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| <div class="container"> <h1 id="five-year-strategic-plan-for-the-apache-software-foundation">Five-year Strategic Plan for the Apache Software Foundation<a class="headerlink" href="#five-year-strategic-plan-for-the-apache-software-foundation" title="Permalink">¶</a></h1> |
| <h2 id="introduction">Introduction<a class="headerlink" href="#introduction" title="Permalink">¶</a></h2> |
| <p>This 5 year plan (written back in 2018) attempts to quantify the vision and goals for the |
| Apache Software Foundation (ASF) as expressed by the Board of Directors |
| and many of our officers responsible for our corporate operations. |
| The Board intends to update this document on a regular basis.</p> |
| <p><strong>Contents</strong></p> |
| <div id="toc"><ul><li><a class="toc-href" href="#vision" title="Vision">Vision</a></li><li><a class="toc-href" href="#objectives" title="Objectives">Objectives</a></li><li><a class="toc-href" href="#asf-services-offered-to-our-communities" title="ASF Services Offered To Our Communities">ASF Services Offered To Our Communities</a><ul><li><a class="toc-href" href="#asf-services-infrastructure" title="ASF Services - Infrastructure">ASF Services - Infrastructure</a></li><li><a class="toc-href" href="#asf-services-marketing-publicity-and-brand-management" title="ASF Services - Marketing, Publicity and Brand Management">ASF Services - Marketing, Publicity and Brand Management</a></li><li><a class="toc-href" href="#asf-services-conferences-and-community-development" title="ASF Services - Conferences and Community Development">ASF Services - Conferences and Community Development</a></li><li><a class="toc-href" href="#asf-services-legal" title="ASF Services - Legal">ASF Services - Legal</a></li></ul></li><li><a class="toc-href" href="#asf-processes-we-use" title="ASF Processes We Use">ASF Processes We Use</a><ul><li><a class="toc-href" href="#asf-processes-pmc-lifecycle" title="ASF Processes - PMC lifecycle">ASF Processes - PMC lifecycle</a></li><li><a class="toc-href" href="#asf-processes-governance" title="ASF Processes - Governance">ASF Processes - Governance</a></li></ul></li><li><a class="toc-href" href="#asf-budget-and-finance" title="ASF Budget and Finance">ASF Budget and Finance</a><ul><li><a class="toc-href" href="#asf-budget-and-finance-finance-operations" title="ASF Budget and Finance - Finance operations">ASF Budget and Finance - Finance operations</a></li><li><a class="toc-href" href="#asf-budget-and-finance-financial-analysis-and-planning" title="ASF Budget and Finance - Financial Analysis and Planning">ASF Budget and Finance - Financial Analysis and Planning</a></li><li><a class="toc-href" href="#asf-budget-and-finance-fundraising" title="ASF Budget and Finance - Fundraising">ASF Budget and Finance - Fundraising</a></li><li><a class="toc-href" href="#asf-budget-and-finance-external-partnerships" title="ASF Budget and Finance - External Partnerships">ASF Budget and Finance - External Partnerships</a></li><li><a class="toc-href" href="#asf-budget-and-finance-5-year-financial-plan" title="ASF Budget and Finance - 5-year Financial Plan">ASF Budget and Finance - 5-year Financial Plan</a></li></ul></li><li><a class="toc-href" href="#updating-this-plan" title="Updating This Plan">Updating This Plan</a></li></ul></div> |
| <h2 id="vision">Vision<a class="headerlink" href="#vision" title="Permalink">¶</a></h2> |
| <p>Our mission is to support the creation and distribution of Open Source |
| software at no charge under the Apache License, as per our Bylaws. To |
| this end we provide project spaces and resources for like-minded |
| communities to flourish, produce and release software under our legal |
| umbrella.</p> |
| <p>We are strongly attached to our projects' independence from any |
| external influences, be they corporate, organizational or otherwise. |
| This allows us to provide a neutral space for our communities.</p> |
| <p>As a Foundation we do not have a technical strategy, we delegate that |
| to our projects.</p> |
| <p>The Foundation is managed and directed by its Members, who are |
| individual volunteers, as opposed to companies or organizations, who |
| cannot be Members of the Foundation nor take a direct role in our |
| projects.</p> |
| <p>We help our communities understand and practice the Apache Way, a |
| collection of best practices for collaboration and project |
| sustainability that we document and clarify on an ongoing basis.</p> |
| <p>Our community members act as individuals and their rights and |
| responsibilities are based their merit, defined by what they |
| individually do in project communities, not on any external |
| affiliation, title, or degree they may have, nor on their |
| contributions to other projects or organizations.</p> |
| <p>We provide very reliable and highly automated core infrastructure |
| services to our projects and encourage them to use some external non- |
| core services in addition to that, based on their specific needs, when |
| that helps keep our own services simple and focused. For durability, |
| all our critical data and services are managed or mirrored on systems |
| that we fully control.</p> |
| <p>Our marketing and outreach is focused on activities that directly |
| support our mission, along with fundraising-related activities that |
| help find and retain the sponsors on which our operations depend.</p> |
| <p>We provide legal and brand management services to our projects based |
| on demonstrated needs, and define branding guidelines to help our |
| projects benefit from the strong Apache brand in an appropriate way.</p> |
| <p>We welcome new projects via our Incubator, where experienced Mentors |
| help them learn to operate as an Apache community and project. |
| Incubation is where communities are defined, so we put a strong |
| emphasis on guidance during the incubation phase to preserve our core |
| values as the Foundation grows.</p> |
| <h2 id="objectives">Objectives<a class="headerlink" href="#objectives" title="Permalink">¶</a></h2> |
| <ol> |
| <li> |
| <p>Ensure that the services that the ASF offers to project communities |
| are clearly defined and can be reliably delivered in a manner that |
| meets their expectations.</p> |
| </li> |
| <li> |
| <p>Improve our success for identifying, attracting, welcoming and |
| developing "like-minded communities" that will be successful at the |
| ASF.</p> |
| </li> |
| <li> |
| <p>Effectively scale our operations and governance processes in such a |
| way that the ASF continues to be a light-process, light-governance, |
| largely decentralized organization whose central operations serve |
| projects in a manner consistent with the way PMCs are expected to |
| serve their communities.</p> |
| </li> |
| <li> |
| <p>Ensure the financial soundness of the ASF over the term of the plan |
| and establish the foundation for long-term stability.</p> |
| </li> |
| </ol> |
| <h2 id="asf-services-offered-to-our-communities">ASF Services Offered To Our Communities<a class="headerlink" href="#asf-services-offered-to-our-communities" title="Permalink">¶</a></h2> |
| <p>The ASF offers a number of important services to our project communities.</p> |
| <h3 id="asf-services-infrastructure">ASF Services - Infrastructure<a class="headerlink" href="#asf-services-infrastructure" title="Permalink">¶</a></h3> |
| <p>The ASF currently provides infrastructure services to project |
| communities including mailing list, website and scm hosting, issue |
| trackers and a range of build and deployment tools. Many projects now |
| use GitHub and other "external" providers for some of these services. |
| Infrastructure services overall account for more than 80% of the total |
| ASF expense budget. Increasingly, project communities have |
| infrastructure requirements that strain the capabilities of the ASF. |
| We have, broadly speaking, three choices on how to plan the evolution |
| of ASF infrastructure services:</p> |
| <ol> |
| <li> |
| <p>Limit incoming project communities to those with needs that we can |
| already service and plan using a simple growth forecast.</p> |
| </li> |
| <li> |
| <p>Provision for the demands of projects with unusually large needs |
| and increase budget forecasts accordingly.</p> |
| </li> |
| <li> |
| <p>Encourage more use of externally provided services by project |
| communities.</p> |
| </li> |
| </ol> |
| <p>We believe that 3. Is the best option, using a simple growth forecast |
| to project expenses and effective governance and mentoring to ensure |
| that using externally provided services does not in any way present |
| barriers to entry to projects or reduce transparency, inclusiveness |
| and diversity in project decision-making. This requires that we make |
| clear to project communities the limitations of the services that they |
| can expect from the ASF and support and enable them to secure |
| necessary infrastructure support externally. We must also ensure that |
| policies and practices for using external services do not result in |
| any loss of independence, transparency or inclusiveness among ASF |
| project communities. The ASF Directed Sponsorship program should be |
| considered as a first option for projects in need of support beyond |
| what ASF infrastructure provides. From an infrastructure budget |
| planning perspective, this means that we can use conservative |
| forecasts, based on simple project-count based models. Moreover, we |
| do not believe that limiting infrastructure expense growth should be a |
| consideration in our strategy for managing inflow into the Incubator. |
| In other words, we do not intend to use Incubator inflow limitation as |
| a strategy for infrastructure cost management.</p> |
| <h3 id="asf-services-marketing-publicity-and-brand-management">ASF Services - Marketing, Publicity and Brand Management<a class="headerlink" href="#asf-services-marketing-publicity-and-brand-management" title="Permalink">¶</a></h3> |
| <p>Services in this category are provided both at the foundation level |
| and to individual projects. To date, our focus has been primarily on |
| effectively responding to queries and press events, managing our ASF |
| public presence and supporting projects communities in promoting |
| achievements and events. We can expect the demand for these currently |
| provided services to scale over the next 5 years commensurately with |
| the growth in projects.</p> |
| <p>A challenge that has been identified as critical to our plan is the |
| need to ensure that the communities that we attract and welcome into |
| the ASF really are "like-minded" in the sense that they contribute |
| positively to the evolution of the Apache Way. There are two things |
| that we should plan to do to improve the effectiveness of community |
| marketing and development at the ASF:</p> |
| <ol> |
| <li>Move from a mostly passive, "see what comes our way" approach to |
| project community marketing to a more proactive and strategic approach</li> |
| <li>Improve training and communication on the Apache Way</li> |
| </ol> |
| <p>These items will require marketing and publicity resources beyond what |
| we have in place today. In addition to continuing strong contribution |
| by volunteers, we should plan, therefore, to increase our investment |
| in ASF marketing and communications. Both of these items will also |
| require more focus from the Board and the ASF membership on developing |
| our outreach, selection and mentoring practices.</p> |
| <h3 id="asf-services-conferences-and-community-development">ASF Services - Conferences and Community Development<a class="headerlink" href="#asf-services-conferences-and-community-development" title="Permalink">¶</a></h3> |
| <p>The ASF has traditionally held annual conferences, often on multiple |
| continents. We believe that these conferences contribute to our |
| mission in (at least) two ways. First, they provide a venue for ASF |
| volunteers to meet face-to-face. In some cases, this is the only |
| venue in which ASF volunteers get to meet one another in person. |
| Secondly, conferences can be used to generate interest in Apache |
| project communities. ASF conferences have had two operational |
| challenges. First, they have generally lost money in recent years. |
| This has contributed to the second challenge, which is that it is |
| difficult if not impossible to run high-quality conferences using all |
| volunteer resources. To put it simply, if the conferences made money, |
| commercial providers would run them for us. They do not make money.</p> |
| <p>We plan to run an experiment in 2018, using ASF funds to remove the |
| profitability constraint from ASF conferences. If this experiment is |
| successful, we may agree on an annual subsidy that VP, Conferences can |
| plan to use to make up the difference between what ASF conferences |
| cost to produce and the revenue that they generate.</p> |
| <p>ASF-level conferences are not the only events that our communities use |
| to collaborate in-person. We believe that individual or group |
| project-level events also contribute to our mission and we should |
| support them. In some cases, project communities ask for and receive |
| support from commercial entities for project events. We want to |
| encourage this type of support and we want the process for enabling it |
| to be as simple and easy as possible for both the communities and the |
| sponsoring organizations. Given that not all project communities will |
| be able to find the funds for events that will benefit them, we will |
| agree on an annual budget to cover project-specific community |
| development initiatives. That budget will be administered by the |
| Community Development PMC.</p> |
| <h3 id="asf-services-legal">ASF Services - Legal<a class="headerlink" href="#asf-services-legal" title="Permalink">¶</a></h3> |
| <p>The ASF is fortunate to have pro bono legal counsel available that |
| meets most of our legal advice and representation needs. The |
| exception to this is trademarks-related costs, which we are no longer |
| able to acquire as a pro bono service. We need, therefore, to develop |
| a strategy and budget for this expense.</p> |
| <h2 id="asf-processes-we-use">ASF Processes We Use<a class="headerlink" href="#asf-processes-we-use" title="Permalink">¶</a></h2> |
| <p>To fulfill our mission of producing software for the public good, we |
| document and promote certain processes for our projects building software.</p> |
| <h3 id="asf-processes-pmc-lifecycle">ASF Processes - PMC lifecycle<a class="headerlink" href="#asf-processes-pmc-lifecycle" title="Permalink">¶</a></h3> |
| <p>We believe that the processes for onboarding new communities via the |
| Incubator (or direct to TLP) channels are fit for purpose and can |
| continue to scale. We also believe that the core oversight processes |
| for operating PMCs can continue to serve the needs of the foundation |
| over at least the next five years. Finally, we believe that the Attic |
| provides an effective means for retiring no longer viable projects. |
| In each of these cases, however, we hope to make significant progress |
| over the next 5 years improving our implementation and execution |
| (without necessarily introducing new PMC lifecycle phases or |
| governance processes). Specifically, we hope to:</p> |
| <ol> |
| <li> |
| <p>Improve the community mentoring and understanding of Apache Way |
| processes during the incubation process</p> |
| </li> |
| <li> |
| <p>Improve the success rate for podlings entering the Incubator. Here |
| "success" means timely graduation and evolution to become healthy |
| TLPs. We would like to reduce the time podlings spend in the |
| Incubator, as much as possible. Either by graduating them quickly, if |
| they are found to be a good fit for the ASF, or by failing them |
| quickly if they're not a good fit.</p> |
| </li> |
| <li> |
| <p>Reduce the need for Board intervention in PMC affairs</p> |
| </li> |
| </ol> |
| <p>As the ASF scales, the ability for the Board and members with long |
| experience to engage with Incubator podlings and TLPs is becoming an |
| effective growth rate limiter. We need to either reduce the growth |
| rate, increase the speed with which new members can become effective |
| mentors, or improve processes and built-in controls so that the |
| objectives above are achieved without depending on increased ad hoc |
| interventions. Our aim is actually to decrease the need for |
| intervention in communities by ASF members not already substantively |
| engaged in those communities.</p> |
| <p>Our planning assumption is that the rate of new projects entering the |
| Incubator will continue to grow according to the trend of the last |
| three years. We do not expect the percentage of initial inquiries |
| that lead to entering podlings to decrease, but we hope to improve the |
| effectiveness of the outreach, intake and incubation processes. In |
| other words, our aim is not to be "œmore rigorous" in allowing |
| podlings into the Incubator, but rather to get a more-likely-to- |
| succeed mix entering the funnel and improving mentoring and access to |
| resources for podlings. We do not intend to artificially throttle the |
| flow into or out of the Incubator, but we will focus on improving |
| mentoring and the availability of active and engaged mentors is likely |
| to become a constraint to the growth rate. Regarding outreach, we |
| believe that investments in planned and structured marketing to help |
| attract good prospective communities is important and our intention is |
| to make these investments.</p> |
| <h3 id="asf-processes-governance">ASF Processes - Governance<a class="headerlink" href="#asf-processes-governance" title="Permalink">¶</a></h3> |
| <p>As the ASF scales, our flat, direct-oversight governance model will |
| continue to face challenges. Over the next 5 years, we expect to need |
| to make some changes in how governance works, but our goal is to, as |
| much as possible, hold onto the basic model that exists today wherein |
| the only recognized organizational entities are PMCs, the Board, the |
| Membership, committers, the Officers and committees responsible for |
| ASF operations. In other words, we do not intend to insert |
| organizational layers such as groups of PMCs or different levels among |
| Directors or within the membership. We will continue to encourage TLPs |
| that verge on becoming "umbrellas" to split into multiple projects so |
| that PMC members can be expected to provide oversight to full project |
| communities.</p> |
| <p>We expect the PMC reporting schedule to scale manageably over the next |
| 5 years. The Board currently reviews approximately 80 reports per |
| month today and we expect that number to grow to approximately 100 by |
| 2023. Reviewing such a large number of reports may become difficult |
| for Directors and the amount of time taken in monthly meetings to give |
| attention to reports needing attention will become challenging. We |
| believe that we are already facing challenges giving sufficient time |
| and Director attention to strategic topics. We have been able to |
| scale to our current TLP count through innovations such as the |
| rotation schedule itself, the Whimsy agenda management tool, the |
| shepherd model and improvements in the reports themselves. We are |
| going to need to develop additional innovations to enable us to |
| continue to scale while providing strong oversight and foundation- |
| level governance. Our plan is to focus on process and tooling |
| innovations to enable us to continue to scale, rather than inserting |
| layers or detaching the board from project-level oversight. In |
| addition, we hope to improve cohesion and consistency among the Board |
| and the membership in applying Apache Way principles to practical |
| problems. Better definition of the principles, illustrated in |
| examples, will need to be developed to support this objective.</p> |
| <p>The relationship between the Board and the Officers and Committees |
| responsible for ASF operations needs to continue to evolve from |
| direct, sometimes ambiguous, management to strategic direction, |
| oversight and approval of actions requiring approval by the Board. We |
| have made progress recently getting roles and responsibilities better |
| defined, but we still have work to do in this area. Over the next 5 |
| years, we expect to develop a Board - Officers operating model that is |
| as well-defined as the Board - PMC model in place today (which will |
| itself evolve and improve). Similarly to the model with PMC Chairs, |
| our objective is for the Board to provide high-level oversight but to |
| delegate operational responsibilities to Officers.</p> |
| <p>The relationship between the Board, PMCs and ASF officers responsible |
| for security, brand management and trademarks needs to be better |
| defined and managed. In some cases, VPs responsible for these areas |
| are empowered to make demands of PMCs on behalf of the foundation. We |
| have not been sufficiently clear what the scope and bounds of this |
| authority are. We will address this ambiguity in 2018 and improve the |
| model over the next 5 years. As a guiding principle, our objective is |
| to communicate (and take input on) PMC requirements effectively so |
| that the need for Officer intervention is rare. Moreover, we aim to |
| limit the requirements themselves to the minimum necessary to ensure |
| that the core interests of the PMCs and the Foundation are protected.</p> |
| <p>To promote healthy inflow of new ideas and connection with project |
| communities, we will also explore means to ensure that more members |
| have the opportunity to serve in Director and Officer roles.</p> |
| <h2 id="asf-budget-and-finance">ASF Budget and Finance<a class="headerlink" href="#asf-budget-and-finance" title="Permalink">¶</a></h2> |
| <p>As a non-profit entity that relies on donations, we have plans and |
| goals to responsibly manage our funds.</p> |
| <h3 id="asf-budget-and-finance-finance-operations">ASF Budget and Finance - Finance operations<a class="headerlink" href="#asf-budget-and-finance-finance-operations" title="Permalink">¶</a></h3> |
| <p>The ASF has effectively outsourced core financial operations to an |
| organization management firm. This has been a key element in our |
| ability to manage our growth and improve the quality and comprehension |
| of our financial controls and reporting without taking on paid staff |
| to manage these functions. The Treasurer role, which had become |
| intractable for a volunteer to execute responsibly, has now become an |
| oversight role that is being effectively managed by volunteers |
| (Treasurer and Assistant Treasurer). We do not anticipate the need to |
| change this arrangement over the next five years.</p> |
| <h3 id="asf-budget-and-finance-financial-analysis-and-planning">ASF Budget and Finance - Financial Analysis and Planning<a class="headerlink" href="#asf-budget-and-finance-financial-analysis-and-planning" title="Permalink">¶</a></h3> |
| <p>The rigor and regularity of ASF financial planning and analysis |
| activities is improving and over the next 5 years, we expect to evolve |
| a set of leading and durable practices. Currently, we have annual |
| processes to determine the coming year's budget and to update the |
| 5-year outlook. We will continue both of these practices. Focus for |
| the next year (FY2019) will be ensuring strategic alignment between |
| both the financial plan and the goals and priorities of the |
| Foundation. The FY2019 budget will conform overall to the 5-year plan |
| in this document, but lines may be modified to reflect consensus on |
| priorities discussions among the membership. Revision of the 5-year |
| plan will begin immediately following finalization of the FY2019 |
| budget and this cadence will continue over the next five years with |
| improvements each year in proactive planning and discussion so that |
| the budget and 5-year plan update processes are less about tactical |
| tradeoffs and debates over individual lines and more about officer |
| analysis and discretion applied to make practical decisions consistent |
| with agreed upon strategies. Starting in 2018, we will also introduce |
| a quarterly financial review, which will extend and deepen the |
| analysis included in monthly Treasurer's reports. This review will be |
| open to the membership and executed asynchronously.</p> |
| <h3 id="asf-budget-and-finance-fundraising">ASF Budget and Finance - Fundraising<a class="headerlink" href="#asf-budget-and-finance-fundraising" title="Permalink">¶</a></h3> |
| <p>The financial plan presented below shows an increase from the 2017 |
| expense budget of $1.2MM to $2.3MM in 2023. This presents a big |
| challenge for ASF fundraising. At the same time, the role, VP |
| Fundraising, is becoming difficult for a single volunteer to handle. |
| Outsourcing fundraising operations to our organization management |
| partner has helped but it is hard to see the current model as |
| sustainable and capable of meeting the increased demands that we |
| anticipate over the next 5 years. Therefore, we are planning to |
| invest significantly over the next 5 years in fundraising assistance. |
| This assistance will take one or more of the following three forms:</p> |
| <ol> |
| <li> |
| <p>Additional services provided by our organization management partner</p> |
| </li> |
| <li> |
| <p>Addition of paid fundraising staff</p> |
| </li> |
| <li> |
| <p>Engagement of a partner specializing in fundraising</p> |
| </li> |
| </ol> |
| <p>In 2018, our focus will be on exploring the first option and expanding |
| the leverage of Board members and other members in fundraising |
| activities. If by year-end 2018, we are meeting or exceeding |
| fundraising goals and VP, Fundraising has become a volunteer- |
| manageable position, we will limit any additional investment to 1. |
| along with marketing / communications in support of fundraising |
| activities. If by mid-year 2018, we have not achieved the current |
| budget plan and / or the challenges have become intractable, we will |
| begin exploration of options 2. and 3.</p> |
| <p>In 2017, we made good progress getting better definition on practical |
| and legal aspects of the sponsorship program. We arrived at a set of |
| sponsor benefits that accurately reflect what the ASF can currently |
| provide and what different sponsorship levels entitle sponsors to. We |
| believe that in order to significantly expand the potential sponsor |
| base and to ensure consistent renewals, we need to define some more |
| compelling benefits for ASF sponsors. Several ideas have been |
| discussed in this area, but we have yet to achieve consensus on |
| specific improvements. Defining and implementing these improvements |
| will be a key focus for us over the next several years. At a minimum, |
| we will formally review and consider modifications to the program as |
| part of the strategic plan refresh each year.</p> |
| <p>In 2017, we began a partnership with a company providing digital and |
| payment processing services to promote and manage individual |
| donations. This partnership has been successful. Most importantly, we |
| have the beginnings of an individual donor relationship management |
| system. We expect that as our donor base grows and we better manage |
| communications with individual donors, we will be able to grow |
| individual contributions at a rate equal to or exceeding the growth in |
| revenue from the sponsorship program. This will require continued |
| focus on ASF marketing and communications and effective outreach and |
| management of individual donor relationships. In 2017, we executed |
| one fundraising drive aimed at soliciting individual contributions. |
| In 2018, we will do this at least twice and in subsequent years, we |
| will increase the frequency contacts with existing and prospective |
| individual donors, leveraging our marketing, fundraising and finance |
| operations partners to plan and execute campaigns.</p> |
| <h3 id="asf-budget-and-finance-external-partnerships">ASF Budget and Finance - External Partnerships<a class="headerlink" href="#asf-budget-and-finance-external-partnerships" title="Permalink">¶</a></h3> |
| <p>We considered a proposal in 2017 to form a revenue-generating joint |
| venture, managed via a separate legal entity. The proposal was to |
| partner with a commercial company to produce ASF-certified training |
| materials, with a portion of the revenue returned to the ASF. The |
| Board rejected this proposal. It is important to note, however, that |
| we did not conclude that no commercial partnership returning revenue |
| to the ASF could ever be approved. The proposal was rejected because |
| it would in our estimation make misleading use of ASF brands and also |
| "pick winners" inconsistently with our principles. We hope to |
| consider alternative proposals to fairly, honestly and consistently |
| with our principles raise revenue for the ASF. As noted above, |
| conferences have not been a source of positive income for us in the |
| recent past, but they are an example of a commercial activity that can |
| be done consistently with our principles. We hope to define at least |
| one new revenue stream resulting from commercially valuable activities |
| that contribute to our mission over the next five years. The current |
| 5-year financial plan does not include any revenue projections from |
| these activities.</p> |
| <h3 id="asf-budget-and-finance-5-year-financial-plan">ASF Budget and Finance - 5-year Financial Plan<a class="headerlink" href="#asf-budget-and-finance-5-year-financial-plan" title="Permalink">¶</a></h3> |
| <p>Details (with updated numbers) of the 5-year financial plan are |
| presented below. In aggregate, we expect expenses to grow from |
| $1.42MM in FY 2018 to $2.2MM in FY 2023. Income is projected to grow |
| from $1.23MM to $1.91MM over the same period. This will result in our |
| FY18 cash reserve of $1.77MM being reduced to $1.16MM by the end of FY |
| 2023. The plan, as currently formulated also does not include the |
| increments in funding suggested above for Community Development, nor |
| does it separate a legal defense reserve.</p> |
| <p>Budget lines currently forecast to have the largest increases are |
| fundraising (515% increase) brand (152%), and publicity (113%). The |
| largest component of our expense base, infrastructure, is forecast to |
| increase by only 34%. The increase in fundraising is justified by the |
| commensurate forecasted increase in income from donations, which is |
| currently forecast at 57%. In absolute terms, the fundraising |
| increment is $237k per year, which is expected to return (a portion |
| of) the forecasted increase of $690k per year in total donations. We |
| should be able to improve that ratio.</p> |
| <pre> |
| FY23 budget |
| |
| FY18 FY22 FY23 |
| Income |
| Total Public Donations 111 135 220 |
| Total Sponsorship 1,084 1,500 1,665 |
| Total Programs 28 28 28 |
| Interest Income 4 4 4 |
| ---- ---- ---- |
| Total Income 1,227 1,667 1,917 |
| |
| Expense |
| Infrastructure 818 868 1,099 |
| Program Expenses 27 27 27 |
| Publicity 182 352 387 |
| Brand Management 89 141 225 |
| Conferences 60 12 60 |
| Travel Assistance 50 79 25 |
| Treasury 49 51 61 |
| Fundraising 46 53 283 |
| General & Administrative 118 139 44 |
| Chairman's Discretionary 10 0 10 |
| ---- ---- ---- |
| Total Expense 1,418 1,722 2,211 |
| Net -212 -55 -294 |
| Cash 1,767 595 1,261 |
| |
| Notes: |
| * Units are in thousands of dollars US. |
| * FY18 income/expense represents budget authorization, not actuals |
| FY18 Cash, however, represents current (conservative) projections |
| * FY22 column is for informational purposes only |
| |
| </pre> |
| <h2 id="updating-this-plan">Updating This Plan<a class="headerlink" href="#updating-this-plan" title="Permalink">¶</a></h2> |
| <p>The Board of Directors is responsible for maintaining this plan. We |
| use some internal tools to manage the process of updates:</p> |
| <ul> |
| <li><a href="https://svn.apache.org/repos/asf/board/site/content/pages/ASF-5-year-plan-02-21-2018.md">Source of this document</a> (in Markdown, using Pelican site builder)</li> |
| <li><a href="https://cwiki.apache.org/confluence/x/zYCzBQ">Collaboration Area For Document Sections</a> (Requires ASFP login)</li> |
| <li>Each section should have a primary author(s) (officer or director in charge) as well as a Director who serves as shepherd for primary reviewing.</li> |
| </ul> |
| |
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