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Theory of change
Theory of change


These objectives have been developed as a part of a year long strategy process that included the creation of a multi-year theory of change for Mozilla’s trustworthy AI work (see appendix). The majority of objectives are tied directly to one or more short term (1 - 3 year) outcomes in the theory of change.
These objectives have been developed as a part of a year long strategy process that included the creation of a multi-year theory of change for Mozilla’s trustworthy AI work. The majority of objectives are tied directly to one or more short term (1 - 3 year) outcomes in the theory of change.


Partnerships
Partnerships


Mozilla Foundation’s overall focus is on growing the movement of organizations around the world committed to building a healthier internet. A key assumption behind this work is that MoFo maintains a small staff that is skilled at partnering, with most of its resources going into networking and supporting individuals and organizations within the movement. The 2020 OKRs include a strong focus on deepening our partnership practice, both through the movement-building objective (OKR4) and through a focus on partnership across all other objectives.  
Mozilla Foundation’s overall focus is on growing the movement of organizations around the world committed to building a healthier internet. A key assumption behind this work is that Mozilla maintains a small staff that is skilled at partnering, with most of its resources going into networking and supporting individuals and organizations within the movement. The 2020 OKRs include a strong focus on deepening our partnership practice.  


{| class="wikitable sortable" cellpadding="3" width="100%"
Below is a bulleted list of our OKRs. You can read more about them [https://wiki.mozilla.org/Foundation/2020/OKRs here].
|+
|1.
|Thought leadership
|+
|Short term outcomes
(1 - 3 years)
| Clear "Trustworthy AI" guidelines emerge, leading to new and widely accepted industry norms.
|+
|Narrative
|In a world awash in AI ethics guidelines, charters and manifestos, more and more people are asking: how do we turn all this talk into action?


In 2019, Mozilla focused on a) identifying actionable trustworthy AI patterns across a wide variety of guidelines plus the Mozilla Manifesto and b) mapped out these patterns plus a set of concrete technical, advocacy and policy steps that could be taken to make trustworthy AI a reality. In 2020, we will share the output of this work, map the work already underway that aligns with the Theory of Change and support the work of people who are taking action in the areas we describe in our research.
1. Thought Leadership <br />
'''Short Term Outcome:''' Clear "Trustworthy AI" guidelines emerge, leading to new and widely accepted industry norms. <br />
'''2020 Objective:''' Test out our theory of change in ways that both give momentum to other orgs taking concrete action on trustworthy AI and establish Mozilla as a credible thought leader. <br />
'''Key Results:''' <br />
* Publish a  whitepaper theory of change (H1)
* 250 people and organizations participate in mapping to show who is working on key elements of trustworthy AI and  offer feedback on the whitepaper
* 25 collaborations with partners working on concrete projects that align with short term outcomes in the theory of change


We will model moving from concept to action ourselves by collaborating with others on concrete actions related to the short-term outcomes in the Theory of Change. ‘Concrete action’ is work that will result in  outputs that enable others to build and innovate including code, data, curriculum, law, litigation or other real world activity. The work will not only allow us to move from talk to action -- it will also provide feedback and learning that will let us hone the thinking in the theory of change and related research so it can be used more widely.
2. Data Stewardship <br />
|+
'''Short Term Outcome:''' More foundational trustworthy AI technologies emerge as building blocks for developers (e.g. data trusts, edge data, data commons). <br />
|2020 objective
'''2020 Objective:''' Increase the number of data stewardship innovations that can accelerate the growth of trustworthy AI. <br />
| Test out our theory of change in ways that both give momentum to other orgs taking concrete action on trustworthy AI and establish Mozilla as a credible thought leader.  
'''Key Results:''' <br />
|+
* $3 million raised to support bold, multi-year, cross movement initiatives on data stewardship as an indicator of growing philanthropic support in this area.
| Key Result 1
* 10 awards or fellowships for prototypes or other concrete exploration re: data stewardship.
| Publish a  whitepaper theory of change (H1)
* 4 concentric “networks of practice” utilize Mozilla-housed Data x Lab
|+
| Key Result 2
| 250 people and organizations participate in mapping to show who is working on key elements of trustworthy AI and  offer feedback on the whitepaper
|+
| Key Result 3
| 25 collaborations with partners working on concrete projects that align with short term outcomes in the theory of change
|+
|}


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3. Consumer Power <br />
|+
'''Short Term Outcome:''' Citizens are increasingly willing and able to pressure and hold companies accountable for the trustworthiness of their AI. <br />
|2.  
'''2020 Objective:''' Mobilize an influential consumer audience using pivotal moments to pressure companies to make ‘consumer AI’ more trustworthy. <br />
|Data stewardship
'''Key Results:''' <br />
|+
* 3m page views to ‘trustworthy AI’ content on Mozilla channels (MoFo website, social media, YouTube, etc.).
|Short term outcomes
* 50k new subscribers drawn from sources (partnerships, contextual advertising, etc.) oriented towards people ages 18-35.
(1 - 3 years)
* 25k people share information with us (stories, browsing data, etc.) in order to gather evidence about how AI currently works and what changes are needed.  
| More foundational trustworthy AI technologies emerge as building blocks for developers (e.g. data trusts, edge data, data commons).
|+
|Narrative
|In the era of machine learning, who controls our data and what they do with is a big deal. It determines not only what is possible with AI but also who knows what, who can innovate, who makes money, what decisions get made. Right now, the biggest pools of data sit with the tech platforms and other companies that underpin our digital lives. What if this wasn’t the case? What if large pools of data were stewarded in a way that would benefit and protect the people who created the data in the first place? Or that would collectively benefit the general public? Emerging ideas like data trusts, data cooperatives and data commons aim to do exactly this: to shift the power dynamic around data.  


In 2020, Mozilla and its partners will explore whether data stewardship models like these have the potential to accelerate the growth of trustworthy AI, offering everyone from developers to policy makers a new set of tools to use in their work. In the immediate term, Mozilla’s role in this work will be to a) provide an overview of trends and opportunities and b) to connect and fund people working on innovations in this space. These innovations may include laws, contracts, software, services and business models that put data stewardship concepts into concrete action. Over the longer term, Mozilla could enter into the business of being a data steward itself, helping members of the public collectively manage their relationships with platforms and others who use their data.
4. Movement Building <br />
|+
'''Short Term Outcome:''' A growing number of civil society actors are promoting trustworthy AI as a key part of their work. <br />
|2020 objective
'''2020 Objective:''' Partner with diverse movements to deepen intersections between their primary issues and internet health, including trustworthy AI, so that we increase shared purpose. <br />
| Increase the number of data stewardship innovations that can accelerate the growth of trustworthy AI.
'''Key Results:''' <br />
|+
* 30% increase in partners with whom we (have both) published,  launched, or hosted something that includes shared approaches to their issues and internet health (e.g. shared language, methodologies, resources or events).
| Key Result 1
* 75% of partners from these diverse movements report deepening intersection between their issues and internet health/AI.
| $3 million raised to support bold, multi-year, cross movement initiatives on data stewardship as an indicator of growing philanthropic support in this area.
* 4 new partnerships in the Global South report deepened intersection between their work and ours.
|+
| Key Result 2
| 10 awards or fellowships for prototypes or other concrete exploration re: data stewardship.
|+
| Key Result 3
| 4 concentric “networks of practice” utilize Mozilla-housed Data x Lab
|+ 
|}
 
{| class="wikitable sortable" cellpadding="3" width="100%"
|+
|3.  
|Consumer Power
|+
|Short term outcomes
(1 - 3 years)
| Citizens are increasingly willing and able to pressure and hold companies accountable for the trustworthiness of their AI.
|+
|Narrative
|As AI-enabled technology becomes increasingly pervasive, we have a critical window in which to educate and more deeply engage people to advocate for trustworthy AI. In their role as consumers, people can illustrate the demand for trustworthy AI and its economic potential, accelerating action by developers, investors and policymakers. Younger adults (18-35 yrs) have disproportionate power to influence company behavior given their current and projected purchasing power. Mozilla’s current audience (given our existing measures) is predominantly older and we need to diversify our audience as we expand our reach. 
 
In 2020, we’ll increase awareness of trustworthy AI among key consumer audiences and then mobilize this cohort into deeper engagement on the issue. We’ll use pivotal moments (elections, holidays, etc.) among other tactics to show how AI impacts people and direct those who seek change a ‘hub’ for information, action and connection around ‘trustworthy AI’. We’ll focus our consumer mobilization on companies that produce AI-enabled consumer technologies widely available in the US/EU, including recommendation engines, targeting advertising and voice assistants. To deepen engagement, we’ll recruit people to gather evidence with us about the role and influence of algorithms.
|+
|2020 objective
| Mobilize an influential consumer audience using pivotal moments to pressure companies to make ‘consumer AI’ more trustworthy.
|+
| Key Result 1
| 3m page views to ‘trustworthy AI’ content on Mozilla channels (MoFo website, social media, YouTube, etc.).
|+
| Key Result 2
| 50k new subscribers drawn from sources (partnerships, contextual advertising, etc.) oriented towards people ages 18-35.
|+
| Key Result 3
| 25k people share information with us (stories, browsing data, etc.) in order to gather evidence about how AI currently works and what changes are needed.
|+ 
|}
 
{| class="wikitable sortable" cellpadding="3" width="100%"
|+
|4.
|Movement building
|+
|Short term outcomes
(1 - 3 years)
| A growing number of civil society actors are promoting trustworthy AI as a key part of their work.
|+
|Narrative
|The internet health movement cannot succeed if it is siloed. Internet health and the likelihood of trustworthy AI increases as the need for both is prioritized by greater numbers of people. Internet growth rates in the global south measure over 10k% over the last decade. In Europe and North America where growth may now be slower, penetration rates hover around 90%. Regardless of region, digital platforms have become essential tools for 21st-century social movements.
 
Interdependence is geographically inherent to the internet and a tenet upon which the efficacy of social movements relies. Building models of engagement that value geographic and social interdependence; reaching users in the fastest growing regions; and engaging those users already self-organized for purpose-driven activity, increases the likelihood of internet health becoming a priority more broadly, thus ensuring our success.
In 2020 Mozilla will prioritize partnering with constituencies where we may deepen our understanding and action toward common cause. Diverse movements can originate from expanded geographies, particularly the global south and east; and per the theory of change, from human rights-, consumer rights- and those sectors historically excluded from the progression of Internet health or artificial intelligence. “Partnership” is a synchronous engagement for growth, learning, benefit, change. Partnering can include funding, training, resourcing, research collaboration, united campaigning, convening.
|+
|2020 objective
| Partner with diverse movements to deepen intersections between their primary issues and internet health, including trustworthy AI, so that we increase shared purpose.
|+
| Key Result 1
| 30% increase in partners with whom we (have both) published,  launched, or hosted something that includes shared approaches to their issues and internet health (e.g. shared language, methodologies, resources or events).
|+
| Key Result 2
| 75% of partners from these diverse movements report deepening intersection between their issues and internet health/AI.
|+
| Key Result 3
| 4 new partnerships in the Global South report deepened intersection between their work and ours.
|+
|}
 
{| class="wikitable sortable" cellpadding="3" width="100%"
|+
|5.
|Org effectiveness
|+
|Narrative
|Over the last 5 years, MoFo has moved through a long period of growth and change. Through this change, we have built a solid set of programs focused on internet health and movement building, and have mapped out a vision for our work around trustworthy AI. As we follow through on this work, we need to build an increasingly high performing, effective organization with the supports and resources required to drive impact through these programs.
 
We have strong foundations in place, but in many cases, we are still living with systems and models from a previous era. It is imperative that we understand the needs and shape of the Foundation now, and put updated approaches in place to confidently set us up to execute on our strategy for years to come. These include a long term funding model to ensure sustainability, new systems for gaining organizational insight and measuring performance, support for ensuring our people have the skills needed to excel in their roles and deliver on our goals, and a clear and transparent framework for decision-making.
|+
|2020 objective
| Update our organizational models and capabilities so that our strategy and people can succeed, and our ambition can grow over multiple years.
|+
|}
 
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= Timeline =
= Timeline =
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