- 1 Policy creation and maintenance
- 2 Banking Resolution
- 3 Review of signatory power
- 4 Corporate seal
- 5 Foundation Election Arrangements
- 6 Committees
- 7 Leadership Committee
- 8 Board electronic mail lists
- 9 Board votes via email
- 10 Communications
- 11 Minutes dissemination
- 12 Code of Ethics review committee
- 13 Awards Committee charge
- 14 Termination of membership
- 15 Membership classes
Policy approved by the Board on 12 September 2005.
Policy is the means by which the Board governs. Every policy must have one of the following purposes:
- Delegation of an end (such as a program, or project) that furthers the Mission, e.g.:
- Policy on publications
- Policy on conferences
- Policy on a member benefit
- Ensuring organizational governance and prudence, e.g.:
- Finance policy
- Reimbursement policy
- Specifying some aspect of the Board relationship with members, staff, or the public
- Communications policy
- Sexual harassment or nondiscrimination policies
- Specifying internal policies for how the Board works
- Committees policy
- Reimbursement policy
Some policies will straddle #2-4 above (e.g., reimbursement policy). Delegation policies, however, should be self-contained, in order to promote clarity and honesty in delegation.
The Association specifies how it works via policies, processes and procedures.
- Documents that state the will of the Board (goals or ends) and mechanisms for handling points of concern, risk, or anxiety (limitations).
- Structures that ensure oversight, preservation of rights, and stability. Processes are included in policy, largely as a manifestation of limitations.
- Implementations of the policy and process. Procedures are not included in policy.
For instance, a policy on logoed apparel might state that apparel should be comfortable and attractive to promote the Association's visibility (policy), and that samples should be procured before production to ensure this (process). But the policy should not specify the type of fabric, how samples are procured, who gets the sample, and so on (procedure).
Policies should be minimal — they should not overspecify. Policies should be adaptable to changing conditions without requiring constant amendment.
Implementations should not be specified in policy. Policies should be "Board-level" documents. Purpose and rationale should be specified, however.
Board relationship and internal policies, for example the policy on Board votes via email, are an exception. These should be less minimal because the "implementors" are, by definition, the Board itself.
Minimalism should not lead to a lack of completeness. The Board should write policy such that it would be happy with any reasonable implementation that adheres to the policy's wording. In particular, the Board should take care to include limitations precluding results the Board would find unacceptable.
The Board should be invested in policy. The Board should craft policy to document the will of the Board, without engaging in rubber-stamping, word-smithing or criticizing. In practice, one or more individuals may be assigned to write a policy proposal. But the approved policy belongs to the Board, not the authors of any particular proposal.
In order to keep policy vested in the Board, authors of proposed policies shall call out decision points, be ready to explain the ramifications of such choices, and be ready with alternate language.
The Board is not the implementing body of the Association's goals; that role falls to staff and volunteers. The Board expresses its will for programs, projects and other ends via delegation policies.
In drafting delegation policies, the Board should strive to delegate honestly.
Delegation policies should pass the Plain English Test: An uninterested third party should be able to read the text of a policy, look at the results, and be able to judge whether the results meet the requirements of the policy.
Policy is the "in-band" communication mechanism from Board to implementors. "Out-of-band" communication (statements by liaisons, sense-of-the-Board communiqués, etc.) are strictly advisory or interpretational; if substantive course-corrections are required, the policy should be amended.
If the result of a delegation is unsatisfactory, but the results meet the "Plain English Test", the policy should be amended to encapsulate the Board's new understanding. Simply telling implementors to try again is unacceptable.
When amendments to delegation policies are made, they should ideally be clarifications where the policy could be read as ambiguous. Otherwise the Board can (rightly) be accused of changing the rules after the fact. If the Board learns, after delegation, that it requested the wrong thing, it should own up to its error and amend the policy.
Implementors being delegated to must be made aware of this process before implementation begins. If a delegation policy is to be amended after implementation has begun, the implementors should ideally be involved in the process; but they must be made aware that the process is not a negotiation, and the Board holds final authority.
Policies should be living documents; moribund or irrelevant policies should be discarded or revitalized.
If a policy cannot be exactly followed by the "Plain English Test", the policy should be fixed. Saying that things have changed, or that the policy must be put into context, is unacceptable.
If programs end or circumstances change, the policies should be retired. A retired policy is effectively repealed, but is moved aside and kept for historical record as a policy that worked, separate from repealed policies that were rejected because they didn't work.
Policy approved by the Board on 14 April 2005.
Not For Profit Corporate Banking Resolution (on file)
Policy approved by the Board on 14 April 2005.
That checks drawn on the SAGE account shall require one (1) signature from among the trustees of the account. The Secretary/Treasurer and President shall review the bank statement on a monthly basis and report to the board on the review.
Policy approved by the Board on 14 April 2005.
Policy amended on 21 November 2005.
That LOPSA shall use signature in lieu of corporate seal.
Policy approved by the Board via electronic mail on 16 June 2005:
Policy amended on 27 June 2005:
That the Assocation allow all members of the "SAGE" class of USENIX membership that are in good standing as of 2005-06-20 12pm PDT to cast votes in the June 2005 Election for Directors of the Association; and that the Directors so elected shall be granted full member status of the Association, and will be Directors of the Association, commencing at the first meeting of the new term in July (per the Rules), with expiry coincident to the expiry of the current term of their USENIX membership.
Policy approved by the Board on 31 July 2005.
Policy amended on 8 August 2005.
Policy amended on 21 November 2005.
Policy amended on 11 December 2006.
Policy amended on 10 October 2017.
The report or recommendation of any Committee shall not be binding upon the Board.
The Board shall establish the following committees:
Board level committees
|Leadership||Scott Murphy (Aleksey Tsalolikhin, Liaison)||Develop leadership skills. Board induction. Volunteer cultivation. Election slates.||Standing (per Bylaws)||None|
|Communications and Marketing||Aleksey Tsalolikhin||Oversight of all communications to members and external parties. Drafting of communications policy.||Standing||None.|
|Membership Development||Steve VanDevender||Investigate growing the membership. Develop Membership classes and policy. Recommend whether standing committee is needed.||Ad-hoc||None.|
|Finance Committee||Brian Globerman (also includes George Beech and Scott Suehle)||Financial oversight||Standing||None.|
|Recognition||Thomas Uphill||Thomas Uphill||Annual Contribution to the Profession award; Yerkes award, Volunteer award.||Annual||Maybe (one for each award?)|
|Conference Planning||Drew Adams||Drew Adams||Plan our robust ubiquitous presence at LISA. Posters, BOFs, everything. In future, will handle all conferences.||Standing||One for each conference|
|Locals||Drew Adams||Drew Adams||Locals program.||Standing||None.|
|Technical Services||Danielle White||Danielle White||Deliver and manage online services and other technology.||Standing||Email/Website transition team|
|Education, Training and Mentorship||Andy Cowell||Andy Cowell||Mentorship program, Educators Program for training, working with universities, and content.||Standing||None.|
Policy approved by the Board on 4 August 2005.
Policy amended on 8 August 2005.
The Leadership Committee has two roles. Its recurring tactical role is to serve as the Nominating Committee in election years. Its ongoing strategic role is to promote the development of new talent, by giving them a "career path" through the ranks of the organization. The Nominating Committee role is specified in the Bylaws and is incorporated by reference.
The leadership development role is the strategic counterpart to nominating. In order to have a suitable pool of candidates for committees and offices, the Leadership Committee will identify suitable individuals as early as possible, and groom them to take on ever-increasing leadership positions. Where possible, the Committee will develop informal "career paths" within the Organization. These paths should begin with lower-level volunteer positions, include committee memberships and then Chair positions, eventually leading to Board membership for qualified individuals. This is "professional development for volunteers", and should include enhancing their leadership skills by providing suitable training, encouragement and mentoring.
The Committee will consist of between four and seven members (including the Chair), at the total discretion of the Chair. The Board will appoint the Chair. The Chair will select and have final approval of all other members; the Board explicitly has no role in selecting the other members of this Committee.
Policy approved by the Board on 8 August 2005.
Policy amended on 5 August 2007.
The Secretary-Treasurer shall provide for the maintenance of electronic mail lists from time to time as directed by the President or the Board. This policy shall apply only to lists whose primary purpose is Board-level communication.
At a minimum, the following lists shall be maintained:
Board Working List
The Board Working List shall be the ordinary venue for electronic communication amongst the Board. Its address shall be board@, lopsa-board@, or similar.
Subscription to this list shall consist of:
- the currently seated Directors of the Association;
- the Executive Director of the Association;
- Directors-elect who will take office at the next Annual Directors' Meeting; and
- such other volunteers or staff as are directed by the President or the Board.
All subscribers shall be allowed to post messages to the list. The Secretary-Treasurer shall ensure that prudent techniques are employed with regard to attempted postings of non-subscribers, in order to reduce spam and other off-topic traffic while ensuring members, staff, and volunteers have a communication path with the Board.
The Secretary-Treasurer shall ensure that private archives of the list be maintained for a period of at least 2 years. All subscribers shall have access to the archives.
Board Private List
The Board Private List shall be the venue for electronic communication of a sensitive nature such as would take place under executive session. Its address shall be board-directors@, board-private@, or similar.
Subscription to this list shall consist only of the currently seated Directors of the Association.
All Directors shall be allowed to post messages to the list. The Secretary-Treasurer shall ensure that prudent techniques are employed with regard to attempted postings of non-subscribers, in order to reduce spam and other off-topic traffic while ensuring the Board can include others in sensitive discussions when necessary.
No archives of the list shall be maintained.
The Board may from time to time establish or dissolve other electronic mail lists. Unless otherwise stated by resolution, such lists shall be subject to the same terms of this Policy as the Board Working List.
Confidentiality and privacy
Messages to the Board Working List and Board Private List are considered board working papers that are confidential in nature. Subscribers shall not forward or otherwise disseminate any other subscriber's messages, in whole or in part, to any non-subscriber, without the permission of the Board.
Subscribers shall not forward or otherwise disseminate their own messages, in whole or in part, to any non-subscriber without permission of the Board unless:
- the words within are entirely their own or have already been disseminated in accordance with this Policy;
- the message includes no private, sensitive, or confidential information; and
- recipient(s) are made aware that the message does not represent Board or Association policy or opinion.
Subscribers must limit discussion to public matters when recipients not bound by this Policy are present on a message's recipients list.
No subscriber shall forward a message from elsewhere to a Board mail list without the permission of the original author, with the following exceptions:
- A message whose intent is to inform the Board sent from a non-subscriber to a subscriber may be forwarded to the appropriate list.
- Messages sent to mail lists with open subscription or open access to archives may be forwarded to the appropriate list.
Notification of subscription changes
The Secretary-Treasurer shall ensure that notification of every change to the subscription list is given, via a message to the list, prior to the change.
Responsibility of subscribers
Subscribers have a responsibility to keep up with traffic on Board mailing lists to which they are subscribed, and to keep other subscribers informed of issues concerning them. In particular, subscribers must:
- Ensure that their subscriptions are kept up to date with a valid email address;
- Ensure that their subscription address is kept in good working order;
- Read such messages as are posted to the Board mailing lists in a timely manner;
- Respond to messages as appropriate; and
- Have a bias for responding to the entire recipients list (not removing recipients, particularly the mailing list, except when necessary).
Because the Board mailing lists are the primary mechanism of inter-Board communication between meetings, and may be used for urgent communiqués, Directors must notify the Board Working List or the Secretary-Treasurer if they know they will be unable to read Board mailing lists for a period of more than 72 hours.
Identification of Lists
All Board mailing lists will use a consistant identification method or methods so that list messages can be easily identified by recipients and automatically identified by software if so desired. Examples include list names in Subject: lines or List-Id: headers. Mechanisms relying on the To: or Cc: line are not acceptable.
Policy approved by the Board on 8 August 2005.
Policy amended on 10 October 2005.
The Board may from time to time conduct business via electronic mail. This business may include motions.
This Policy is intended to provide for a well-defined process for conducting voting on such motions, while preserving the parliamentary rights of Directors.
Unless other Rules state otherwise, any ordinary Board business can be conducted via electronic mail. However, Directors should prefer Board Meetings to propose motions that may require discussion.
Motions for Bylaws amendments or ratifications are not permitted via electronic mail.
The Board Working List or Board Private List (as described in the policy on Board electronic mail lists) shall be used for all electronic mail motions and votes.
Any Director may make a motion via email by posting a message to the appropriate list with the text "MOTION:" at the beginning of the subject header; this text shall be known as a subject keyword. The remainder of the subject header should describe the motion being proposed. The text of the message must clearly delineate the text of the motion from any discussion, for instance by the words "I move that". This message shall be known as the motion message.
Any other Director may post a response to the motion message clearly stating an intention to second the motion. The subject header should replace "MOTION:" with the subject keyword "SECOND:". This message shall be known as the seconding message.
A seconding message must be posted within 7 days of a motion message or the motion shall be considered void. Such a void motion shall not be minuted.
Prior to voting, the original mover may withdraw the motion or reword it by posting a response to the original motion message. In the case of a rewording, the new message shall become the motion message. A seconder must clearly state his or her intention to second the new motion message; a second of the original wording is out of order.
The keyword on the subject line should be set to "WITHDRAWN" or "AMENDED" as appropriate.
After the seconding motion, voting shall commence. Directors may cast a vote by posting a response to the motion message or seconding message, replacing the subject keyword with "VOTE:" and stating the vote as "aye" or "nay" in the body of the message. The text of the motion being voted on must be included in the message for the vote to be valid.
It is not necessary for the mover and seconder to vote explicitly; they shall each be considered to have cast an aye vote unless they state otherwise.
Directors may change their vote before the close of voting by casting another vote in the same manner; in order to avoid ambiguity, the text of the message should clearly state that the Director intends to change his or her vote.
A Director may abstain from voting, while still being counted for quorum, by posting a response to the motion message or seconding message, replacing the subject keyword with "ABSTAIN:". This message shall be known as an abstention message.
Directors may discuss the motion at any time by replacing any subject keywords with "COMMENT:".
Close of voting
Voting shall close once the motion has been adopted or fails.
The motion shall be considered adopted when:
- A quorum of the Board, excluding abstentions, has voted aye; or
- When all of the following conditions obtain:
- 7 days have passed since the seconding message;
- A quorum of the Board has posted a vote or abstention; and
- A majority of the votes cast are aye.
The motion shall be considered failed when:
- A quorum of the Board has voted nay; or
- 7 days have passed since the seconding message, and the motion has not been adopted.
The Board may consider more than one motion via email concurrently. A Director may post a new motion message while another vote is in progress. If two motions are in conflict, the one adopted later shall supercede the one adopted earlier.
Because of the complexities that would arise, amendment of a motion made via email is out of order. The effect of amendment can be obtained by posting a new motion message.
Rule of order
The chair (the President, unless he or she is absent or designates another chair) shall have the right to rule posts in conjunction with an email vote out of order if they violate this Policy or other Rules, subject to Board consent.
At the chair's discretion, any motions currently being considered via email at the time of a Board Meeting (at which a quorum is present) may be introduced on the Meeting's agenda. The motion shall be considered de novo as a regular item of business and shall be subject to the Rules applying to any other motion in a Meeting; this consideration shall supercede and terminate the email consideration. No votes cast via email shall be counted.
Motions voted via email shall be recorded in the Minutes of the next regular Board meeting. The following information shall be included:
- The words "Motion submitted via electronic mail on", plus the date of the motion message;
- The text of the motion;
- The words "Motion adopted on" or "Motion failed on", plus the date of the close of voting; and
- The names of any Directors posting an abstention message.
Policy approved by the Board on 8 August 2005.
Purpose and Scope
The purpose of this document is to provide guidelines and restrictions where necessary to keep all communications between LOPSA and the outside world 1) authorized, 2) appropriate, 3) recognizable, and 4) consistent. When we communicate as a Board or as an organization to any group of people, we must first and foremost represent the membership and the Board of LOPSA in a responsible manner. We must also be responsive to the needs and requests of our members, and the public at large where appropriate.
Communications should provide the membership with timely, accurate, clear, objective and complete information about LOPSA policies, programs, services and initiatives. The Board has a duty to explain its policies and decisions, and to inform the membership of its priorities. Communications therefore should be complete, clear and swiftly follow any changes or major initiatives.
Programs should plan for communication from the beginning. LOPSA programs should address communication needs in the development stage of policies and programs. Policies and programs should never surprise the membership or happen by accident. LOPSA should proudly promote each and every service and program it provides. Programs that the membership is ignorant of are bound to fail. The Board must further ensure that changes in policy that significantly affect the rights and privileges of membership are both proposed to the membership for comment well in advance of a vote, and clearly and widely communicated if they are adopted. The Communication Committee is there to assist programs in planning for communication needs.
Collective communications must be authorized. No communication that claims to represent the policy, positions, or other stance of either the Board or LOPSA as a whole shall be made public until and unless it is approved by the Board. No communication that claims to represent the policy, positions, or other stance of a committee or subcommittee of LOPSA shall be made public until and unless they are approved by that committee. Committees must be authorized by the Board to contact the membership or general public before doing so, and they must also abide by the Board-defined limits for their communications. All official communications shall go through official channels maintained by the Board, either by a membership email list, a list of all members generated from the membership database, or by whatever public relations channels are maintained by the Board.
Individual officials of LOPSA are encouraged to communicate directly with the membership. Openness in governance helps members fairly judge our performance, and helps enable membership participation. To build an open organization, all officials (staff, committee members, and above all the Board) should take a role in communicating with the membership. At the same time, officials must respect the policies and intent of the LOPSA Board, as well as confidential information. Officials serve LOPSA best by communicating openly and frequently about programs they are charged with, while treating sensitive information with the discretion it requires.
Officials who communicate as individuals to the membership should maintain consistency in look and feel with other LOPSA communications, including letterhead and logos following the LOPSA Branding Guide in appropriate media. Communications from individuals must be signed by that individual and clearly indicate through tone, person, and/or disclaimer that they are the personal words and beliefs of the individual, not the Board or LOPSA. Officials of LOPSA should be given lopsa.org email addresses, and should use them in individual communication wherever possible to promote the visibility of LOPSA.
Any Board member or other (non-staff) official should be very careful and respectful about expressing public dissent with an action of the Board. Board members have a right to have their dissent in votes explicity recorded in the minutes, which are ordinarily made LOPSA to the membership. However, current officials of LOPSA may not attempt to undermine the actions or intent of LOPSA, the LOPSA Board, or its committees in the public expression of these rights. Individual officials expressing dissent within these guidelines should nonetheless not use their lopsa.org email addresses, or channels of communication not open to general members, but should strive to speak as regular members. All officials of LOPSA have the right of resignation if they cannot support the activities or decisions of the Board, and are freed of the duty of obedience, but not the requirements of confidentiality, upon their resignation.
Under no circumstances should staff express dissent or a message inconsistent with the Board's.
Individual officials of LOPSA are not to communicate directly with the general public or media unless authorized. As opposed to membership, relations with the public, especially the press, are sensitive. Public communications are open to misinterpretation and laden with pitfalls. An unusual level of care and restraint is required before engaging the general public and the media, as even officials claiming to speak only for themselves are nevertheless taken to be the voice of LOPSA. Coaching and planning is often required before engaging with the general public or the media. Therefore, officials of LOPSA must not engage the public or the media about LOPSA issues unless authorized by the Board.
LOPSA officials and members who are addressing sysadmin issues not directly related to LOPSA, including authoring books or being asked to speak in their own right about issues related to systems administration, are encouraged to include their affiliation with LOPSA in their byline, biography, or attribution to promote LOPSA visibility. Affiliates must be clear they are not speaking for LOPSA if they include such an affiliation, and may not list LOPSA as their primary affiliation. For example: Mary Jones, a system administrator at Example.com and member of the LOPSA Board of Directors is acceptable, but LOPSA Board member Mary Jones is not.
The President, the Communications Committee chair or other spokesperson designated by the Board, and the Executive Director are by default authorized by the Board to engage with the general public and membership on LOPSA issues on behalf of LOPSA, but must at all times communicate to the public in line with the established wishes and policy expressions of the Board. They must also report on any such communications back to the full Board at the next Board meeting after the fact.
All parts of LOPSA should work together to give a coherent message and picture of the organization. Coordinated communication is essential; otherwise we confuse our membership and ourselves. Any LOPSA official making individual communications should consult first with the current messages of LOPSA, maintained by the Communications Committee and approved by the Board, and strive to incorporate those messages into their communication where possible and appropriate.
Official communications should be preserved, and open to all. Any communication that is sent to the membership or made available for general release must in all cases be preserved in an easily accessible portion of the website, once the website is under the direct control of LOPSA. Communications should also be sent to the widest reach of membership to whom they apply; for instance, an email intended for all members should not only be sent to email@example.com, as not all members are on that list.
LOPSA defaults to transparency. Transparency is essential to good governance. Therefore, by default, any action or policy of LOPSA is public at the moment it is authorized by the Board, and repeatable by anyone to any member of LOPSA. If the Board requires actions at meetings or other information to be private and confidential, it must specify that when the action is taken. By default, any action taken in executive session is private.
Communications should be openly two-way. LOPSA does not engage solely in top-down communication with its membership or the general public. All public communications should include clear mention of a method the readership can use to contact the Board or the committee releasing the communication. Non-personal email addresses used to send out official communications should be deliverable and also should be monitored by someone so any replies from members can be forwarded on to the Board or committee.
The Board should never be, or seem, inaccessible and aloof to the membership. LOPSA's board and committees should frequently call attention to Board/membership communication. Such attention will help demonstrate to non-communicative members that the Board is open and responsive. To encourage that, inquiries sent to LOPSA official channels should be responded to promptly, and where possible, completely.
Communications should be clear and engaging. Communications must use plain language, be clearly formatted and expressed, and be accessible to all our members. Communications should also engage the reader; official communications need not be overly formal and lacking in interest, but should engage the reader and encourage further reading.
Official communications should follow the Branding Guide. The LOPSA Branding Guide shall be made available to all staff, directors, and other participants in LOPSA who are authorized to make communications to the membership or general public. Its guidelines must be followed in print and web media, and where possible should also be followed in text email. Text emails at the very least must prominently include the LOPSA name and byline, and make clear that they are official communications of LOPSA.
Official communications should be consistent. Any periodic form of communication, such as the monthly memo to members or any other type of regular memo, should stay consisitent in format and structure, with infrequent redesigns or alterations. Individual entries in a series of related email communications should all be sent from the same, easily identified, and non-personal email address, preferably at lopsa.org.
Policy approved by the Board on 22 August 2005.
Purpose and scope
To promote organizational transparency and Board-Member communications, the minutes of Board and certain other meetings shall be made available for public examination in a timely manner, while protecting sensitive and confidential information as necessary.
This Policy shall pertain to the meeting minutes of a) the Board of Directors; and b) other special meetings, hearings, committees, subcommittees, teams, working groups, and commissions as the Board directs. The term body shall be used below to refer to any such group.
Draft minutes shall be circulated to the members of a body as soon as possible after a meeting's adjournment. Members of a body shall have at least five days to review draft minutes before they are approved. Minutes approval shall be on the agenda of the earliest possible meeting at least five days after draft minutes have been circulated. Members of a body shall have the opportunity to amend draft minutes, subject to the body's approval, before the draft minutes are approved.
The default is for minutes to be disseminated in unredacted form. Redactions shall not be considered until draft minutes are approved.
Redactions may be used:
- To protect information that has business sensitivity (e.g., negotiating positions).
- When a third party's name is used without the third party's knowledge (e.g., discussion of candidates for a volunteer position or award).
- To protect the subject of personnel discussions.
Redactions shall not be used to prevent embarassment on the part of the body or its members or to obscure error.
Once draft minutes are approved, any member of a body may place approved minutes on hold for redaction during the same meeting. The hold shall be minuted with the member's name. Once a hold has been placed on approved minutes, members of a body shall have at least five days to suggest redactions.
Redactions are not a matter of personal privilege; redactions must be approved by the entire body. Approval of redactions shall be on the agenda of the earliest possible meeting at least five days after the hold was placed.
In the case of minutes redacted by bodies other than the Board of Directors, the Board shall be provided with unredacted minutes. The Board reserves the right to modify redactions of other bodies.
Prior redactions should be restored by the Board at a later date if the subject of the redaction is no longer sensitive.
Minutes shall be considered public minutes immediately following the meeting at which the draft is approved, provided no hold for redactions was placed. Redacted minutes shall be considered public minutes immediately following the meeting at which redactions are approved.
Public minutes shall be placed on the World Wide Web in a publicly-accessible form on a server controlled by the Association within 30 days of approval.
The location of public minutes shall remain stable over time and shall be publicized to the Association's membership at least once a year and any time the location changes. Public minutes shall not be blocked from indexing by search engines.
Policy approved by the Board on 19 September 2005.
The SAGE Code of Ethics was adopted in 2003. it is intended that the Code of Ethics should be broad enough to not need frequent revision, but strong enough to serve the Profession, individual Practitioners and system administration organizations.
To take into account any deficiencies found in the Code after adoption, and to adapt to changing circumstances, a two-year review was mandated at the time of adoption, with the expectation that future reviews every four years would be appropriate. It is not intended that this review entail a major rewriting of the Code of Ethics. If the review comittee feels that a major rewrite is necessary, it should provide an explanation in the submitted recomendations, but not undertake that task.
The Code of Ethics Review Comittee is charged with organizing the review of the SAGE Code of Ethics:
- Appropriate attention should be paid to publicity, both for the sake of an informed review involving our members, and as an opportunity for publicity and raising awareness in the broader sysadmin community and perhaps even further (managers, etc). Publicity should be coordinated with the SAGE Communications Committee.
- Discussion with the community should include a public event at LISA 2005 and online discussions, using SAGE online resources and others as deemed appropriate by the committee
- The Committee is not charged with redrafting the Code in its entirety. If the Committee believes this necessary, it should make a recommendation to the Board, but should not proceed.
- A report and recommendations (separate from the report) should be submitted to the Board no later than Feb 1, 2006:
- The report should document review activities, level of participation, and any other information about the review process as determined to be appropriate by the review committee
- The Recommendations should address:
- any proposed changes in the text of the Code of Ethics
- future review schedule (tenatively set for 4-year cycle after the initial 2-year review)
- any other recommendations from the review committee
- The budget for this activity is up to $100. If additional funds are needed, the Committee must seek approval from the Board in advance.
Policy approved by the Board on 3 October 2005.
- Determine a recipient for SAGE Outstanding Achievement Award. Past award winners can be found at http://sage.org/execcomm/awards.mm
- Ineligible recipients
- current Usenix or SAGE board members
- past recipients
- Write a brief description of the achievements of the individual(s) that merit the award that will be published on the website and used at presentation time. (See URL above for examples)
- multiple recipients are not unprecedented where they share a common achievement
- no recipient is also not unprecedented (e.g. 2002)
- restated: minimum number of recipients is 0.
- Ineligible recipients
- Determine a recipient for the SAGE Chuck Yerkes memorial award that recognizes an individual for "outstanding individual contributions on member forums".
Here are the Terms Of Reference for the Yerkes Award for 2004 and 2005:
1. That, commencing with 2004, SAGE create an annual award to recognise members who contribute to the community through their postings to the sage-members list and related forums. 2. This award is to be known as the "Chuck Yerkes Award for outstanding individual contribution on member forums". 3. Receipients will be determined by a panel of members (the "awards committee"), appointed by the Board of Directors. 4. The awards committee will be issued with the following mandate: a. Candidates must be members of SAGE. b. Candidates are to be evaluated on the following criteria: - frequency (how many times they have contributed throughout the course of the year); - helpfulness (the degree to which their posts were instructive in moving towards a viable solution); - educational value (the degree to which the candidate provided insight into their reasoning, such that both the original poster and also the greater membership might learn from the thread); - consistency; and - profesionalism (this includes such attributes as the lack of inflammatory material). c. The award is not open to current members of the Board of Directors. 5. The award will be presented at the major SAGE conference each year. [Presently LISA]
Deadline for both awards is 10/24/05 at which time they will be submitted to the SAGE board for final approval and confirmation. The nominees for the awards shall be given to the Award committee chair (Doug Hughes) who will present them to the SAGE board.
Policy approved by the Board on 17 October 2005.
Membership in the Assocation will be terminated under any of the following circumstances. Termination of membership shall not entitle the Member to a refund of any monies paid by the Member to the Association (in whole or pro rata).
- Resignation. A Member may voluntarily withdraw membership by providing written notification to the Association.
- Failure to meet obligations of membership. Should a Member fail to meet their obligations as set out in the Rules (including the payment of dues) then their membership shall be terminated.
- Death. A membership shall be automatically terminated upon death of the member (or insolvency event in the case of an organizational member).
- Termination by the Board for cause. A Member may lose their membership at the discretion of the Board, as set forth in Policies.
Policy approved by the Board on 7 November 2005.
Policy amended on 14 November 2005.
Policy amended on 20 October 2009.
The Association shall have the following classes of membership:
|Individual Member||Yes||$40/year until May 2006; $50/year after||One year||All benefits as defined by the board, specifically including:
|Charter Member||Yes||$50||N/A||All benefits of Individual Membership, plus:
||Admission to this membership class shall be limited to those joining prior to 1 May 2006. Renewals of Founding Members shall be as Individual Members. STG Transitional Membership or Individual Membership dues shall not be applied, in whole or in part, to Founding Membership dues.|
|Founding Member||Yes||Same as Individual Member||N/A||All benefits of Charter Membership, plus:
||Admission to this membership class shall be by invitation of the Board. Renewals of Founders shall be as Individual Members. STG Transitional Membership dues shall not be applied, in whole or in part, to Founder dues. Individual or Founding Member dues may be applied to Founder dues on an annualized pro-rata basis.|
|Student Member||Yes||$0/year||One year||All benefits of Individual Membership, plus such other benefits as defined by the Board||Admission or renewal of this membership class shall require proof of full-time primary, secondary, or post-secondary student status.|
|Lifetime Member||Yes||$1,000||20 years||All benefits of Individual Member or that member's current class, whichever is greater.||Lifetime Members will be exempt from Yearly Renewal Requirements. The Dues calculation is 20 * the non discounted rate for Individual Membership at the time the membership is purchased.|
|Honorary Member||No||$0||N/A||As defined by the Board||Admission to this membership class shall be by invitation of the Board.|
|Complimentary Member||Yes||$0||One Year||All benefits of Individual Membership except the right to to be a member of the Leadership Committee or the Board of Directors.||Admission to this membership class is for people who are not able to afford membership due to medical, financial, or other hardship. A person must submit a request for a complimentary membership.|
|Trial Member||No||TBD||One month||As defined by the Board.||Memberships in this class shall be automatically renewed unless cancelled or upgraded to another class of membership, as described in the policy on Trial memberships.|
Voting status as defined for each membership class above shall entitle a member of a voting class to:
- Vote in elections, referenda, and other such ballots as may be offered to the Membership;
- Stand for election for Association office, subject to the Rules; and
- Participate in petition actions as defined in the Rules.