Quorum reached and meeting called to order at 09:00 PST
Expected, but Not Present
The Board expressed happiness with past slate of candidates and would like to replicate the election process to ensure the same level of participation and quality of candidates?
Planning to promote nominations…
OpenHatch asked if the OSI was interested in full stewardship (i.e., them becoming a program of the OSI, bureaucratic stewardship, but they continue to use their own name in their activities). A discussion took place related to the pros and cons of such an arrangement.
OpenHatch provides an opportunity for the OSI to extend it's mission, how should / should we partner (incorporation, incubation, support?)?
However, no consensus was reached and it was decided to continue on with the relationship as already defined.
A description of the OSI's current status with Corporate Sponsors was reviewed. A corporate sponsors' page including companies supporting the OSI was created and posted to the OSI web site. The OSI has reached out to current sponsors to continue their support, and identified new potential sponsors to approach. A proposal for corporate sponsorship was developed outlining the OSI's goals, use of funding and sponsorship benefits. The proposal also includes recommendations for contribution amounts based on revenue and number of employees.
It was determined that educational and government organizations would be eligible for Affiliate Membership, although a unique identifier might be warranted.
The process for identifying/reviewing costs, allocating/approving funds and reporting expenses was discussed. It was recommended that we use the Eclipse Foundation as a model where an annual budget would be developed reflecting ongoing and expected one time costs and submitted to the board by the GM and Treasurer. The budget should identify/approve various projects/working groups, define pool of funding for those projects, then apply that budget to those projects. Spending authorization for the GM Treasurer is $20K within the scope of budgeted/planned activities. New, un-budgeted items, any expenses over $20K or expenses over budget, require Board approval. Any purchase over $1,500 should be per-authorized via email@example.com the with a response of at least one +1 and zero -1.
The current Infrastructure process for managing our systems and services was discussed. Historically the infrastructure was managed Internally by OSI Directors/volunteers. With our growth, it does not seem that the current approach to managing systems internally is working because of resources available. It was determined the Infrastructure Committee should contract for support as a lack of support/availability increases risk, not only of service but also our ability to serve our community as well as the OSI's reputation.
As an example of the OSI's limited internal capacity, some of our systems are not being updated.
Another example is the migration from SocialText:
There was a discussion on other means to increase support capacity, including increasing volunteers; looking for more responsiveness, and commitment from service providers, dedicated (project based) volunteers, e.g. website translation; using both, i.e. volunteers to compliment paid (contracted) services; leverage affiliates/patrons to provide professional services.
A discussion related to capacity and the wiki/website led to a discussion regarding the current secretary position and updating various resources.
Quorum reached and meeting reconvened at 13:00 PST (Luis away early PM, Tony away 1pm-2pm, Mark leaves 3pm)
The board recognized that the process to help incoming Board Directors has been informal and ad hoc. This is probably due to the fact that most of those coming on to the Board have had experience/understanding of the OSI and open source. However as the OSI community grows and with new memberships extending the candidate pool a more formal/consistent approach may be needed. Several suggestions were offered:
Considering the process for on-boarding new Directors, it was suggested the OSI may need a process for “off-boarding" as well.
It was discussed by the Board that there should be broader protection for the OSI logo and the term, “open source initiative.” The reasons/benefits are less about enforcement than protection of the OSI and our mission. It was noted that increasing our trademarks and enforcement would result in costs beyond the OSI's current counsel services which are provided pro bono.
The OSI Board considered where the organization might be vulnerable for infringement e.g. Brazil, China, India, Russia, and recommend a set of actions for legal services to instigate and cost.
The OSI Accountant, Jane Peterson provided a report related to our current financial activities and accounting practices. The newest activity has been around setting up payroll for the new General Manager. Open issues include: worker's compensation, updating PayPal accounts to include OpenHatch and remove legacy access. Patrick Masson was added to the treasurer's email list.
The Board had a discussion about whether our not the OSI should engage with the FLOSSBOK proposal, and if so, how?
Another, similar proposal for a Working Group, was submitted to the OSI, see:. An assessment was made related to alignment of the proposed Working Group with both the OSI and FLOSSBOK. While the new proposal is narrower in scope than the vision of FLOSSBOK, it does extend the OSI's capacity through existing efforts. It was determined that the OSI would inform the Working Group's sponsor, Joseph Potvin and Ericsson that they should create a working group charter/statement of work to present to the OSI Board.
It was also determined that the FLOSSBOK proposal should also be submitted in line with the Working Group process? Tony will develop a proposal for Working Group on the development of the FLOSSBOK (Patrick offered to help).
The working group process can be found here:
The Board discussed how to increase member engagement and how to create deliver member benefits. While things appear to be stalled, it is hoped the new GM can undertake this effort, developing a package of benefits for individual members. The Board requested Patrick send a note to the current membership to better understand member interests, offer a 6 month extension (is this possible/practical?) and provide an organizational update.
The Board would like to start back up the OSI Newsletter as well as other communications (emails, blog posts, tweet, etc.). The goal for the Newsletter should be a semi-monthly publication with content derived from affiliates, OSI activity, board member updates, etc.
Communications with OSI Members is dependent on updating and ensuring accuracy with CiviCRM. It was suggested that Patrick identify a new CiviCRM contractor to ensure current data is valid, features/functionality, etc. exists to update/fix in order to communicate and engage with membership.
The Board discussed modifying the current memberships (policy), specifically around the membership fee, however no specific ammount/policy was determined and the Board asked the GM to investigate options and impact.
An ad hoc working group was organized during the meeting to draft a definition of open source, the OSI and OSI memberships.