Now we have an established General Manager, it's time to refocus on the actions of the Board in advancing OSI's mission more measurably. This model was drafted by Simon Phipps, discussed, completed and adopted at the spring 2014 Board face-to-face and now represents our operational goal for the Board.

Structure & Roles

• OSI employs a General Manager. The role of the GM is to manage the day-to-day affairs of OSI at the direction of the Board. Each action taken by the GM uses a positively delegated power of the Board at the direction of an Officer or portfolio holder.
• Directors are collectively responsible for OSI. OSI's mission is described in a set of portfolios, with a Director taking responsibility for one or more portfolios. Each portfolio is expected to involve 1-3 hours of volunteer engagement per week by the director holding it, including regular communication with the GM to ensure he or she is fully equipped to deliver the portfolio responsibilities. Each portfolio has on the wiki a charter describing the scope of its objectives and any powers delegated to the portfolio holder by the Board, plus a work plan describing current goals for achieving the objectives.
• Officers take responsibility for the overall direction of the Board's work. They are the President, the Chief Financial Officer, the Assistant Treasurer and the Secretary. Each is appointed by the Board annually. Together they form an Executive Committee that acts as the GM's supervisor including prioritising workload and appraising performance. The Executive Committee is also empowered to act as the Board between meetings in the event of urgent matters (including legal affairs, guided by the General Counsel) and sets the agenda for meetings of the Board.
• The President's role includes chairing Board and Executive Committee meetings, representing OSI in official engagements or communications and overseeing unassigned portfolios. He or she chairs the staffing committee.
• The CFO's role includes managing the financial affairs of OSI including budgeting, management of the Board's comptroller and approval of expenditures (either individually or by budget approval). He or she chairs the budget committee.
• The Assistant Treasurer acts on behalf of the CFO as requested.
• The Secretary manages the minutes and agendas of meetings of the Board; tracks portfolio charters and work plans to ensure they are current; tracks action items; facilitates Standing Committee meetings and their records; tracks correspondence (although does not necessarily handle it).
• Board meetings take the form of a written paragraph summarising each portfolio activity which is offered for Q & A before votes on decisions. Decisions for voting are accompanied by sufficient working materials to allow the vote to be conducted without discussion in the event it is uncontested.

Portfolios

1. (Allison) Individual Membership (recruitment, benefits, communication)
2. (Richard) Affiliate Membership (recruitment, benefits, communication)
3. (Mike) Corporate Sponsorship: fund-raising and financial development.
4. (Tony) Education and Training: activities related to research, teaching and learning; professional development.
5. (Luis) License Approval
6. (Zack) Trademark Stewardship
7. (Leslie) Marketing: communications, event, public policy
8. (Bruno) Infrastructure
9. (Simon) Incubator
10. (Deb) OSI Identity

Standing Committees

1. Budget (chair: CFO) -- Budget for portfolios, income management, staff compensation
2. Membership (Chair: Individual) -- Benefit co-ordination, dispute resolution, representative diversity (geographic, gender, racial etc):  Individual, Affiliate, Corporate, Education
3. Advocacy Committee (Chair: Identity): Trademarks, Education, Marketing, License
4. Election Committee: (chair: President)  Individual, Affiliate, Infrastructure