Staff-Projects/2019-Operating-Plan - Revision history

Mccamon at 14:23, 28 February 2019

2019-02-28T14:23:38Z

Mtesauro: Added to staff projects category

2019-02-26T21:38:56Z

Added to staff projects category

Mccamon: Added tech roadmap

2019-02-17T17:09:16Z

Added tech roadmap

Lisa.jones: spelling correction

2019-02-13T13:21:55Z

spelling correction

Mccamon at 04:44, 13 February 2019

2019-02-13T04:44:23Z

Mccamon at 04:14, 13 February 2019

2019-02-13T04:14:49Z

Mccamon: /* Global AppSec Events */

2019-02-13T04:04:48Z

‎Global AppSec Events

Mccamon: added budget

2019-02-13T04:03:31Z

added budget

Mccamon at 20:16, 12 February 2019

2019-02-12T20:16:23Z

Mccamon at 20:15, 12 February 2019

2019-02-12T20:15:50Z

@@ Line 86: / Line 86: @@
 == Website 2.0 ==
-Before June 1, the Foundation will launch a new website designed to engage visitors and professionally convey the value of our collective work. Rather than just reskinning our current wiki or placing a simplified landing page in front of our site, we plan to migrate to an entirely new platform. Website 2.0 must better connect with our developer audience and be valuable when visited on a variety of devices. It must be possible for elements of our site to be managed by our communities or through automation and any platform change must retain these attributes as well as ensuring continuity of analytics, permissions design, and redirect of inbound links. A proof of concept will be complete by April 1. Once Website 2.0 is launched, the wiki will be maintained through 2020 for historical purposes.
+Before June 7, the Foundation will launch a new website designed to engage visitors and professionally convey the value of our collective work. Rather than just reskinning our current wiki or placing a simplified landing page in front of our site, we plan to migrate to an entirely new platform. Website 2.0 must better connect with our developer audience and be valuable when visited on a variety of devices. It must be possible for elements of our site to be managed by our communities or through automation and any platform change must retain these attributes as well as ensuring continuity of analytics, permissions design, and redirect of inbound links. A proof of concept will be complete by April 1. Once Website 2.0 is launched, the wiki will be maintained through 2020 for historical purposes.
 == Corporate Sponsorship ==

← Older revision		Revision as of 21:38, 26 February 2019
Line 139:		Line 139:
	= Budget =		= Budget =
	[https://docs.google.com/spreadsheets/d/10LCiXk_Mbq3Rb72kwOVkKxLJy0XABO5cQiQRr2eYH-U/edit?usp=sharing Google Sheet]		[https://docs.google.com/spreadsheets/d/10LCiXk_Mbq3Rb72kwOVkKxLJy0XABO5cQiQRr2eYH-U/edit?usp=sharing Google Sheet]
		+	[[Category:Staff Projects]]

@@ Line 33: / Line 33: @@
 == Retool Business Operations ==
-Continuously audit business practices for inefficiency, fairness, integrity, transparency, and alignment against the Foundation mission. Document all points of data and money in/out of the Foundation. Seek to consolidate where possible and identifying new tools if appropriate. Use ticketing systems to ensure inbound requests meet predefined service level agreements (SLAs) while providing meaningful and accurate status information to requesters and assigned parties. Review and suggest changes to improve every aspect of the Foundation’s work product from members, sponsors, chapters, projects, invoicing, accounts payable/receivable, and events. Ensure documented practices are followed for onboarding and offboarding stakeholders of the Foundation, and annually audit those practices. Document human resource function with an updated Employee Manual and staff management processes. Publish an expense reimbursement and travel policy for the Foundation.
+Continuously audit business practices for inefficiency, fairness, integrity, transparency, and alignment against the Foundation mission. Document all points of data and money in/out of the Foundation. Seek to consolidate where possible and identifying new tools if appropriate. Use ticketing systems to ensure inbound requests meet predefined service level agreements (SLAs) while providing meaningful and accurate status information to requesters and assigned parties. Review and suggest changes to improve every aspect of the Foundation’s work product from members, sponsors, chapters, projects, invoicing, accounts payable/receivable, and events. Develop and implement a technology roadmap for Foundation engagement, communication, security, and institutional resiliency. Ensure documented practices are followed for onboarding and offboarding stakeholders of the Foundation, and annually audit those practices. Document human resource function with an updated Employee Manual and staff management processes. Publish an expense reimbursement and travel policy for the Foundation.
 == Project Planning and Budgeting ==

@@ Line 18: / Line 18: @@
 * Successfully relaunch website and community toolset by June 1.
 * Increase relevance and reputation of OWASP measured by 5% increase in web traffic.
-* Improve satisfaction with OWASP by survey measured 5% increase.
+* Improve satisfaction with OWASP by survey measured a 5% increase.
 * Increase membership by 20% and Corporate Sponsorship revenue by 25%.
@@ Line 30: / Line 30: @@
 == Single Source of Truth ==
-The CRM will be the single source of truth for membership data, chapter metrics, along with chapter and project leaders. Review existing systems for managing community data  and work to resolve gaps in functionality and data integrity. Retire legacy features/options in tools where appropriate to increase usability. Encourage leadership to use Foundation sourced tools, in particular event and chapter meeting registrations, to increase transparency and achieve organizational efficiencies. Automate where direct time savings can be projected and live with manual processes when ROI is unclear or insignificant. It is not expected that OWASP will migrate to a new CRM system.
+The CRM will be the single source of truth for membership data, chapter metrics, along with chapter and project leaders. Review existing systems for managing community data and work to resolve gaps in functionality and data integrity. Retire legacy features/options in tools where appropriate to increase usability. Encourage leadership to use Foundation sourced tools, in particular, event and chapter meeting registrations, to increase transparency and achieve organizational efficiencies. Automate where direct time savings can be projected and live with manual processes when ROI is unclear or insignificant. It is not expected that OWASP will migrate to a new CRM system.
 == Retool Business Operations ==
-Continuously audit business practices for inefficiency, fairness, integrity, transparency, and alignment against the Foundation mission. Document all points of data and money in/out of the Foundation. Seek to consolidate where possible andidentifying new tools if appropriate. Use ticketing systems to ensure inbound requests meet predefined service level agreements (SLAs) while providing meaningful and accurate status information to requesters and assigned parties. Review and suggest changes to improve every aspect of the Foundation’s work product from members, sponsors, chapters, projects, invoicing, accounts payable/receivable, and events. Ensure documented practices are followed for onboarding and offboarding stakeholders of the Foundation, and annually audit those practices. Document human resource function with an updated Employee Manual and staff management processes. Publish a expense reimbursement and travel policy for the Foundation.
+Continuously audit business practices for inefficiency, fairness, integrity, transparency, and alignment against the Foundation mission. Document all points of data and money in/out of the Foundation. Seek to consolidate where possible and identifying new tools if appropriate. Use ticketing systems to ensure inbound requests meet predefined service level agreements (SLAs) while providing meaningful and accurate status information to requesters and assigned parties. Review and suggest changes to improve every aspect of the Foundation’s work product from members, sponsors, chapters, projects, invoicing, accounts payable/receivable, and events. Ensure documented practices are followed for onboarding and offboarding stakeholders of the Foundation, and annually audit those practices. Document human resource function with an updated Employee Manual and staff management processes. Publish an expense reimbursement and travel policy for the Foundation.
 == Project Planning and Budgeting ==
-Each year the Executive Director, along with staff and consultation with the Board, will develop an Operating Plan and Annual Budget for the Foundation. The Operating Plan will be presented to the Board for approval no later than 30-Sep, and the budget 30-Nov, of prior calendar year. The Operating Plan will minimally include measurable goals and the major initiatives of the Foundation. A quarterly check-in on the plan, its goals and KPIs will be provided to the community. Also, any staff-led initiative that costs more than $10,000 or requires more than 40hrs of staff time, will have a publicly documented plan. The Foundation will create and share project and budget templates for event organizing committees.
+Each year the Executive Director, along with staff and consultation with the Board, will develop an Operating Plan and Annual Budget for the Foundation. The Operating Plan will be presented to the Board for approval no later than 30-Sep, and the budget 30-Nov, of the prior calendar year. The Operating Plan will minimally include measurable goals and the major initiatives of the Foundation. A quarterly check-in on the plan, its goals and KPIs will be provided to the community. Also, any staff-led initiative that costs more than $10,000 or requires more than 40hrs of staff time, will have a publicly documented plan. The Foundation will create and share project and budget templates for event organizing committees.
 == Restricting Donations ==
-The Foundation will end the practice of allowing members to attribute and/or split their annual membership dues to chapters and projects. All donations and membership dues/fees to the Foundation shall be considered unrestricted gifts for the benefit of the Foundation. Atttributing a gift directly to a project or chapter will be discouraged and only permitted on individual gifts and fees greater than $1,000.
+The Foundation will end the practice of allowing members to attribute and/or split their annual membership dues to chapters and projects. All donations and membership dues/fees to the Foundation shall be considered unrestricted gifts for the benefit of the Foundation. Attributing a gift directly to a project or chapter will be discouraged and only permitted on individual gifts and fees greater than $1,000.
 == Build Community ==

@@ Line 105: / Line 105: @@
 == Underserved Communities ==
 In all of the Foundation’s work, we shall strive to be inclusive of underserved communities like students, women in technology, and those living in developing economies. Our membership and event registration pricing should always include accommodations for these communities. Additionally a plan shall be developed to increase participation by 25% in each of these the communities in the work of the Foundation.
 = SWOT =

← Older revision		Revision as of 04:14, 13 February 2019
Line 141:		Line 141:

	= Budget =		= Budget =
−	~~{\| {{table}}~~	+	[https://docs.google.com/spreadsheets/d/10LCiXk_Mbq3Rb72kwOVkKxLJy0XABO5cQiQRr2eYH-U/edit?usp=sharing Google Sheet]
−	~~\| \|\|\|\|\|\|\|\| FY19 \|\| Est Actual 18~~
−	\|-
−	~~\| Income\|\|\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|Conferences\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Global Events\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Registrations\|\| $ 1,750,000 \|\| $ 1,510,943~~
−	\|-
−	~~\| \|\|\|\|\|\|Sponsorships\|\| $ 850,000 \|\| $ 771,396~~
−	\|-
−	~~\| \|\|\|\|Regional Conferences\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Registrations\|\| $ 375,000 \|\| $ 344,961~~
−	\|-
−	~~\| \|\|\|\|\|\|Sponsorships\|\| $ 450,000 \|\| $ 416,573~~
−	\|-
−	~~\| \|\|\|\|Other Conferences\|\|\|\| $ 20,000 \|\| $ 15,000~~
−	\|-
−	~~\| \|\|Membership\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Individual (2,000*$85)\|\|\|\| $ 170,000 \|\| $ 156,301~~
−	\|-
−	~~\| \|\|Corporate Sponsorships\|\|\|\|\|\| $ 325,000 \|\| $ 295,180~~
−	\|-
−	~~\| \|\|Merchandise\|\|\|\|\|\| $ 5,000 \|\| $ 848~~
−	\|-
−	~~\| \|\|Donations\|\|\|\|\|\| $ 150,000 \|\| $ 136,061~~
−	\|-
−	~~\| \|\|Interest\|\|\|\|\|\| $ 5,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Total Income\|\| $ 4,100,000 \|\| $ 3,647,263~~
−	\|-
−	~~\| \|\|\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| Expenses\|\|\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|Conferences\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Global Events\|\|\|\| $ 1,900,000 \|\| $ 1,732,714~~
−	\|-
−	~~\| \|\|\|\|\|\|Catering and Venue\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Training\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Other Expenses\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Regional Conferences\|\|\|\| $ 525,000 \|\| $ 493,380~~
−	\|-
−	~~\| \|\|\|\|\|\|Catering and Venue\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Training\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|\|\|Other Expenses\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Other Conferences\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|Projects\|\|\|\|\|\| $ 200,000 \|\| $ 38,222~~
−	\|-
−	~~\| \|\|Chapters\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Local Meetings\|\|\|\| $ 225,000 \|\| $ 199,341~~
−	\|-
−	~~\| \|\|\|\|Local Outreach\|\|\|\| $ 25,000 \|\| $ 17,008~~
−	\|-
−	~~\| \|\|Marketing\|\|\|\|\|\|\|\| $ 31,434~~
−	\|-
−	~~\| \|\|\|\|Website Refresh\|\|\|\| $ 40,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Branding & Trademarks\|\|\|\| $ 75,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Public Relations\|\|\|\| $ 30,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Co-Marketing Partnerships\|\|\|\| $ 10,000 \|\|~~
−	\|-
−	~~\| \|\|Travel\|\|\|\|\|\|\|\|~~
−	\|-
−	~~\| \|\|\|\|Board F2F Meetings (2x~~/~~yr)\|\|\|\| $ 45,000 \|\| $ 14,956~~
−	\|-
−	~~\| \|\|\|\|Travel Assistance\|\|\|\| $ 50,000 \|\| $ -~~
−	\|-
−	~~\| \|\|\|\|Staff\|\|\|\| $ 40,000 \|\| $ 37,673~~
−	\|-
−	~~\| \|\|Grants\|\|\|\|\|\| $ 20,000 \|\| $ 10,607~~
−	\|-
−	~~\| \|\|Legal & Insurance\|\|\|\|\|\| $ 20,000 \|\|~~
−	\|-
−	~~\| \|\|Staffing\|\|\|\|\|\|\|\| $ 657,041~~
−	\|-
−	~~\| \|\|\|\|General & Administration\|\|\|\| $ 225,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Community & Membership\|\|\|\| $ 125,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Projects\|\|\|\| $ 85,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Marketing\|\|\|\| $ 85,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Events Management\|\|\|\| $ 100,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Fundraising & Development\|\|\|\| $ 100,000 \|\|~~
−	\|-
−	~~\| \|\|\|\|Professional Services\|\|\|\| $ 150,000 \|\| $ 120,585~~
−	\|-
−	~~\| \|\|Bank Service Charges\|\|\|\|\|\| $ 75,000 \|\| $ 65,086~~
−	\|-
−	~~\| \|\|Other G&A\|\|\|\|\|\| $ 125,000 \|\| $ 90,631~~
−	\|-
−	~~\| \|\|\|\|\|\|Total Expenses\|\| $ 4,075,000 \|\| $ 3,352,961~~
−	\|-
−	~~\| \|\|\|\|\|\|P~~/~~L\|\| $ 25,000 \|\| $ 294,302~~
−	\|}

@@ Line 53: / Line 53: @@
 == Global AppSec Events ==
-Each year the Foundation will develop and host Global AppSec events. This year the Foundation will host three; one in May in Tel Aviv and two events in September in Washington, D.C. and Amsterdam. Before June 1, the Foundation will have locations, dates, and event organizing committees for four 2020 events one each in the U.S., Europe, Asia, and Africa. Each event will continue using previous formats that include keynotes, session tracks, and in-person training. Event budgets shall project at least 60% profit margin for the Foundation and will include deep registration discounts for chapter and project leaders.
+Each year the Foundation will develop and host Global AppSec events. This year the Foundation will host three; one in May in Tel Aviv and two events in September in Washington, D.C. and Amsterdam. Before June 1, the Foundation will have locations, dates, and event organizing committees for four 2020 events one each in the U.S., Europe, Asia, and Africa. Each event will continue using previous formats that include keynotes, session tracks, and in-person training. Event budgets shall project at least 30% profit margin for the Foundation and will include deep registration discounts for chapter and project leaders.
 == Regional AppSec Days Events ==
-In 2020 the Foundation along with local organizing committees will develop and host ten AppSec Days events. Spread throughout the year, these events will be one or two day regional conferences of 250 to 1,000 attendees. Each event will include a keynote, session tracks, and in-person training. Event budgets shall project at least 30% profit margin for the Foundation and will include deep registration discounts for chapter and project leaders. Existing Regional events like AppSec Cali, LASCON, SnowFROC, Seasides, AppSec Day Australia will be rebranding and are included in this event category.
+In 2020 the Foundation along with local organizing committees will develop and host ten AppSec Days events. Spread throughout the year, these events will be one or two day regional conferences of 250 to 1,000 attendees. Each event will include a keynote, session tracks, and in-person training. Event budgets shall project at least 40% profit margin for the Foundation and will include deep registration discounts for chapter and project leaders. Existing Regional events like AppSec Cali, LASCON, SnowFROC, Seasides, AppSec Day Australia will be rebranding and are included in this event category.
 == Event Organizing Committee Benefits ==

← Older revision		Revision as of 04:03, 13 February 2019
Line 139:		Line 139:
	* Loose legal discipline		* Loose legal discipline
	* Outdated governance model		* Outdated governance model
		+
		+	= Budget =
		+	{\| {{table}}
		+	\| \|\|\|\|\|\|\|\| FY19 \|\| Est Actual 18
		+	\|-
		+	\| Income\|\|\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|Conferences\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Global Events\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|\|\|Registrations\|\| $ 1,750,000 \|\| $ 1,510,943
		+	\|-
		+	\| \|\|\|\|\|\|Sponsorships\|\| $ 850,000 \|\| $ 771,396
		+	\|-
		+	\| \|\|\|\|Regional Conferences\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|\|\|Registrations\|\| $ 375,000 \|\| $ 344,961
		+	\|-
		+	\| \|\|\|\|\|\|Sponsorships\|\| $ 450,000 \|\| $ 416,573
		+	\|-
		+	\| \|\|\|\|Other Conferences\|\|\|\| $ 20,000 \|\| $ 15,000
		+	\|-
		+	\| \|\|Membership\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Individual (2,000*$85)\|\|\|\| $ 170,000 \|\| $ 156,301
		+	\|-
		+	\| \|\|Corporate Sponsorships\|\|\|\|\|\| $ 325,000 \|\| $ 295,180
		+	\|-
		+	\| \|\|Merchandise\|\|\|\|\|\| $ 5,000 \|\| $ 848
		+	\|-
		+	\| \|\|Donations\|\|\|\|\|\| $ 150,000 \|\| $ 136,061
		+	\|-
		+	\| \|\|Interest\|\|\|\|\|\| $ 5,000 \|\|
		+	\|-
		+	\| \|\|\|\|\|\|Total Income\|\| $ 4,100,000 \|\| $ 3,647,263
		+	\|-
		+	\| \|\|\|\|\|\|\|\|\|\|
		+	\|-
		+	\| Expenses\|\|\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|Conferences\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Global Events\|\|\|\| $ 1,900,000 \|\| $ 1,732,714
		+	\|-
		+	\| \|\|\|\|\|\|Catering and Venue\|\|\|\|
		+	\|-
		+	\| \|\|\|\|\|\|Training\|\|\|\|
		+	\|-
		+	\| \|\|\|\|\|\|Other Expenses\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Regional Conferences\|\|\|\| $ 525,000 \|\| $ 493,380
		+	\|-
		+	\| \|\|\|\|\|\|Catering and Venue\|\|\|\|
		+	\|-
		+	\| \|\|\|\|\|\|Training\|\|\|\|
		+	\|-
		+	\| \|\|\|\|\|\|Other Expenses\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Other Conferences\|\|\|\|\|\|
		+	\|-
		+	\| \|\|Projects\|\|\|\|\|\| $ 200,000 \|\| $ 38,222
		+	\|-
		+	\| \|\|Chapters\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Local Meetings\|\|\|\| $ 225,000 \|\| $ 199,341
		+	\|-
		+	\| \|\|\|\|Local Outreach\|\|\|\| $ 25,000 \|\| $ 17,008
		+	\|-
		+	\| \|\|Marketing\|\|\|\|\|\|\|\| $ 31,434
		+	\|-
		+	\| \|\|\|\|Website Refresh\|\|\|\| $ 40,000 \|\|
		+	\|-
		+	\| \|\|\|\|Branding & Trademarks\|\|\|\| $ 75,000 \|\|
		+	\|-
		+	\| \|\|\|\|Public Relations\|\|\|\| $ 30,000 \|\|
		+	\|-
		+	\| \|\|\|\|Co-Marketing Partnerships\|\|\|\| $ 10,000 \|\|
		+	\|-
		+	\| \|\|Travel\|\|\|\|\|\|\|\|
		+	\|-
		+	\| \|\|\|\|Board F2F Meetings (2x/yr)\|\|\|\| $ 45,000 \|\| $ 14,956
		+	\|-
		+	\| \|\|\|\|Travel Assistance\|\|\|\| $ 50,000 \|\| $ -
		+	\|-
		+	\| \|\|\|\|Staff\|\|\|\| $ 40,000 \|\| $ 37,673
		+	\|-
		+	\| \|\|Grants\|\|\|\|\|\| $ 20,000 \|\| $ 10,607
		+	\|-
		+	\| \|\|Legal & Insurance\|\|\|\|\|\| $ 20,000 \|\|
		+	\|-
		+	\| \|\|Staffing\|\|\|\|\|\|\|\| $ 657,041
		+	\|-
		+	\| \|\|\|\|General & Administration\|\|\|\| $ 225,000 \|\|
		+	\|-
		+	\| \|\|\|\|Community & Membership\|\|\|\| $ 125,000 \|\|
		+	\|-
		+	\| \|\|\|\|Projects\|\|\|\| $ 85,000 \|\|
		+	\|-
		+	\| \|\|\|\|Marketing\|\|\|\| $ 85,000 \|\|
		+	\|-
		+	\| \|\|\|\|Events Management\|\|\|\| $ 100,000 \|\|
		+	\|-
		+	\| \|\|\|\|Fundraising & Development\|\|\|\| $ 100,000 \|\|
		+	\|-
		+	\| \|\|\|\|Professional Services\|\|\|\| $ 150,000 \|\| $ 120,585
		+	\|-
		+	\| \|\|Bank Service Charges\|\|\|\|\|\| $ 75,000 \|\| $ 65,086
		+	\|-
		+	\| \|\|Other G&A\|\|\|\|\|\| $ 125,000 \|\| $ 90,631
		+	\|-
		+	\| \|\|\|\|\|\|Total Expenses\|\| $ 4,075,000 \|\| $ 3,352,961
		+	\|-
		+	\| \|\|\|\|\|\|P/L\|\| $ 25,000 \|\| $ 294,302
		+	\|}

@@ Line 50: / Line 50: @@
 A set of Key Performance Indicators (KPIs) will be monthly published in a publicly accessible format, that measure the Foundation’s performance against goals. Minimally these metrics will include financials, SLA on workflows, membership, event, project, and chapter metrics.
-= Unify =
+= '''Unify''' =
 == Global AppSec Events ==
@@ Line 77: / Line 77: @@
 Support formation and information flow process with Board
-= Grow =
+= '''Grow''' =
 == Trademark Registration ==

@@ Line 27: / Line 27: @@
 * Grow: Increase reputation of Foundation that will grow involvement and influence
-=  Simplify =
+=  '''Simplify''' =
 == Single Source of Truth ==