Annual Planning, 2019

Current Environment

General Observations

Review of 2018 Annual Plan (Targets, Theme, Key Initiatives).

  • 2018 Accomplishments?
    • Successful global celebration of the 20th Anniversary of the OSI and Open Source Software.
      • Twenty-four events on five continents.
      • Direct engagement with eighteen OSI Affiliates: Apereo Foundation, Associazione LibreItalia, California Association of Voting Officials, Creative Commons, The Document Foundation, Drupal Association, FreeBSD Foundation, Kaiyuanshe, KDE, Linux Australia, Linuxfest Northwest, Linux Foundation, Linux Fund, Mozilla Foundation, OW2, Python Software Foundation, SOUJava, sysarmy (SysAdmin Argentinian Community).
    • Increased sponsorships and sponsorship dollars (from 27 to 29).
  • What improvements to our operations did we make?
    • New Accountant/Controller hired.
    • New Operations Assistant hired.
    • Formalized business policies and processes.
      • Annual Planning process implemented.
      • Financial documentation archive created on wiki.
      • Form 990 Mission Review.
      • Operations documentation archive created on wiki.
      • Payroll system implementation migration.
      • Quickbooks online migration.
      • Reimbursement policy and process.
      • Vendor/consultant contracting process.
    • New updated infrastructure.
      • DigitalOcean for hosting, CiviCRM and migration.
      • Email digest integration with CiviCRM.
      • launched.
      • Sparkpost email manager implemented.
  • What were our victories and bright spots?
    • Anniversary activities led to greater awareness of the OSI and direct engagement with community as well as members, affiliates and sponsors.
    • Handshake donation: both donation, and for their recognition of OSI's consistent effort and practice in/for community.
    • Increased reference to, and recognition of, OSI as authority and subject matter expert.
    • Launch of ClearlyDefined Working Group.
    • Launch of Standards Working Group.
    • Working groups serving as models for future activities, e.g. contractors and contracting.
  • What did not go as we would have hoped?
    • None listed (may not indicate that there were no problems or unmet needs, but rather that there was no reference from a previous Annual Report).
  • What lessons did we learn this year?
    • None listed.

Looking Ahead

Start: New things to consider doing. What the OSI should start doing that is not being done today?

  • Affiliate engagement: Increase membership of Affiliates and increase the OSI's engagement with them.
  • Alumni engagement: Increase opportunities for alumni in continued service to the OSI and open soucre community.
  • Communications: Increase and operationalize regular communications with OSI audiences (e.g. newsletter).
  • Financial investment: create process for managing funds over long-term.
  • License Review Process: refine license review process & initiate regular reporting of discussions on both License Review and License Discuss mailing lists.
  • Performance reviews for staff: develop and implement annual performance reviews of staff based on job description and annual planning.
  • Position papers: increase responsiveness and number of responses related to issues within our mission.
  • Standards: Facilitate activities around standards.

Stop: What is ineffective that we need to stop doing and save our resources for other opportunities? These are items that can help us "dehassle" the business.

  • Internal Infrastructure: continue transition to all externally hosted/managed services.

Keep: What is working well that we should continue? Look for bright spots - items that are working very well, that we might want to replicate in other initiatives.

  • CiviCRM: enhance use to compliment current membership use, and engagement.
  • Social media: consolidate & coordinate, e.g. remove google+, extend Linkedin, etc.

Internal & External Assessment

The fundamental resources, services, value of the organization may be perceived differently by external stakeholders.

Internal assessment:

  • Maturing Working Groups and Working Groups' process.
  • Recognized authority in licensing and related issues/topics, e.g. IP, copyright, digital rights.

External assessment:

  • Demands in changing licensing process, licenses and OSD, to accommodate business demands/models changes in environment (e.g. cloud).
  • Expectations the OSI express more positions, opinions, "rulings", standards, best practices, etc.
  • Extending the open source label to non-software initiatives, "inner-source", "open source hardware", etc.
  • A 2018 survey of former OSI Board candidates offered an external perspective.

Core Values

Principles and practices that remain constant over time and are key to the long-term success of the OSI. These are evident in our behavior as an organization and represent the heart of the OSI.

  • Transparency in decision-making and activities.
  • Neutrality across constituents.
  • Focus on software freedom.
  • Community driven.
  • Independent organization (governance).

Core Purpose

How our daily work connects to a greater good that is being served through the success of the OSI: answers, “why the OSI does what it does, and why people (directors, staff, members, public) participate?”

  • To educate about and advocate for the benefits of open source and to build bridges among different constituencies in the open source community.
  • the stewards of the Open Source Definition (OSD) and the community-recognized body for reviewing and approving licenses as OSD-conformant.
  • Increase the awareness and adoption of open source software.
  • Protects and promotes open source software, development and communities, championing software freedom in society through education, collaboration, and infrastructure, stewarding the Open Source Definition (OSD), and preventing abuse of the ideals and ethos inherent to the open source movement.


The “Big Hairy Audacious Goal” is the OSI's vision of future success: what things might look like in 10-20 years when the OSI has achieved this wildly ambitious, measurable goal.

  • BHAG: [Did not discuss.]

Brand Promise

Identify and understand the OSI's core constituent(s), core capabilities, and our unique position.

  • Core constituent: [Did not discuss.]
  • Core capabilities: [Did not discuss.]
  • Unique position: [Did not discuss.]

Winning Moves

Specific, growth strategies to execute over the next 3-5 years that have the potential to achieve your BHAG.

  • Strategy: [Did not discuss.]
  • Strategy : [Did not discuss.]
  • Strategy: [Did not discuss.]

Define Targets

Define the specific, organizational and operational, criteria that are critical for the continued health of the OSI, e.g. revenue, membership, engagement, etc. Choose targets that are strategic and meaningful to the OSI’s success, inline with mission, values, etc.

  • Authenticity: Businesses and governments are "good open source software citizens" in their use of licenses and licensing, as well as in their use of the "open source" label.
  • Authority: The OSI is seen as an authoritative resource related to best practices, policies, development, etc. in open source, and consulted on a regular bases by civil society organizations, the press, and general discussions across industries/disciplines.
  • Diverse global participation:
    • The OSI is engaged by broad geographic, cultural, business, and technological communities (OSI Board and staff serving as consultants, advisors, board representatives, etc. in support of external initiatives/activities).
    • The OSI is engaged with broad geographic, cultural, business, and technological communities (External community working to support OSI-directed, internal activities supporting the OSI mission).
  • Energetic: The open source software community (individuals and organizations) is excited by the OSI's work, and enthusiastically support the organization and our activities.
  • License Review Process: develop, communicate, and undertake a process that is responsive and predictable.
  • Sustainable: The organization positioned well to ensure continued support of the community.

Theme/Main Focus

Agree on the number one main thing the OSI must focus on next year. Identify one overarching theme for the year that we are confident will drive the OSI forward.

  • Theme: Reinforcing the of the value of the Open Source Definition, the role of the Open Source Initiative, and the importance of authenticity in open source communities and practices.
  • What barrier do you need to break? [Did not discuss.]
  • What Winning Move must pay off this year? [Did not discuss.]

Annual Initiatives

Choose 3-5 specific Key Initiatives to commit to completing this year. The right Key Initiatives will support the OSI’s ability to achieve our Main Focus, hit our Targets, move forward on our Winning Moves, and execute our core business with excellence. In addition to identifying these Key Initiatives, determine a Red-Yellow-Green success criteria, and map out the sequence and timing of major milestones for each initiative.

Initiative: Annual long term investments

  • maximize financial opportunities,
  • promote sustainability. and
  • create internal capacity to manage portfolio.
    • Success Criteria,
      • Red,
        • No action taken.
      • Yellow,
        • Investments made, and insurance purchased.
        • No internal controls established.
      • Green,
        • Implement based on recommendations of the OSI Controller.
        • Provide Directors and Officers (D&O) Insurance.
        • Create and charge Investment Committee.
        • Implement a process for annual review.
    • Activities:
      • Signed "Acknowledgement and Financial Interest Disclosure Statements" submitted
      • Investment Committee???
      • Identified multiple possible providers through Controller's and non-profit support organizations--none found.
      • Introduced "Program Based Budgeting."

Initiative: Engage Board Alumni

  • attend event (conference, meeting, social, etc.) on OSI behalf,
  • contribute blog post,
  • respond to public interest, issues, on behalf of OSI,
  • manage a working group,
  • lead/mange an OSI initiative (e.g. LPR, strategic initiative, operational activity).
    • Success Criteria
      • Red: 0 of 34 living alumni
      • Yellow: 10 of 34
      • Green: 20 of 34 alumni, one paid to provide position papers and responses, with sponsorship to sustain hire.
    • Activities:
      • Communications
        • 17 direct emails sent to Board Alumni.
        • Video interview, Sharma
        • Events
          • Wasserman, presentation Open Source Systems 2019, SF Elections Committee
      • Initiatives
        • SSO working group, Perens.
        • Brandeis Open Source Technology Management Advisory Board, Bryant, Cooper, Milinkovich, Randall, Sharma
        • San Francisco Open Source Voting Initiative, Wasserman,
        • Affirmation of OSD, Jagelski, Nwakanma

Initiative: Engage Advocacy Circle

  • supplement limited capacity of current OSI Board and staff.
    • Success Criteria,
      • Red: 0 actions taken.
      • Yellow: <12
      • Green: ≥12 (one per month) action taken.
    • Milestones:
      • Mailing list generated (16 members)
      • Quarterly calls with Advocacy Circle liaison, Casey Valk
      • Poll of activities/interests
      • Activities suggested:
        • Organizations sign the Affirmation of the OSD
        • Add the OSI Approved License mark to their work.

Initiative: Responsive to community inputs, developments

  • Contract with dedicated consultant to respond to (manage responses, draft response) public interest, issues, on behalf of OSI,
  • Secure sponsorship to fund dedicated sponsor,
    • Success Criteria,
      • Red:
      • Yellow:
      • Green: 1 public statement per month, 0 requests for comment, or identified issues, left un-commented.
    • Milestones:

Initiative: Support Open Source and Standards Working Group

  • Good standing with ETSI, CEN/CENELEC, OASIS, DIN. etc.
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
      • Joined ETSI
      • Multiple events attended by Phipps and Perens
      • Database of interested/concerned parties created in CiviCRM
      • Newsletter created and distributed

Initiative: Administer License Review Process

  • Monthly public report delivered,
  • Zero requests for License Review left unresolved,
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
      • Update to LRP via Fontana
      • Update to LRP via Chestek
      • Discussion of LR / LD mailing lists with goals of inclusivness
      • LR / LD summaries published

Initiative: Increase Individual Membership

  • 20% of OSI Individuals will be non-U.S. / E.U.,
  • Membership drive with two affiliates,
  • +800 in overall organic growth.
  • Candidates for Individual Member Board seats include non-U.S. / E.U.,
  • Hire .5 consultant for membership drive, and .2 hire for year long efforts.
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
      • Individual count as of June 1, 2019: 481
      • All time individual member count as of June 1, 2019: 1200
      • Portal developed (capture location)
      • Non-U.S. / E.U. board candidates: Hong Phuc Dang (Vietnam), Olawale Fabiyi (Gambia), Samson Goddy (Nigeria), Rakesh Ranjan Jena (India), Gustavo G Marmol Alioto (Argentina).

Initiative: Expand Affiliate Membership

  • Add 12 additional Affiliate Members
    • 6 from Africa, Asia, and /or, South America
    • 1 of FSFE, Conservancy, GNOME, Apache, TODO
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
      • Brandeis University, Open Research Institute, Open Source Design, OpenStreetMap Foundation, Software Freedom Conservancy, TODO,
        • OSHK, SLAT

Initiative: Develop Professional Development & Higher Education Courses

  • Partnership with an professional organization OSI professional development course,
  • Partnership with an institution of higher education to deliver OSI academic course,
  • Creation of professional development online course,
  • Creation of academic online course,
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
      • Partnered with Brandeis University Graduate Professional Studies
      • Identified and hired course chair
      • Identified and hired faculty

Q1 90 Day Execution Plan

The Quarterly Plan should include a Main Thing, 3-5 Top Priorities that can be achieved in a 90-day period and Red-Yellow-Green success criteria for each Priority.

  • Main Thing / Milestone(s)
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90 Priority
      • Red:
      • Yellow:
      • Green:

Created by Patrick Masson on 2018/11/06 17:06

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