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2011 Annual Objectives

Summary

In 2009, we recognized that the Internet Society needed near-term objectives, establishedannually, into a concise set of measurable objectives that were communicated to the broaderISOC staff and community. These Annual Objectives compliment our longer term Strategic

Initiatives, which are still the foundational under-pinning in order to achieve our greater visionand mission. Previously labeled Strategic Objectives, they are this year relabeled as Annual

Objectives to clarify their relationship to the Strategic Initiatives. However, their purpose

remains the same: to provide time-bound, measureable outcomes that drive the action andapplication of Internet Society staff and resources.

Another very important function that our Annual Objectives serves is the integration of these

objectives, programs and deliverables into our SuccessFactors Performance Manager. Thisprocess allows us to clearly identify functional interdependencies and set up very specific goals

for the various ISOC teams and individuals. These functional goals are shared across theorganization and the individual goals are used to drive their annual performance measurements.

The Internet Societys 2011 Annual Objectives are:

Global Outreach

Advancing the Health of the Internet

Internet Leadership Development

Regionalization

Network Confidence

Engagement/Public Policy

The following section summarizes each of the 2011 Annual Objectives. Included are thedefinition and impact statements, combined with metrics and activities that will be critical to

these objectives.


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Global Outreach

Definition & Impact Statement

A diverse set of coordinated strategic communications programmes will establish the InternetSociety as a recognized, leading voice promoting the open global Internet. We will advance theInternet Society's vision, mission, and initiatives at global and regional levels by raising

awareness of, engagement in, and effectiveness of its programmes and Chapters around theworld. The ultimate goal of our efforts is to establish the Internet Society in global markets as

one of the leading Internet-related organizations.

Key Measurements of Success

The metrics below are intended to provide quantifiable measures of desired outcomes for theentire Internet Society organization. Given the broad scope and cross-organizational nature of

the Internet Societys effortsespecially communicationsthese measures are dependent on

coordination with, and execution by, Internet Society staff beyond the communications team.Please also note that these metrics do not capture the entire scope of Internet Society

communications department efforts planned for 2011.5

Media Presence - Media placements help reach key audiences with specific messages andraise general awareness and interest in the Internet Society. We propose tracking the

number of placements in Tier 1 outlets and media inquiries as an indicative measure. For

2011 we aim to increases significant media placements and inquiries by 25% over 44 in2010.

Social Media - As an avenue for directly reaching individual Internet users and sparkinggreater engagement and membership in the Internet Society, social media will be an area of

focus for the Internet Society communications efforts. For 2011 we aim to increase over a2010 baseline: a) social media: followers by 250% over 1,500, b) social media site referrals

to the Internet Society website increase by 20% compared to 2010 average of 11%, c)content sharing (e.g. re-tweets and video embeds) by 20% over current 2010 average of 2shares per content item.

Internet Society Website - The Internet Society website (www.isoc.org) is the primary

communications channel for the Internet Society. With the roll out of a revamped website in2011Q1, driving traffic to the website will be a central strategy for fostering greaterengagement. For 2011 we aim to increase absolute Unique Visitors, as reported by GoogleAnalytics, by 25% over the 580,500 absolute Unique Visitors that have come to the site in

2010.

Event Participation - Attendance at Internet Society sponsored events is a key metric forengagement with members and other individuals. INET regional workshops will be a focus

for 2011, aiming to increase average attendance on a per-event basis by 10% over a 2010baseline of 160 per INET.

5 All baseline metrics provided are year-to-date through 2010Q3


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Individual Membership - Membership is a key indicator of support for the Internet Society

mission and goals. While communications is by no means the only factor responsible forindividual membership (membership programmes and benefits are key), growing theInternet Society community is a top-level goal across the organization. And, communications

play a key role in reaching and engaging new members. Therefore, in 2011 we aim toincrease over 2010 individual memberships by 20% over a 2010 baseline of 45,000.

Supporting Programs & Activities

Below are brief descriptions of programmes and activities that are new for 2011 and directly

related to the Global Outreach annual objective. As with the metrics above, they do not capture

all of Internet Society communications plans for 2011.

Survey Programme - We are developing a Global Internet User Survey programme to

understand how Internet users around the world perceive values that are considered bymany within the core Internet communities to be critical to the past, current, and future

success of the Internet as a platform for innovation, economic development, and socialprogress. The Global Internet User Survey programme also aims to promote a broaderawareness and understanding of the Internet Society goals and activities. For 2011, major

components of the programme will include: a) promoting the results of the 2010 Global

Internet User Survey, b) undertaking and promoting the 2011 Deliberative Polling on

Network Neutrality within the United States, and c) undertaking and promoting the 2011Global Internet User Survey. Each Global Internet User Survey will include a Chaptermodule, as well as a component targeted at reaching out to Internet Society members.

Social Media Programme - Social media will help the Internet Society achieve its

overarching goals by providing a unique platform for engaging with both current and new

audiences by positioning the Internet Society as a thought leader, increasing awareness ofInternet Society global/regional activities (including chapter activities), and acquiringindividual and organization members. The Internet Society will use social media to reach out

to audiences beyond those we have traditionally reached. Our detailed social media plan

includes leveraging channels such as blogs, micro blogs, social network sites, video sharingsites, as well as photo, audio and document sharing sites.

Website Re-launch - Upon the completion of the website revamp project in 2011Q1, we willinitiate a campaign to re-launch www.InternetSociety.org, highlighting it as an effective

channel for promoting the Internet Societys thought leadership on key Internet issues, and

its work to advance its central notion of The Internet is for Everyone. With a morecompelling, visually-oriented approach, more multilingual content, a focus on fosteringgreater engagement, involvement, and support for key Internet Society programmes and

Chapters, we expect the revamped website to be a primary channel for the Global Outreach

objective and the Internet Societys overall communications efforts.

Brand Essence and Visual Redesign - Building on efforts in 2010 to sharpen and refreshthe Internet Societys brand positioning and visual design, we expect in 2011 to roll-out anthese frameworks through various channels, including our revamped website, as well as

other collateral materials. We expect to provide components and building blocks, such as an

online visual style guide library, that Chapters may build on and use to build more effectivecommunications activities.


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Advancing the Health of the Internet


ISOC will Advance the Health of the Internet by driving industry and policy actions to:

deploy IPv6 to levels surpassing projections, by fixing attention on elevating IPv6 to thetarget of 20% of Internet traffic by the end of 2011;

improve the security of the Internet using standardized building blocks (DNSSEC, RPKI) and

promoting understanding and adoption of best operational practices; and

promote continued investment in and development of the common and open Internet capacity, openness of new devices and platforms, support for innovation, etc

independently of other network services and applications.


Noticeable uptick in IPv6 traffic on the Internet.

! The most effective way for the Internet Society to impact IPv6 deployment, and stop

coping mechanisms for IPv4 runout, is to get industry players focused on making their

contribution to increasing IPv6 activity on the Internet. We need to amplify our ownorganizations efforts to see visible external support of the need for, and external

commitment to enabling, 20% of Internet traffic is IPv6 by the end of 2011.

! Its not reasonable to expect traffic will actually be that high. However, the purpose is tofocus attention on the need for it, and we will drive efforts to ensure that the industry and

policy makers understand where the bottlenecks are, and are properly focused onpushing IPv6 uptake as much as possible. By the end of 2011, IPv6 deployment shouldbe de-risked in the minds of major industry players, through collaborative actions

facilitated by ISOC, even as more content providers, operators and users are steppingup and using IPv6 connectivity in preference to IPv4 NATworks.

External policy and pundit support for pushing back on cybersecurity plans, in the face ofsolid, credible reviews of the state of infrastructure services (especially, DNS).

! We will put together the whitepapers and properly publicize them, but the success metric

is to have others usingthem in ways that amplify our direction.

More operator collaboration to address operational issues large and small, in an Internet

model appropriate fashion (open, bottom up, etc).

! We will work with operators to facilitate this sort of interaction, and keep it focused onthings that are Internet model appropriate. Success is seeing more engagement from

operators working on the Internet, and not just their own networks. Key area will be

continued global addressing (de-risking IPv6, increased operational stability and uniform

view of the IPv6 network, globally).


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Internet Leadership Development


ISOC will adopt and support a top-of-mind focus on creating a pool of leaders capable ofoperating at the intersection of Internet policy, technology and the Internet model throughout ouractivities. This focus on leadership is not exclusive to developing leaders for the Internet

community, but rather a large number of people who are able to bring a knowledge of Internetissues to their work in policy, technology and business organizations.


As a key component of ISOCs efforts to create a pool of leaders, the Next Generation Leaders

program will expand operations in 2011, consistent with the business plan described elsewherein the Board materials. Taking advantage of the lessons learned from the first year of operation,

we will customize the existing e-learning curriculum to make it suitable for self-directed e-

learning, and enroll 100 participants during the year through the NGL pool. In the context ofoverall product strategy and the opportunity to reach broader markets, we will also extend and

transition appropriate NGL components into the new Internet Institute within the Office of the

President.

The objective is to get the broadest use possible from this material, and to build interest and

support for ISOCs expanding Internet leadership development role. In addition, we will

complete development of additional components of the NGL program, including developing theFrench language version of the e-learning component, complete development of the Laureate

component and launch, and prepare pilot internship and mentoring programs. To support thisactivity, working with business development and grants/foundations specialists, we will ensurethat NGL sponsorships and partnerships will reach at least four times 2010 levels. These

activities will greatly expand awareness of the NGL program in the Internet community, and withthe public more generally. Through these activities, the Internet Leadership Development

program will become key to the Societys revenue generation effort.

Consistent with the goal of implanting an awareness of ISOCs cross-organizational focus on

this objective, we will cultivate future leaders in the research community by sponsoring youngresearchers to participate in IETF meetings, to interact with senior research mentors, and more

generally seek to expose young engineers, entrepreneurs and economists to new trends, topicsand areas of research in I* forums. We will include development of future leaders as one of therating criteria for ISOC project grant, NGL Laureate projects, and the Community Grants

programs.

To increase public-facing awareness, Internet leadership components will be made central toINET planning, by building a bureau of speakers for INETs, designing a program component toshowcase regional leaders, and in the communications component surrounding ISOC events.

Additionally, regional Bureaus will be critical in sourcing and recommending participants, and to

align project and event development to include leadership development as a component of all

regional outreach efforts. The fully-functioning AMS/Aptify system will be enable us to capturenames and details of potential future leaders, as well as identifying key resources among ISOCmembership, and potential mentors for the programs.


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This will demonstrate to our members and the public the extent of ISOCs commitment to theRegionalization objectives we have set and are delivering on.


As a cross-organizational priority, ISOC will commit to quadruple NGL sponsorships andpartnerships through business development and grants/foundations work

We will work to involve relevant organizations in the development of the program (e.g.

interns placement)

We will highlight this work through the Regional Bureaus to source candidates and raise

awareness of the need to develop the next generation of Internet-savvy leaders. This will bebuilt in the regional programs.

We will work with ISOCs Chapters and individual members teams to incorporate all

members in the Internet Leaders strategy (sourcing candidates, attracting new members,etc.)

Drawing upon the support of our membership of all types and of our Chapters, we will workto encourage a focus on leadership development in their activities. As one concretemechanism, inclusion of an Internet leadership component will be incorporated as an

evaluation criterion in ISOCs grants and other programs.

We will implement an internal communications plan to inculcate ISOC-wide awareness of

our focus on developing the next generation of leaders on Internet technology, business andpolicy


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Additional Revenue Sources


ISOC generates revenue from membership contributions, donations, sponsorships, grants, andaffiliate operational income. We seek to balance and diversify revenue through traditional focusareas as well as new, activity-based revenue programs associated with our strategic initiatives.

ISOC will balance, diversify, and grow revenue through expansion and enhancement of existingprograms, increased efficiencies, and better execution. We will diversify revenue streams by

adding key program and new event value for sponsors and member organizations. This will be

accomplished by intensifying our focus on event-based and project-based funding opportunitieswhile improving our outreach and engagement processes for member- and sponsor-drivenrevenue.


Revamped join and donation processes resulting in increased individual / organizationalmember recruitment and donation/contribution levels.

Enhanced promotion of event sponsorship and registration fees including IETF (growth in

hospitality revenue), INETs, Internet On, and NDSS. Implementation of diversification

programs resulting in first-year revenue generation. Packaging of programs and the IETF endowment to support solicitation of grants and gifts

from foundations, charitable organizations, and philanthropists.

Increased funding for regional development activity and Internet Leadership Developmentprogram.

At least two in-person AC meetings will be complemented by frequent AC briefings andforums on key initiatives and ISOC programs with an emphasis on member organizationengagement in our key initiatives and regional development programs. In collaboration with

new AC leadership we will target a 95% existing organizational membership retention rate. Launch two new highly targeted organizational member campaigns with the intended impact

of increasing the number of ISOCs organizational members by 25% YoY These campaignswill directly leverage ISOCs policy and technology work with the mission-based objectivesof targeted sectors and vertical industries such as ISPs, internet infrastructure vendors,

mobile internet vendors and large regionally located technology companies.


Regional programs: The regional INET series (10 events) will continue and build on the

momentum from the 2010 ramp up. Continuation of the NDSS series and ramp up of the

Internet On series in 2011. The North American Bureau and Public Policy teams efforts on

Net Neutrality including BITAG, NYC INET, and Deliberative Polling Project will bepresented for sponsorship to key participants in the Net Neutrality policy debate among

others.

Regional Development will expand sponsored activities in Africa, Latin America, and Asia.Potential sponsors will be identified and approached by a team of business development

and regional development staff.

Programs will be selectively implemented among NGL Expansion, Deployment &Operational Hub, and the Standards Endowment. Business development will team with the


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program leadership and consultancies to drive sponsorship and other revenue from these

programs.

Development of individual member resources to support greater engagement, affinity, anddonation. Resources may include richer on-line donation processes, dynamic

communications content, robust member portal, and applications/tools to support ongoingengagement in and affinity for the ISOC mission.

The membership precious metals campaign will target recruitment of organizations at the

Platinum, Gold, and Silver levels and reinforce the member engagement program topromote renewal and upgrade at the end of a membership year. The campaign will invitepotential members (ISPs, mobile Internet, VOIP, and ccTLDs) to participate in research, join

formal and informal working groups, and, finally, become a member of the Internet Society.

In addition, the Internet Service Advisor program, if selected, will provide a significantsponsorship opportunity from 2-3 platinum-level members/sponsors.

Incorporate a more robust grant generating program utilizing the skills and resources of the

new Director of Grants and Foundation Funding in order to accelerate revenue growth via

grants in areas such as IETF, community grant projects and internet leadershipdevelopment programs.

Launch in collaboration with the Regional Bureaus and Communications Department asequenced, multi-staged and highly targeted outreach and communications program inorder to raise visibility, as a first phase, and subsequent engagement with prospective

organizational members in order to build a robust new member pipeline. This will include not

only highly targeted market messaging but enhanced prospecting tools and contact lists aswell.


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Regionalization


Enhance and expand the Internet Societys presence, outreach and impact at regional and locallevel through our Bureau structure by further engaging with Chapters, Members and Partnersvia ISOCs events, initiatives and programs that advance the openness and health of the

internet at the local level. This will be achieved by a highly collaborative, open andmultistakeholders environment which fosters ISOC local engagement in areas such as policy,

technology, business development and internet capacity building which raise the value and

results of ISOCs strategic mission in the region.


At an annual baseline commencing the first of the year increase the number of active and

engaged Chapters while rationalizing and closing non-functioning Chapters in parallel to

having: a) one regional Chapter workshop, b) one or more Chapters within the regionreceiving and executing a project involving our Community Grants, c) facilitating one or

more Chapter recognitions due to impactful local projects, d) sourcing NGL candidates from

the regional Chapter network, e) achieve full data synchronization from all active Chapters,

f) drive increased Chapter membership through facilitating and supporting programs inconjunction with the Chapter membership event program.

Develop in coordination with ISOC internal staff and local stakeholders 2 regional INETs

including funding, PR, sponsorship and membership development.

Secure participation in 3 regulatory or policy events in the appropriate regional fora in order

to communicate ISOCs core principles and positions. These events are inclusive of thetechnical community and key regional policy and regulatory organizations and will beprepared in coordination of SGE and ISOCs Public Policy departments.

Create, collaborate and facilitate in conjunction with the Business Development team aprocess and program whereby at least two new Organizational Members are identified and

confirmed as members by the close of the year.

Deliver at least 5 public and visible media opportunities connected with ISOC events,projects, or partner-related activities whereby ISOCs presence and awareness is increased

in the regional area.

Outreach to support the signing of the Affiliation Agreement by all active chapters.

Identify and coordinate high impact opportunities for local community projects incollaboration with our Community Grants and Chapter staff.


Chapter development programs which deepen ISOCs engagement, impact and visibility atthe local level such as regional Chapter workshops, community grants, leadership

development, NGL sourcing, and data synchronization and membership growth.

Develop and deliver two INETs per region that are sponsored in whole or in part thataddress and contribute to the resolution or knowledge exchange relevant to the local

community while advancing the global principles and mission of ISOC.

Prioritize and participate in at least 3 regional policy engagements that provide ISOC with anopportunity to present or participate in a panel in order to communicate our vision and

principles in matters concerning the model of the open-internet and other key messages.


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Organizational Member outreach program whereby the Bureau engages with existing and

prospective Organizational Members in conjunction with the Business Development team inorder to introduce the value and impact of ISOC as a meaningful partner for internet projectsand overall global steward.

Participate and contribute in conjunction with the Regional Development team in regionalprojects which align to ISOCs Enabling Access programs and other regional capacitybuilding activities.

Media and visibility outreach activities through local and regional media channels whichraise the visibility and communicate the positive impact ISOCs events and projects have inthe regional area.

Affiliation Agreement deliver assistance to Chapters via the various ISOC programs and

individual contact to ensure that Chapters are aware of and able to reach the requiredperformance standards of the Affiliation Agreement.


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Network Confidence

Network Confidence results from trust developed through positive online interactions

experienced over time and users look for a balance of security, privacy, and reliability. By

leveraging trust we can ensure the continued success of the global open and accessibleInternet model while addressing issues such as security and privacy. Absent trust these issues

have the potential to cause the global Internet to contract or fragment limiting the possibilities fornew entrants and next generation applications. Elements of the ISOC strategy to engender

confidence include: 1) supporting standards and technologies that enable trust from the networklayer to the application layer, 2) encouraging policies that enable, extend, and strengthen

confidence within the chain of network trust, and 3) sustaining a culture of innovation and

openness to create value for all stakeholders.


Engagement on key standards and technologies: measured by ISOC contributions to

standards bodies such as the IETF, the W3C, Kantara Initiative, and others. Stakeholder engagement through INETs and other outreach: measured by presentations

given, requests for participation, organizational leadership roles in external bodies.

Participation in various research and education, operator, and open specification forums:

measured via trip reports

Support for key areas of technical innovation: measured by work product in key areasincluding a reference implementation of an identity listing service and a DNSSEC History

Project documenting the details of DNSSEC development and deployment

Support for policy and regulatory development efforts (including public forums, invitationalevents, etc.): measured by contributions to OECD via the ITAC, UNESCO, IGF and other

international organizations

Development and deployment of educational aids for end users: measured by work product

including software, instructional aids, and hands on events at INET and other regionalmeetings.


Active promotion of trust enabling technologies: including DNSSec, rpki, trust frameworks foridentity management, and extended certificate management models.

Engagement with policy makers on topics such as: privacy, identity management, securitybest practices

Providing end-user education (IdM and best practices): plug-in development, public

presentations, chapter engagement, and identity management workshops.

Encouraging individual accountability: digital footprint tool, best practices training.

Support for emerging technical solutions for inter-federation among trusted parties, trust andprivacy frameworks for Identity management, and authenticated exchanges.


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Engagement/Public Policy


ISOCs goal is to work with governments, inter-governmental organizations, the Internetcommunity, business and civil society to foster Internet-friendly policy environments. We willsucceed by collaboratively crafting and delivering reliable and technologically-sound policy

positions on key and emerging Internet policy topics. In our policy and representational work, weare always working to ensure that the Internet ecosystem continues to evolve to support a user-

centric and open Internet.


We will strive to ensure that ISOC involvement and advice is effectively delivered to influentialpolicy makers and organizations nationally, regionally and internationally. One metric of success

as our work matures will be signs that ISOCs advice is actively sought by regulators, policy

makers, and international organizations and ISOC's principles are adopted and used in nationalor international organizations' documents. Working with ISOCs Communications Team, we will

show progress by developing a methodology to measure the impact ISOC is having at a

national, regional and global policy level. We are also committed to strengthening our impact by

developing and implementing professional and comprehensive communications / media plansfor all major events where we play a role.

ISOC has now established a reputation for our leading role within the Internet technical andpolicy communities, formally and informally coordinating voices that advocate for an open

Internet in a variety of forums. In 2011, we plan to expand ISOCs influence of and participationin Internet technical policy platforms internationally (e.g. Internet Technical Advisory Committeeto the OECD), regionally (e.g., through CITEL, the African Union, APEC, etc.), and nationally

(e.g. national consultations on net neutrality such as the one led by the French governmentand ARCEP, the French regulator, in 2010 we expect a multiplication of national consultation

processes on this issue in 2011). Our impact will be measured by reporting on our inputscompared with outputs of the organizations influenced, and the impact measurement tools wewill develop internally.

ISOC develops existing working relationships and creates new strategic partnerships with both

intergovernmental and Internet community fora. We have now obtained accreditation to nearlyall the institutions that are likely to play a leading role influencing the Internet model and thehealth of the Internet. We will now expand our coordination and planning to leverage this access

to increase the reach and influence of ISOCs major initiatives. To achieve this goal, we will

build on our existing status (e.g., UN ECOSOC, WIPO, UNESCO, etc.) and creating new ones

(e.g. NEPAD, WTO), to make ISOC the most trusted global voice for the health of the Internet.Success will be measured by the completion of MOUs or other appropriate instruments with therelevant organizations, and recorded instances of our contributions and media mentions.


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