OLD BUSINESS
2014 Strategic Goals
[Board Goal] Attract and retain volunteers and security professionals to contribute to OWASP Projects or the OWASP community.
- Sarah thoughts on Metric: The staff has discussed this as well as the possible/suggested metrics and while we have operational plans to increase volunteerism, we do not think there is a meaningful metric available at this point to measure this. It seems prudent to develop a way to quantify and recognize volunteerism in the next year and then in the future years maybe we will have a better metric to measure this.
- Sarah - If an expectation or measurement of success needs to be set on this, I would recommend something like this: Define an engagement program that facilitates volunteer involvement, expectation setting and recognition of individual efforts.
- Revision on goal: Define an engagement program that facilitates volunteer involvement by enabling volunteers to self-identify and create a plan to incentivize and measure their volunteerism.
[Board Goal] Mobilize OWASP volunteers to help address security issues in large software systems/applications/frameworks.
- Sarah - Metric: Build an OWASP program that incentivizes the security community to find and fix security problems in software.
- Sarah - Metric: By the end of the year we have at least two successful completed initiatives reviewing security issues in one or two of the major frameworks
[Board Goal] Strengthen OWASP chapters and increase Chapter’s abilities to spread message of OWASP through locally organized and run events.
- Metric: Chapter participation in at least 60 local events (events hosted by chapter or chapter participation in a non-OWASP outreach/appsec event) by the end of the year.
- Metric: Hold at least 4 (quarterly) virtual chapter leader meetings in addition to in person chapter meetings (at global appsec conferences) to incentivize more collaboration and support between chapter leaders
- Metric: All chapters with funds in excess of $5000 and 10% of chapters with less than $5000 in funds engaged in annual budgeting.
- Metric: Annual survey of all chapter leaders asking for their alignment to our mission and strategic goals.
- Suggested - metric related to conversion of chapter mailing list/meeting attendees to members
- Suggested - create a success template that can be used by other chapters to copy
- Not necessarily budgeting - strategic planning for chapters
[Board Goal] Build a scalable OWASP training program that spreads security training around the world
- Recommended: remove “developers” from this goal since the trainings will most likely target (or be open to) more than just developers
- Metric: At least six total training events with at least three being free to attend by the end of the year (in addition to global appsec conferences) - live or online.
- Metric: OWASP delivered training to 800 additional people (i.e. in addition to the number attending our AppSec training programs last year).
[Board Goal] Maintain a capable, agile and financially sustainable organisation
- While I have suggested metrics below that are goals specified in the annual budget, I think this goal should be removed primarily because this isn’t an annual strategic goal but something that a healthy organization should be doing EVERY YEAR.
- Metric: Increase corporate membership income by 75% and individual membership by 25%
- Metric: Achieve profit goals for all 4 Global AppSec Conferences
- Metric: Build scalable models for at least 2 new revenue sources
- Metric: Put at least 5% of Foundation annual revenue into “foundation reserves” at the end of the year.
- In favor of removing as this a strategic goal is a recurring annual goal - Michael, Eoin, Jim, Tom (no - Tobas, Fabio, Josh)
- Fabio - include this as goals are different than budgeting
Vote
- Motion to vote - michael, eoin second
- Vote approve - Michael, Eoin, Tom, Josh, Tobias, Fabio, Jim