and in these parts of the world. So having our staff represent the population of the world more closely will set us up for more success in reaching these markets and our movement goals as well. So you'll notice that we have more region specific roles that we're hiring for lately, such as movement communications managers, communication specialists by region. So Africa, LaTam, Asia, similar with trust and safety and policy specialists. That said, even with non region specific positions, we are sourcing from target positions across all functions whenever possible. Exceptions do come in the form of accounting or legal where they're hired. The individual needs to be needs to be a specialist in the US because of US regulations, as an example. Pinesha, do you want to add more? The only thing I would add is I would almost think of it less in terms of which of the countries we're going to focus on and more in terms of what are the fundamental principles we're aiming towards. I think there are two fundamental principles here. The first is ensuring a consistent employee experience. We don't want our employees in North America to have a great experience while our employees in South Saharan Africa have a completely different one. We need to ensure that we are set up in a way that allows us to deliver on that consistent employee experience. The second is around the infrastructure and safety that our employees require in order to function. For us, number one priority is making sure that our employees have the infrastructure and support available locally, pension plans, medical benefits, etc. before they come on board, but also they have access to the internet in order for us to be able to work. We are a company that relies on that. That's the way I look at it. We do have an overarching priority to think about emerging markets, but it's the principles that I want us to focus on, rather than the locations themselves. Thanks, Vinesha. That's a helpful framework, principles over particular locations. Okay, great. I'm going to switch the topic a little bit. This question is for Maggie or Amanda. Where does the work around disinformation fit into this annual plan? Disinformation on the projects. This person didn't see it as an objective that is explicitly called out, so they want to know where this workflow fits. If there were any lessons learned from the Croatian language Wikipedia disinformation assessment that you'll be carrying forward? Yes, is the answer to that last part of the question. We did learn a lot of lessons, both from the Croatian disinformation report in an attendant investigation, as well as from the disinformation task force that we had run last fall. One of the key things that we learned coming out of that is that we need to understand the context of disinformation in various languages across Wikis before we attempt to develop tools and other interventions to assist with fixing some of the disinformation that we do find. This year, what we're engaging in, we have staffed up, so we now have, I believe, four different languages of trust and safety disinformation specialists who will be doing really deep dives in those languages to understand the problems. We've also teed this up with our research teams to really understand the scope, scale, and size of the problem. Then we phased in for consideration in the second half of the year the kind of tools and interventions that we might need once we get that information a little bit more deeply outside of just the one language that we started with, which was Croatian Wikipedia. It was more about sequencing and staging this work correctly and less about us moving away from this as a top priority. Maggie, I don't know if you'd like to clarify anything else. Yeah, I wanted to note because I also heard that there was a question about where this was in the annual plan. So I am helping to support the thriving movement medium term plan and annual plan, and this sits under our primary objective too. Our platform and our contributors will be better protected with improved movement management and curation tools both software and practices. So the trust and safety disinformation team is committed to KR3. Contributors will be empowered to protect the reliability of content across the community of projects. It is a brand new team. The Croatian report was really their first big project, but they're going to be looking to help, especially functionaries across the movement, to identify patterns of disinformation, disinformation campaigns. Also, I will just give it a little plug. I put a page on meta, but I haven't figured out yet where to link it so that people can see which teams are working on which goal. So I don't know if there's a way to easily share that link, but I'll figure out how to link it up to the annual plan at some point. I just put it up last Friday, I believe, maybe Thursday. Do you have the link now, Maggie? You can put it in the Zoom chat and then in the YouTube chat. I do. I'll put it in the Zoom chat now. Okay, great. And I'm going to pass it along. I think that could be shared in the YouTube chat. That would be great as well. Thanks. Cool. Yeah, and we can figure out how to integrate that into the annual plan page. Thank you for that clarification. Next, I'll go back to Kevin, who has another live question in the Zoom room. Thanks, Elena. I have another question about sort of the capabilities of T&S, which is we've seen that more and more we need qualified people on the foundation side with expertise in languages that we don't have covered. I'm not exactly sure what the language capabilities of the T&S trust and safety operations team are, but I know, for example, that we support, there are 200 languages or so that Wikimedia Wikis come in and I know that most of them are not covered by a foundation staff member. Are there plans to increase language capabilities, either in response to direct issues as they come up, for example, the recent article about the Chinese Wikipedia or in general proactively staffing up to have people in place to respond to problems that may come up, either routine or exceptional. Okay, I'll take that. Thanks, Kevin. So I'm going to do the same problem of both that Amanda did and say that one of Jan Eisfelt's great contributions as global head of trust and safety has been expanding its linguistic coverage and its global representation. So I'm very happy to say I can't tell you which actual languages we have right now, but for example, we do have Chinese. We have Persian, we have, there's a lot coming into our team at this point. And we are also kind of toying with new approaches to community consultations. We have a growing group of community facilitators in different languages who are part of the movement strategy and governance team who are also available to provide support on an emergency basis to trust and safety if languages come in. We obviously have a long way to go to cover all the languages that are present in our movement. But I think we will also need to understand how we level up to support people in areas that are not currently well covered as once again the UCIOC phase two moves in and we determine what is the role of staff versus what is the role of volunteers. Just for an example of what I mean, especially for community members who may be concerned about this because this sounds scary. Right now, we most email to the Wikimedia Foundation goes through info channels which are directed to volunteer responders who triage them and they have volunteer responders from many different languages. It may be at some point we have a universal reporting system for behavioral cases that also goes through a triaging system. Who is the first to touch it? Who triages it? Will that be a volunteer role or a paid staff role? It makes a big difference in terms of language coverage. And if it is a volunteer role, is it possible that we provide trainings? Do we move into a contractor system? There's just so many open questions. Did that cover your question, Kevin, or is there more? I think it definitely helped my understanding. I guess are there any particular indicators that would push you to try to expand staffing in a particular language? Are there ways in which community members can ask for expanded capability for supporting a particular language? That's a good question. We generally have responded to where we've seen increasing demand and where we have recognized gaps in coverage. For example, at one point, concerns coming out of Asia, we had very little ability to address because we didn't have the language capability. We saw the need to cover that. As the disinformation team begins to be able to use tooling to understand where there are problems that we currently don't have insight into because the communities don't even know how to tell us that they have problems, I think we're probably going to get even better at identifying those gaps. But at this point, we definitely try to be aware to make sure that we have enough coverage for areas where problems are arising and are known. Thanks. So we have two back-to-back questions related to leadership and representation at the Foundation for Robin and Big Nesh. One was pre-submitted and one just coming in from the YouTube chat. The first one. So under this annual plan, you talk about building a thriving foundation, also referred to as a resilient inclusive foundation in some of our documentation. How will your work under this annual plan account for the recent high volume of turnover in senior leadership? What obstacles do you think this is going to present and how are you going to overcome them? Thanks for the question. With grants and Heather's departure, we actually felt that their leadership structures were in place that brought confidence to us in still delivering the animal plan. We did talk at length to both Grant and Heather, kind of what are the things that should be in our radar? What should we worry about? Where should we course correct or review and evaluate or recalibrate for now with the three VPs in technology and strong leadership in both departments? We feel fairly confident that the work can continue and we will lean in as a transition team, Amanda, Jaime, and I, and review workflow efficiencies, work streams, and the teams as well. So we feel fairly confident, but always we will lean in. We will course correct as necessary. We are also addressing these in other ways where we see opportunity for us to bring in more diverse leadership, continued focus on representation, diverse backgrounds, experiences, and ensure that we are also looking at the management structures, the leadership structures within the teams and supporting them as well. Okay, great. And then related to that, we have a question from the YouTube chat about whether the foundation plans to implement a kind of employee representation system such as work councils that represent employees and have some rights regarding implementing rules that affect employees. The timing of the question is impeccable with the arrival of Luciana Oliveira, our new vice president of talent and culture. One of her mandates, one of her priorities is to actually create what you say like a staff council, a work council, what we're calling right now a people board. This will happen within the first quarter of this fiscal year. So the team will be formed to provide input and feedback to senior leadership and also a direct link to the board. I know that there has been a desire here to have sort of an ombudsman role. We haven't had that structure before, and we're going to try it out with this kind of people board structure. It's a consultative body. They will have access to the board. They will have access to senior leadership. And we are going to do more of a thoughtful deep dive into what problems would this body help us solve that the current structures that we have are failing to solve or not being able to solve. What would decision making procedures look like? I am a fan of having an advisory staff council when we're piloting or experimenting new processes, new programs to help benefit staff. Are we on the right track? Do we need to pivot, course correct early? Is it safe to try? So I really want to have an organization where we grow into a learning organization where we can experiment and we can pivot and we can learn together and having this consultative body I think would really help us with implementation and various change management approaches as well. Thank you. We have a follow-up question from the YouTube chat about the disinformation work. Are the WMF disinformation fighting efforts documented somewhere that we can reference? This person would like to show the kind of Wikimedia involvement in media literacy. They'd like to document that in presentation. Are there resources that we can direct people to? I'm not sure. I don't know. We can look at that and try to get back to you. I'm not also exactly sure what resource you're looking for based on the question. I thought I knew and then the last two sentences that you mentioned about the media. Yeah. Well, I think in general, I assume this person is looking to present on the topic of media literacy and understanding disinformation in that context, being able to identify disinformation. But I think any resources for disinformation would be welcome, anything that we've put out about disinformation. Agni, do you have any thoughts? Yeah. I can speak. So as I said, some of the disinformation work is slotted under thriving movement, which I've started documenting out on meta a little bit. However, individual teams have not all yet published their plans, which are in some cases still undergoing community consultation. So there may be and should be more evolving in some of that work in the weeks to come. That said, the focus that my team is doing, and I'm not going to speak to all across, the focus that my team is doing is less around media literacy training and a whole lot more, well, maybe it's media literacy training, it's a whole lot more about helping functionaries and users who combat issues to identify problems from specific campaigns. So I don't know if I've answered the question any better, but I will say that there will be more documentation about our work in the weeks to come. And you think that documentation will be linked from the page that you've already shared? Oh, it looks like there's another there's another page that's being shared in the zoom chat. Okay, it's the room. Yeah, it's not. I'm going to just go out on the limb and say I don't think it's actually the resource that the person is looking for based on the way that the question has been asked. We are happy to share what we're doing and what our plans are, but I don't actually think it's on point in relation to the question, given what I'm understanding of the question. Okay, thank you. Okay, so we have one more follow up from YouTube quickly, then we also have somebody in the zoom room that wants to ask a question live. This question, I believe, is referencing the movement strategy recommendations. Many affiliates are mapping their yearly plans towards the movement strategy recommendations and the initiatives around that work. Will we see any mapping like this for the WMF annual plan? And if not this year, maybe we'll see it next year. I can take this. So as some of you may be aware, movement strategy came to me and my team just a couple of months ago, as we had an executive transition. So we did on officially, we did not take the time to do great documentation, look at the annual plan to see what mapped to movement strategy to understand where gaps are and where work doesn't seem aligned. That said, we have made a commitment this year to make sure it's sort of buried in the language data. We're going to put data out about the work that we're doing about opportunities, about the initiatives and where they are, we're trying to map who's doing what so that it's easier for everybody to see where everything rolls up. I will say one of my recent favorite kind of buzzword slogans or something around this is if it doesn't relate to movement strategy, we should be asking ourselves why we're doing it. So I kind of feel like everything in the annual plan has better connected movement strategy in one way or the other. Now I'll stop because there's another hand in the room. I just want to respectfully just caveat what Maggie said in two ways. Number one, I think there's, we have to really guard against as the foundation co-opting the movement strategy. The movement strategy is the movements and as we get agreement on each of the recommendations and start co-creating the path forward, that's exciting and we want to lift that up every time that we can. Number one, number two, I will say the movement was written by the movement that we have now and our mission and it requires bringing more people in. So in some cases, there are certain things that we should be doing as the foundation to hold that future perspective for communities of emerging contributors to join us. And so those are the two ways that I think we need to be really careful about saying the movement strategy is the foundation strategy because there's a little bit, it's not quite the full story I guess and I just, as a lawyer, had to get that caveat in although I roughly agree with everything that Maggie said. I think what I'm hearing you both say too is that in the annual plan, there are echoes of obviously movement strategy and the work that we're doing in the annual plan supports the movement strategy. So as we track the progress of the annual plan through the quarterly tuning sessions and all of those things that we make available publicly, people should be able to follow the work that we're doing in support of movement strategy. Yes, for the win. Love it. All right, good. Okay, you have three minutes left. I want to get to the last question here in the Zoom room. Captain Eak, do you want to unmute and ask the question? Sure thing. I just want to add very quickly, I loved what Amanda said there. It is really important to the community that we work together with the foundation, that the foundation doesn't co-opt us and that we don't co-opt the foundation. I loved hearing that. My question is, there was some mention of how the foundation is planning for past legislation, but I would like to hear how the foundation, since this is a medium term plan, is preparing for upcoming legislation and what legislation is most feared or least prepared for by the foundation? Okay, so just to paraphrase the question, you want me to hone in on what all of our legal vulnerabilities are in excruciating detail. I see what you're asking there, but in general, okay, okay, okay, taking a step back generally, we are seeing a lot of really exciting intermediary liability conversations in the European Union. We are also watching what's happening here in the U.S. with respect to section 230. I think intermediary liability is going to be one of those big issues. Again, I'll just remind you that this, in my view, is why the movement Charter Conversations and the Global Council are so important for us, because I think we have the possibility to really enshrine some of the practices, procedures, protocols, and systems that we need in order to ensure that we come out of those intermediary liability conversations on a really strong footing where we can preserve the secret sauce and really allow our communities to continue to make those editorial decisions. So that's one set. Second, I think in certain places, we're seeing copyright reform really coming to life. And in some locations, especially in Africa, we may have the ability to actually proactively shape what their entire copyright regime looks like. And so we really want to pay attention to those proactive opportunities to build and set up for decades to come the kind of regulatory schemes that would most benefit free knowledge. And of course, Wikimedia, Wikipedia, and other free knowledge projects in particular. I would say the third thing that we're seeing is really with respect to freedom of expression and anti-censorship. And we want to make sure that certain regressive laws that are happening in many locations around the globe don't threaten our communities' abilities to lift up the knowledge that they have. So those at the highest level are the things that we're looking at. With most interest, I would say, you know, after that, we're also keeping really abreast of privacy laws because of the implication that they have on the free knowledge work that we do as well. And we know that policy contagion is a thing. And in the wake of GDPR, we expect that multiple other jurisdictions will be passing similar laws as well. Hope that helps. Thanks so much for that answer, Amanda. And we did get some thanks also in the YouTube chat to Kristoff for sharing the link to the report that that was helpful in terms of resources for what the person was looking for for disinformation resources. That concludes our session. Thank you, everybody, for joining us. You brought some great questions to the conversation. Again, we'll be posting the video on the annual plan meta page as well as the transcript. And I don't believe we had any questions that went on answer today, so that's great. But if people have any questions after the fact, please feel free to ask them on the annual plan talk page and we'll respond to you there. Elena, you're awesome. Thanks for doing this. Thank you all. Thanks, Elena. Thanks very much, Elena. Thanks to the panelists. Bye. Bye.