1 |
On Mon, 2008-05-19 at 21:36 +0100, Steve Long wrote: |
2 |
> |
3 |
> Yeah but I disagree that the Council is limited to CTO, since the whole pupose |
4 |
> of Gentoo is to develop software. I'd argue the Trustees are a Supervisory |
5 |
> Board, and the Council an Executive Board within the two-tier model. |
6 |
|
7 |
CTO is an executive position and title. Given full control over R&D, |
8 |
technology, technical direction, etc. |
9 |
|
10 |
But the council is not over the foundation wrt to hierarchy. It's |
11 |
supposed to be a subsidiary board. For example, Council dictates to |
12 |
infra. But infra lacks what they need to make council happy. Decision to |
13 |
approve/fund, lies with foundation. So who's the top? ( not meant in |
14 |
terms of power ) |
15 |
|
16 |
Something happens technically and Gentoo is sued. Does council then step |
17 |
in and represent Gentoo. No the foundation does, and take full blame and |
18 |
responsibility for councils actions or etc. |
19 |
|
20 |
In a case like the present, where the council is to be replaced per some |
21 |
policy. There is no entity over the council to see that through. Because |
22 |
of our current structure. Nor are there any checks or balances. |
23 |
|
24 |
More to the point that this hurts Gentoo technically. While companies |
25 |
like Redhat can partner with say Intel. Making sure their stuff is |
26 |
certified on Intel hardware. There would need to be liaisons if that was |
27 |
to happen for Gentoo. |
28 |
|
29 |
Like say the council says we want to support Intel's newest yet to be |
30 |
released chipset. They mention that to the board/officers. Whom then in |
31 |
turn contact Intel and facilitate a vendor relationship. Which is then |
32 |
handed back to the council, to see through technically. |
33 |
|
34 |
Again normal organization like you would see in any normal business |
35 |
entity. Which the Gentoo Foundation is a business entity, so should have |
36 |
some structure to reflect that. Given how chaotic at times our existing |
37 |
structure is, or lack there of. I can see it making a huge difference in |
38 |
the long run. |
39 |
|
40 |
> The portage team strike me more as the CTO in that setup though I admit your |
41 |
> knowledge of these titles outweighs mine ;) |
42 |
|
43 |
What does the portage team have to do wrt to R&D, or technical direction |
44 |
of Gentoo as a whole? Portage is just one piece of the pie, that the |
45 |
council oversees, decides the recipe, and bakes. Thus CTO, there is no |
46 |
one beyond the CTO on technical matters. They are the top, and they |
47 |
report in layman's to the CEO/Officers, and board at times if they are |
48 |
split. For decisions that might involve them or to simply keep them |
49 |
informed or in the loop. |
50 |
|
51 |
Put it like this, Council answers to devs. Foundation answers to |
52 |
community. At some point the council should answer to the Foundation as |
53 |
well. Otherwise the community has no voice, only developers. |
54 |
|
55 |
Although the Foundation, board/officers, will never dictate to the |
56 |
council/CTO on technical matters. At best only suggest, based on the |
57 |
will of the community, vendors, or etc. What the council does from |
58 |
there, is up to them. As it is now. Because after all they know what is |
59 |
best technically, and that's their call to make in the end. |
60 |
|
61 |
-- |
62 |
William L. Thomson Jr. |
63 |
amd64/Java/Trustees |
64 |
Gentoo Foundation |