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From YouTube: SimPEG governance discussion Dec 10, 2020
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A
A
So
what
I
was
kind
of
thinking
is
like
looking
again
at
the
roles
that
we've
defined
near
the
bottom
of
the
document
and
sort
of
confirm
if
these
are
kind
of
the
right
roles
that
we
want
to
have
defined
right
now,
choose
basically,
if
we're
going
to
do
a
steering
council,
which
it
sounded
like
we're
kind
of
leaning.
That
way
how
many
people
are
on
that
and
then
start
to
talk
a
little
bit
about
process
for
filling
those
roles.
A
So
I
don't
think
we
have
to
kind
of
have
like
you
know,
all
the
things
figured
out
about
sort
of
going
forward.
What
like
is
a
steering
council
election?
Look
like
those
sorts
of
things.
I
think
the
the
the
first
sorts
of
sets
are
like
what
what
are
the
roles
we
want
to
have
defined?
How
do
we
do
this
first
step
of
filling
those
roles
and
then,
assuming
that
we
can
get
those
roles
filled,
then
we
will
figure
out
how
to
like.
A
Do
some
things
going
forward,
but
we
might
want
to
like
agree
upon
a
couple
of
things
like
how
often
do
we
want
to
review
and
change
roles
like
do
we
want
to
do
that
every
year,
every
six
months,
because
I
think
it's
important
to
have
like
something
in
mind
as
to
kind
of
when
we
take
a
step
back
and
reevaluate
and
change
things
up.
You
know
having
having
a
cadence
for
change
is
is
a
healthy
thing.
A
So
if
we
want
to
sort
of
define
what
that
time
period
or
time
window
looks
like
we
can
do,
that,
does
that
seem
like
a
reasonable
set
of
goals
for
for
this
meeting?
Are
there
other
things
that
you
think
we
should
be
sure
to.
A
A
Excellent
cool.
Okay,
then,
let's
start
by
taking
a
look
again
at
the
roles
we've
defined
one
other
thing
I
just
wanted
to
note
is
that,
with
the
finances
side
of
things,
I
did
go
in
and
jot
down
how
much
things
are
costing
and
oh
yeah,
who
is
paying
for
things
and
rowan,
is
paying
for
more
things
than
than
he
should
be.
A
So
we
can.
We
can
also
chat
about
how
we
wanna
figure
figure
that
out
and
like
distribute
and
and
make
some
of
those
decisions
cool,
I'm
just
going
to
share
my
screen
so
that
we
can
all
kind
of
be
looking
at
the
same.
B
Thing
perfect.
A
Excellent
okay,
so,
where
I
think
we
kind
of
want
to
start.
A
Is
so
I
guess
first
question
it
seemed
like
last
time
we
were
basically
settling
on
the
like
decision,
making
backstop
being
a
steering
council
as
opposed
to
a
bdfl
model.
Does
that
sound
like
does
anyone
have
concerns
or
further
thoughts
on
that.
D
A
Fair
enough,
okay,
so
with
the
steering
council.
Okay.
So
let
me
like
I'll
share
kind
of
what
I'm
thinking
on
this
and
then
we'll
open
it
up
for
for
more
discussion.
A
So
the
model
that
I
kind
of
had
in
mind
after
kind
of
reflecting
on
this
from
from
last
week
is
we've
got
sort
of
a
number
of
roles
here
that
are
defined
and
what
I
kind
of
was
thinking
is
that,
like
we
sort
of
basically
separate
the
ideas
of
like
what
is
the
simpeg
organization,
similar
to
how
like
any
non-profit
or
a
business,
would
function
which
has
a
managing
director
director
of
operations
and,
in
this
case
like
sort
of
core
contributors,
perhaps
with
domain
lead
labels
as
well
as
this
idea
that
devin
raised
about
a
community
liaison
somebody
who,
like
is
kind
of
this
point
person
for
for
making
sure
questions
are
answered.
A
So
having
sort
of
these
hats
be
given
out
to
individuals
and
then
having
basically
a
steering
council
of
three
or
five
people
who
are
elected
and
they
can
be
elected
from
that
body,
but
they
don't
have
to
be
but
like.
There
should
be
some
sort
of
nomination
and
voting
process,
but
I
don't
think
that
we
should
necessarily
have
like
the
director
of
operations
is
de
facto
on
the
steering
council
or
the
managing
director
is
de
facto
on
the
steering
council.
I
think
that
we
want
to
tease
those
tease.
Those
two
things
apart.
A
I
don't
think
that
they,
I
suspect,
that
they
could
end
up
being
on
the
steering
council,
and
I
think
that
that's
potentially
fine,
but
I
just
think
that,
like
those
hats
are
given
out
independently,
does
that
make
sense
and
then
like
with
respect
to
sort
of
decision
making,
and
I
guess
the
scope
of
the
steering
council,
I
think
something
along
the
lines
like
you
know,
dieter
what
you
shared
with
the
scikit
or
the
scipy
governance,
with
the
way
that
a
bdfl
operates
like
they
shouldn't
really
be
doing
sort
of
the
day-to-day
decision
making.
A
It
should
be
much
more
sort
of
consensus
building
and
things
like
that,
but
when
there
does
need
to
be
a
decision
made
if
like,
if
that
consensus
building
fails,
is
one
example,
that
is
when
the
steering
council
steps
in
and
like
is
the
authority
there.
I
think
also
for
things
that,
like
just
you
know,
sometimes
there
just
does
need
to
be
a
decision
on
on
behalf
of
of
simpeg.
A
So,
for
example,
the
financing
side
of
things
like
sempeg
needs
to
decide
how
we're
going
to
figure
that
out,
and
so
in
this
case,
then
I
would
see
like
the
steering
council,
perhaps
being
the
ones
who
like
vote
and
are
the
the
people
who
have
the
authority
to
say
this
is
this?
Is
where
we're?
Where
we're
going?
D
So
like
when
you
come
to
that
that
point,
so
the
board
of
director.
F
D
A
So
I
think
I'm
actually
gonna
delete
this
board
of
directors
here,
and
I
think
it's
just
the
the
steering
council
is
effectively
in
a
sense,
the
same
thing
as
a
board
of
directors.
The
way
a
board
of
directors
would
operate
with
the
company
is
so
yeah,
so
the
the
steering
council
are
the
ones
who
who
would
be
the
ones
sort
of
making
that
those
final
decisions.
G
B
H
A
So
do
we
want
that
like
to
be
an
explicit
if
you
are
a
name
director
of
or
like
a
named,
I
would
suspect
it's.
Maybe
these
three
like
the
managing
director
or
the
steven,
these
two
managing
director
and
director
of
operations,
do
we
want
to
make
it
explicit
that,
like
these
people
cannot
be
on
the
steering
council.
G
Yeah
I
feel
like
well,
I
don't
know
pulling
on
companies
and
that
sort
of
thing
is
often
the
ceo
is
on
the
board
and
and
that
that
works
well,
because
you
have
those
high-level
decisions
that
you
have
a
vote
on,
but
then
you're
like
no
know
how
to
actually
steer
and
manage
and
get
it
done.
F
F
A
F
F
B
G
A
E
If
there
you
have
splitting
the
bdfl
role
and
the
bdfl
role
usually
is
a
a
role
for
10
years
or
longer
and
usually
works
either.
The
one
who
is
in
that
charge
doesn't
want
anymore
or
someone
else
has
the
impression
that
it
should
be
a
change,
and
that
should
be-
and
I
think
that
that
is
good
if
it
could
be
either
self
stepping
down
or
someone
thinks
that
it
someone
should
step
down,
and
in
that
case
you
would
just
need
a
process,
so
it
can
be
done
anonymously.
I
Yeah
I
like
joe's
idea
of,
like
you,
replace
one
person
per
year
and
I'm
just
thinking
to
like
most
organization
associations.
They
do
like
a
general
assembly
once
a
year.
So
if
we
do
the
general
assembly,
that
could
be
also
the
occasion
for
voting
for
that
single
person
every
year,
just
a
thought
and
there's.
I.
F
A
I
quite
I
quite
like
that
I
quite
like
that
is,
I
think,
because
one
of
the
things
that
I
think
is
a
bit
dangerous
about
sort
of
not
having
like
a
checkpoint
to
just
reevaluate
and
ask:
do
you
still
want
to
do
this
or
not?
It
can
be
easy
for
folks
to
like
continue
staying
on
just
because
you
feel
responsible,
I
mean,
if
you've
seen
sort
of
the
bdfl
burnout,
and
so
we
don't
want
to
like
set
up
instead
of
one
person.
A
We
don't
want
to
set
up
three
people
to
be
in
that
in
that
same
scenario,
but
if,
if
folks
are
willing
and
excited
to
sort
of,
you
know
keep
some
consistency
there.
I
don't
think
there's
there's
any
problem
with
having
somebody
on
for
for.
D
Longer
do
we
have
like
a
a
bit
of
imagination?
What
like
what
would
the
steering
council
with
that
decide
like
I,
I
yeah
I
know
like
at
this
point
it's
hard
to
imagine
what
kind
of
what
kind
of
like
problem
we'd
face
and
what
these
people
would
decide
like
a
do.
We
have
an
example.
A
E
C
B
G
G
I
think
it's.
It's
like
the
high-level
admin
work
to
actually
make
this
a
little
bit
more
of
an
organization.
So
where,
where
do
the
code
of
conduct
violations
go?
I
think
they
should
go
up
to
the
steering
council,
and
so,
if
there's
named
people
on
that,
then
that's
that's
where
they
go
so
that
there's
no
ambiguity
there
and
then
I
think
there's
also
been
at
least
when
I
was
talking
with
lindsay
back
in
the
summer.
G
So
the
I
think
it's
yeah
coordination
and
administration
and
those
sorts
of
things
which
are
help
create
a
little
bit
of
structure
around
around
the
senpai
community.
Right.
E
Yeah,
it's
going
to
be
an
important
question,
who
is
responsible
for
the
code
of
conduct
and
if
it
is
a
steering
council-
and
there
should
probably
be
two
person
kind
of
responsible,
because
you
should
act
fast-
I
don't
know
if
you
heard
all
of
the.
I
think
it
was
jupiter
khan
that
had
a
pretty
bad
example
recently
and
yeah
we
should
avoid.
We
should
learn
from
that
and
avoid
things
like
this.
D
A
Yeah
one
of
the
the
things
that
I
just
added
here
to
well
too,
I
guess
so
picking
up
on
rowan's
point
about
if
there
is
commercial
interest
or
even
grants
like,
I
think
that
you
know
sort
of
thinking
through
if
we're
gonna
put
in
funding
that
like
there
is
something
dedicated
to
to
sempeg.
A
I
don't
think
the
steering
council
needs
to
be
necessarily
the
one
to
sign
off
on
that
like
if
sagi
wants
to
put
in
in
a
grant
or
dieter
wants
to
put
in
a
grant
to
get
something
done.
You
don't
need
permission,
but
I
think
that
the
steering
council
has
a
role
to
play
there
with
just
like.
A
D
Is
it?
Is
that
actually
possible
lindsay?
Let's
say
if
I
write
a
grant
and
can
I
set
up
money
to
support
work
like
open
source
development
because,
like
that,
provides
the
tools
and.
F
Like
I.
A
So
right
now
the
way
to
do
something
like
that,
and
I
think
this
is
an
important
question-
that
we
should
look
into
and
revisit
right
now.
The
way
to
do
that
would
be
to
like
bring
in
if
you
get
that
grant
and
you
have
somebody
who
is
a
postdoc
working
with
you
or
grad
student
working
with
you
allocate
some
of
their
time,
which
is
paid
for
from
that
grant
to
be
doing
that.
A
But
we
don't
actually
currently
have
like
a
mechanism
to.
If
you
just
want
to
pay
money
to
simpeg,
to
have
something
done
that
doesn't
exist
and
we
don't
have.
We
don't
have
sort
of
either
the
legal
well,
we
don't
have
the
legal
mechanisms
to
do
that
at
the
moment,
but
then
there's
also
sort
of
the
like
personnel.
A
Who
would
get
paid
to
do
that,
and
so
I
think
it's
it's
a
good
question
and
we
should
ask
like
if
that
is
something
that
we
want
to
be
able
to
do
start
to
structure
kind
of
what
that.
What
that
looks
like.
A
But-
and
I
think,
though,
even
in
this
interim
stage,
where
we
don't
necessarily
have
that
organization,
even
if,
like
zoggy,
you
were
to
get
a
grant-
and
you
have
50
000
set
aside
to
do
some
simpeg
work
and
there's
somebody
somewhere
else
in
the
simpeg
community.
Who
would
be
the
perfect
fit
for
that
job
like?
I
think
the
steering
council
has
a
role
to
play
and
just
kind
of
helping
helping
draw
those
draw
those
lines
of
connection.
A
And
then
I
guess
one
of
the
other
things
I
I
put
down
is
like
granting
admin
status
on
things.
Knowing
who
is
an
admin
on
the
things
is
that
right
now
that
is
actually
a
little
fragmented.
I
mean
it's
fine,
because
we're
still
a
small
enough
group
that
you
know
and
we're
in
touch
day
to
day
on
on
things,
but
you
know,
as
as
things
grow,
it's
important
that
you
know
somebody
has
an
eye
on
these
things
and
is
responsible
for
for
keeping
an
eye
on
these
things.
B
A
C
Well,
I
just
wanted
to
yeah
kind
of
step
in
on
the
finances,
which
I
think
is
something
that
should
be
thought
of
sooner
rather
than
later,
because
you
know,
we've
already
had
a
couple
of
cases
where
you
know
there
is
potentially
money
that
could
be
coming
into
the
simpeg
community,
but
you
know
with
the
structure
of
the
organization
just
trying
to
figure
out
like
okay,
how
do
we?
How
do
we
do
this?
And
what's
our
what's
our
long-term
goal
in
this,
because
I
mean
ultimately
it's
you
know:
it's
sustainability.
That's
going
to
be
required!
C
C
D
No
yeah,
I
wasn't,
I
wasn't
sure
I
was
imagining-
was
a
little
bit
different
wrote
rather
than
like,
employing
by
simpac
itself,
but
there's
other
like
a
kind
of
more
front-end
project.
It's
like
groundwater.
I
D
B
C
Out
it
I
mean
at
this
time
we've
got,
you
know:
we've
got
people
on
payrolls
whose
primary
responsibility
is
to
you
know,
develop
simpeg
and
they're.
You
know
trying
to
make
sure
that
they
do
thing.
You
know
other
things
that
benefits
their
their
their
their
career,
but,
for
instance,
all
the
things
that
devon
is
doing.
C
You
know
with
respect
to
simba
I
mean
that
is
being
paid,
for
I
mean
it's
being
paid
for
out
of
a
different
ground,
but
if
that
different
grant
didn't
exist,
then
how's
that
documentation
going
to
be
done
and
to
some
extent
the
same
is
true
with
joe,
even
though
they
were
hoping
that
joe
was
going
to
get
some
scientific
papers
out
of
here
and
then
move
on
and
be
you
know,
oppressed
or
someplace.
But
the
reality
is
he's
basically
a
simple
postdoc,
but
that
money
is
not
coming
from
simpeg.
C
So
it's
like
I
mean.
Maybe
we
can
kind
of
keep
mustering
along
so
that
you
know
we've
got
enough
sort
of
donations
from
the
community
at
large
and
enough
people
in
house
that
are
somehow
being
funded
from
someplace
else
to
continue
to.
You
know,
develop
senpai,
but
it's
you
know
it's
a
little
bit
of
a
risky
thing
and
actually
needs
to
be
thought
of.
I
think
quite
carefully.
F
F
E
A
Yeah
and
it's
also
yeah
thanks
ron.
A
Being
based
in
the
us,
I
don't
know
if
sort
of
it
would
necessarily
serve
or
be
the
right
fit
for
the
simpeg
community,
because
it
is
an
international
group.
I
mean
with
a
core
in
canada,
but,
like
you
know,
having
a
fiscal
sponsor
in
the
us,
you
know
round-tripping
money
from
canadian
dollars
to
us
dollars
and
back
would
would
not
be
ideal
and
there's
probably
more
structure
than
what
we
want.
G
There
are
a
lot
of
tax
ways
to
to
do
this
and
grants
that
are
available
if
there
is
an
organization
around
it
that
help
with
that
sort
of
like
bootstrapping
style
sustainability,
piece
that
doug
was
talking
about
is
if,
if
there
is
some
of
that
money
coming
in,
there
are
tax
pieces
that,
like
60
plus
percent,
can
come
back
into
the
organization
the
next
year,
and
so
it
doesn't
actually
have
to
be
a
huge
amount
to
actually
get
get.
Something
get
something
going.
D
A
G
This
well,
I
don't
know
that
this
was
a
lot
of
the
conversation
that
lindsay
and
I
were
having
I
don't
know
years
ago,
even
which
a
big,
a
big
part
of
it
is,
are
there
people
who,
in
our
community,
who
want
different
like
career
paths
that
are
adjacent
to
academia
and
and
and
still
still
in
research,
still
in
tight
communication
with
those,
but
maybe
not
necessarily
in
the
university,
but
still
working
on
grants
and
geophysical,
research
and
and
and
that
sort
of
thing.
So
I
think
there's
like
yeah
like
do
we
do?
H
So
ron
I
mean
now
that's
exactly
my
situation.
I
mean
I'm
I'm
not
at
a
university,
I'm
at
a
government.
You
know
research
organization
and
about
half
of
my
time
is
kind
of
devoted
to
research,
like
my
own
research
interests
and
I
do
other
stuff
in
the
other
times
so
yeah.
I
think,
there's
there's
definitely
a
bunch
of
people
in
that
camp
who
are
not
just
kind
of
academic
researchers
at
universities,
but
who
have
a
more
applied,
focus
and
view
things
like
simpag
as
a
a
primary
tool
for
their
work.
J
That's
exactly
where
I'm
coming
from
too,
like
dies
employs
me,
but
we
have
a
like
those
shred
shred
credit
where
I
can't
remember
what
what
exactly
it
is,
but
it's
pretty
much
a
government
grant
to
like
pays
for
my
wage
to
do
research
and
other
things
for
them
like
applied
stuff.
G
Yeah
that
that
was
the
60
tax
credit,
it's
actually
64
tax
credit
that
you
get
back
of
any
revenue
coming
into
a
company,
in
that
case
the
government
refunds
in
canada.
That
is
60
of
that,
and
so
that's
why
a
lot
of
companies
can
do
this.
This
sort
of
research.
K
H
Yeah,
like
in
new
zealand,
my
funding-
I
I
probably
have
about
half
of
my
funding,
come
from
core
government
grants
and
then
the
rest
of
it
is
from
either
competitive
awards
that
I
apply
for
or
what
we
call
commercial
work,
such
as
consulting
for
you
know,
external
companies
and
other
other
organizations
or.
K
B
Do
you
do.
B
K
Of
your
organization
correct,
or
it's
just
basically
resources
for
your
time.
K
Well,
for
instance,
you
know,
like
private
companies
in
canada,
with
a
shred
they
can.
They
can
basically
offset
taxes
through
this
right,
but
it's
not
free
money
that
they
can
just
move
around
to
somewhere
else
like
like
in
other
organizations.
Can
you
can
you
have
funding
that?
Can
you
fund
basically
outside
organizations.
H
H
H
But
I
would
think
I
mean
I
think,
if
it's
an
organization
that
would
be
more
of
a
disbursement
like
a
like
an
expense
if
you
like,
where
we're
kind
of
buying
buying
a
piece
of
hardware.
Almost
if
you
like
we're
buying
a
service.
H
As
kind
of
an
infrastructure
like
a
supercomputer.
H
C
Yeah
and
unfortunately,
because
synthetic
is
totally
in
open
source,
they
could
make
an
argument
like.
Why
are
we
paying
for
this.
H
Yeah
it'd
be
like:
why
am
I
paying
numpy
to
use
their
open
source
software
or
something
when
yeah
it'll
be
interesting
to
see
what
other
grants
people
do,
who
write
grads,
whether
they
support
open
source
software
in
that
kind
of
way,
and
if
they
do
how
they,
how
they
kind
of
phrase
it
in
their?
What
the
light
iron,
what
the
line
item
and
the
budget
is
actually
phrased
as.
C
The
the
industrial
community
is
changing
a
little
bit
in
their
in
their
view,
in
the
sense
that
they're
now
more
willing
to
support
research,
even
though
the
software
will
be
made
open
source
we've
seen
that
transition,
which
has
actually
been
pretty
amazing
over
the
last.
You
know
three
or
three
or
four
years:
oh
yeah,
there
there
are
changes
being
made
in
the
system
to
recognize
the
value
of
open
source,
but
whether
one
can
capitalize
on
them
and
how
you
do
that.
Still
a
pretty
open.
H
Oh,
no
sorry
I
was
just
going
to
say
it
sounds
like
we
almost
need
some
external
advice
from
people
who
are
used
to
people
who
have
set
up
kind
of
non-for-profit
organizations,
multinational
non-for-profit,
to
just
explore
if
you
know
tax
implications,
how
it
works.
For
you
know
if
people
want
to
contribute
that
onto
through
grants
or
all
those
sorts
of
things
just
to
see
what
the
different
models
are
out
there
and
implications
of
them.
D
C
Well,
it
probably
will
be
at
the
outset,
but
I
mean
if
we
can
somehow
figure
out
something
that
works
for
for
people
and
that
you
know
will
help
with
the
sustainability
of
all
the
synthetic
efforts.
Then
that
will
be
good
to
go.
It's
just
the
growing
pains
of
trying
to
figure
out
what
you
want
to
be,
how
you're
called
and
how
you
want
to
structure
yourself
so
that
it
kind
of
works.
I
K
We
found
out
even
across
provinces.
B
E
But
yeah
this
might
really
be
worth
and
if
monster
steering
council
is
there
have
a
talk
with
the
mad
hall
or
the
whole
board
of
swung,
because
that's
just
the
same.
We
did
half
a
year
ago
with
swung
in
canada,
making
an
ngo
and
a
bank
account
and
have
someone
for
the
finances
and
see
how
that
can
work
across
the
globe
and
that's
probably
related
to
the
lots
of
work
of
soggy.
A
So
there
were
a
couple
of
thoughts
that
struck
me
so
thinking
through
sort
of
this,
like
what
is
the
line
item
and
doug
to
your
point
about
sort
of
the
change
in
in
research?
I
mean,
I
think,
there's
still,
and
I
don't
know
if
this
is
a
piece
that
makes
sense.
But
like
is
thinking
of
this
work
in
a
sense
like
a
technology
transfer.
A
Is
that
like?
Yes,
it's
it's
one
thing
to
get
code
into
simpeg
that
is
open
source
and
mit
licensed
it.
It
is
a
different
thing
to
actually
make
that
usable
for
others
and
have
examples
and
have
scripts
and
drivers
and
and
those
sorts
of
things
I
don't
know
if
that's.
K
I
think
I
think,
there's
a
limit
at
what
we
should
expect
simpek
core
to
do,
because
a
lot
of
those
drivers
are
specific
to
you
know
a
few
very
niche
niche
applications,
and
even
though,
if
someone
else
would
like
to
use
them,
they
might
have
to
live
somewhere
else
or
someone
else
maintains
them,
and
it's
the
private
sector
that
takes
it
over.
Then
it's
it's
great,
but
I
don't
think
synthetic
core
should
expand
resources
on
on
that
it
should
just
document
what
it
has.
A
That's
very
fair,
dom
and
perhaps
thinking
through
what
the
scope
of
that
is,
because
I
think
the
term
technology
transfer
in
a
sense
can
still
sort
of
work.
Or
maybe
we
need
a
different
term
for
that.
But
I
think
there
is
perhaps
a
spectrum
of
like
getting
it
to
the
stage
where
somebody
external
could
actually
pull
together.
A
notebook
like
are
the
things
well
documented
enough
and
variable
names
thought
through
and
all
of
these
sorts
of
things.
K
B
A
A
Do
we
basically
okay,
so
there's
a
couple
things
I
like
want
to
maybe
think
through.
So
it
seems
like
the
steering
council
of
three
people-ish
is
kind
of
like
what
we're
coming
to
a
bit
of
consensus
on.
Is
that?
Do
you
have
do
folks?
Have
any
other
concerns
around
that,
as
kind
of
being
like
the
decision-making
entity.
A
B
E
E
Because
what
we
saw
now
also
to
come
back
to
swan,
if
you
really,
if
simpek
goes
really
global,
then
you
might
want
to
consider
taking
into
account
different
regions
of
the
world
and
then
what
we
saw
now
three
would
not
be
enough,
because
then,
if
you're
this
distribute
around
the
world,
you
will
have
troubles
to
find
times
that
fit
everyone.
So
if
you're
more
than
there's
a
bigger
chance
that
you
have
a
quorum
to
meet
them
and
yeah
things
like
this.
A
So
basically,
sort
of
we're
starting
with
three
but
there's
a
mechanism
to
grow
then
do
we
want
to
chat?
I
know
we're
coming
close
to
the
hour,
so
I
want
to
be
respectful
of
that.
I
am
able
to
stick
around
longer.
If
folks
want
to
continue
so
thinking
through
the
three.
Do
we
want
to
also
define
these?
A
Do
these
roles
kind
of
fit
with
folks?
Is
there
anything
else
you
wanted
to
raise
with?
A
These
is
kind
of
being
the
starting
group?
I
mean,
I
think
that
to
deters
point
like
we
can
build
this,
so
there
is
room
and
space
to
add
titles
as
needed,
but
is
this
a
good
like
core
set
of
hats?
People
can
wear
when
you
talk
about
what
you
do
in
simpeg.
I
H
A
H
A
Okay,
if
there's
no
comments,
does
anyone
have
anyone
have
thoughts,
comments?
This
sort
of
works.
F
F
F
A
Yep,
I
I
would
be
inclined
and
feel
free
to
disagree
with
me
on
this.
I
would
be
inclined
to
say
that
the
like
managing
director
is
by
default,
or
they
should
be
on
the
steering
council
in
a
sense,
because
that's
kind
of
like
I'm
just
drawing
a
parallel
with
like
as
rowan
mentioned,
like
a
ceo,
is
on
a
board
and
in
a
sense
like
I
almost
wonder
if
it
would
be
better
for
the
director
of
operations
to
be
in
a
non-voting
role.
A
In
the
case,
where
there's
a
scenario
where,
like
there
is
a
giant
dispute
of
pull
requests,
it
is
in
a
sense,
the
director
of
operations,
role
to
like
enact
that
decision,
and
it
would
be
unfortunate
if
they
had
to
be
both
like
having
a
strong
disagreement
with
that
and
then
enact
that
I
don't
know
if
folks
have
opinions
on
that
or
if
that
is
like
a
level
of
complexity,
we
don't
need
to
really
think
through.
At
this
stage.
H
Yeah,
so
I'm
just
thinking
through
the
example
I'm
well
there's
an
example,
I'm
thinking
of
where
the
journey
program
in
new
zealand,
which
is
like
the
hazard
monitoring
program
for
the
country,
there's
a
steering
group
for
that
which
has
got.
I
don't
know
like
half
a
dozen
or
so
external
people,
mostly
from
stakeholder
agencies,
funding
agencies,
those
sorts
of
things.
H
But
there
are
the
the
program
director
does
sit
on
that
steering
group
and
often
like
the
a
more
operational
person
does
as
well.
So
I
think
it
would
be
sensible
to
have
kind
of
the
the
two
higher
level
people
as
part
of
that
group,
or
at
least
one
of
them,
because
it
helps
kind
of
well
a
a
then
it
has
to
be
communicated
from
a
steering
group
to
you
know,
people
who
are
actually
potentially
going
to
do
the
work
or
whatever's
required,
so
it
kind
of
makes
sense.
E
Could
you
say
both
can
be
on,
but
they
have
max
one
vote.
So,
let's
say
the
manager
the
managing
director
is
in,
but
if
he
can't
the
operational
director
can
go
in
and
they
can
agree
on
themselves.
Who
is
there
who
has
to
vote?
They
just
have
at
most
one
vote.
I
don't
know
if
that
is
legally
possible.
H
Yeah
I
mean,
I
think
I
think
the
situation
is
you
don't
want
the
steering
group
deciding
a
whole
bunch
of
stuff
in
the
absence
of
the
people
who
are
actually
going
to
have
to
implement
stuff
work,
I
think
there
needs
to
be
perhaps
the
opportunity
for
a
pushback
on
like
actually
that's
not
realistic
or
that's,
not
simpag's
role.
That's
another
organization's
role,
just.
F
H
F
B
H
And
perhaps
five
would
be
better
to
kind
of
get
a
broader
spectrum
of
people,
rather
than
just
it
becoming
down
to
two
people's
ideas,
which
may
be
biased
in
certain
directions
or
something.
A
One
is
like
I'm
wondering
if,
like
even
kind
of
thinking
through
okay,
if
we're
gonna
create
a
non-profit
organization,
I
actually
don't
think
that
this
is
entirely
on.
The
steering
council,
like
perhaps
thinking
more
so
of
like
a
working
group
type
model,
is
that
you
know
we
can
create
a
working
group
of
people
who
are
interested
in
helping
create
an
organization
that
doesn't
necessarily
mean
they
have
to
be
all
on
the
steering
council.
A
It's
people
who
want
to
have
input
and
help
craft
this,
because
I
think
like
we
want
to
sort
of
separate,
basically
just
because
a
group
is
sort
of
responsible
for
decision
making
doesn't
mean
that
they're,
like
responsible
for,
like
carrying
everything.
A
Everything
is
that
we
want
to
make
sure
that
I
think
we
we
still
get
input
and
ideas
and
contributions
from
everyone
and
make
sure
that
that
is
like
those
mechanisms
are,
are
possible,
and
I
don't
know
if
that
makes
any
implications
on
the
the
size
of
the
steering
council,
but
just
want
to
sort
of
like
put
that
out.
A
As
a
as
a
thought
of
like,
I
see
the
steering
council,
perhaps
being
responsible
for
helping
sort
of
guide
and
make
sure
that,
like
this
conversation
happens,
but
they
don't
necessarily
have
to
be
the
ones
who
like
create
the
simpeg
organization.
Although
I
imagine
that.
H
The
long
term
planning
has
been
thought
of
and
to
kind
of
keep
tabs
on
what
the
current
direction
is
is
like.
Are
we
veering
off
into
something
that
is
kind
of
beyond
the
core
principles
of
what
we've
agreed?
Simpage
is,
in
which
case
it's
the
steering
council's
kind
of
role
to
say
you
know,
you
know
we
think
we're
veering
off
now
in
this
direction.
Is
this?
H
Is
this
a
direction
we
really
should
be
taking,
or
do
we
need
to
kind
of
refocus
and,
and
then
quite
right
now
to
actually
do
not
to
actually
then
do
the
refocusing,
but
just
to
say
this
is
the
discussion
we
need
to
have
will
help
facilitate
this
discussion
around?
Is
this
the
direction
we're
now
moving
in
or
do
we
need
to
go
back
to
our
core
principles,
those
sorts
of
those
sorts
of
issues
just
to
make
sure
that
the
whole
thing
doesn't
go
off
the
rails?
H
C
So
craig
to
kind
of
follow
up
on
that.
How
would
you
imagine,
or
what
are
you
thinking
about
from
the
point
of
view
of
having
like
everybody
in
the
simpeg
community,
feel
like
they've
got,
you
know
some
have
potential
for
some
input
into
actions
that
simple
would
take
or
how,
how
it's
going
to
to
work
and,
at
the
same
time
them
not
really
being
on
the
on.
You
know
the
steering
console
so
some
some
kind
of
intermediary.
C
You
know
perhaps
or
just
some
way,
that
you
know
people
can
express
their
views
and
bring
that
to
to
a
larger
visibility,
yeah
yeah.
How
would
you
see
that
happening.
H
So
what
I
think
I
mean,
maybe
you
could
you
could
come
up
with
like
say
a
yearly
work
plan,
so
say
in
the
next
12
months.
We're
we're
looking
at
you
know,
please
please
solicit
your.
Please
contribute
your
thoughts
as
to
what
we'd
like
to
work
on
in
the
next
12
months.
H
You
know
whether
that's
yourself,
this
is
what
I'd
like
to
work
on
to
contribute,
or
actually
I'd
really
like
someone
to
do
this
bunch
of
work
that
I
don't
have
the
skills
to
do,
but
I
can
see
a
need
for
it
and
then
so
that
gives
everybody
an
opportunity
to
contribute,
and
then
perhaps
the
steering
council's
role
is
kind
of
just
to
have
an
overview
of
that
work
plan
say
yep.
They
all
look
fine,
they're,
all
within
totally
the
the
scope
of
what
simp
is
kind
of
go
on
or
say.
H
Maybe
it
is
maybe
it
isn't,
but
we
need
to
just
have
a
bit
more
discussion
around
it
so
like
at
the
moment,
it's
fairly
open,
slather,
you
know,
which
is
great,
people
contribute
all
sorts
of
stuff,
but
it's
perhaps
not
in
a
very
structured
way
and
there's
perhaps
no
oversight
of
you
know
bigger
bigger
implications.
H
You
know
those
sorts
of
things,
so
I
think
I
think
you
can
kind
of
have
a
if
you
started
to
think
of
things
as
like
a
work
plan
where,
like
we
we're
seeking
contributions
for
what
simpe
is
going
to
be
developing.
What's
the
roadmap
for
the
next
12
months,
and
that's
really
good,
then,
because
it
gives
visibility
for
people
coming
in
to
say
this
is
what's
happening.
H
This
is
where
we
are
now,
but
this
is
what
we're
working
on
the
next
12
months
and
then
the
staring
group
has
some
kind
of
just
kind
of
oversight
of
like
yep.
These
are
all
legitimate
things
for
us
to
be
investing
our
time
on
or
if
some
of
them
are
need,
a
bit
more
clarification
as
to
what
they're
going
to
achieve
then
there's
an
opportunity
to
go
back
and
redefine
that
particular
piece
of
work
that
someone's
proposing.
H
H
I
just
want
to
put
it
out
there
that
there'll
be
some
pull
requests
coming
six
months
down
the
track
is,
is
this?
Is
this?
Is
this
the
right
fit
or
do
I
need
to
be
tailoring
it?
You
know:
am
I
kind
of
heading
left
when
everyone
else
is
heading
right
or
is
the
way
I'm
working
on
this
gonna
create
problems
when
I
come
to
make
a
pull
request,
don't
just
those
sorts
of
things.
H
H
K
Way
for
to
be
able
to
ask
for
financial
support
right.
K
Right
now,
nick
really
wants
you
a
cscmt
right
and
it's
definitely
on
scope
for
us
to
to
have
it
implemented.
Then
you
can
turn
around
and
say,
look
bear.
Do
you
really
want
this
to
happen
quickly,
then
just
forecast
some
money
and
it
will
prioritize
it
for
you
and
then
we'll
make
sure
that
you
you're
up
and
running
right
and
then
here's
a
way
to.
J
K
Able
to
advertise
your
services
as
a
as
an
open
source
solution
for
for
industry
or
for
whoever
has
like
funding.
Basically.
H
I
mean
that's,
that's
the
kind
of
model
I've
we
work
with
here
is
that
we
have
an
annual
work
plan.
People
can
suggest
items
to
it.
You
know
a
little
bit
of
what
budget,
what
time
is
going
to
be
required
and
then
there's
there's
kind
of
a
selection
process
of
yep.
These
are
all
good.
We
can
do
that
or
actually
need
to
go
away
and
think
about
that
one,
a
little
bit
more
and
bring
it
back.
E
I
think
this
is
done
much
more
than
what
we
talked
in
the
beginning
of
a
steering
council
in
terms
of
a
split
up
of
bdfl.
That
should
not
be
used,
and
only
if
there
is
no
decision
within
core
devs.
It
has
to
decide.
You
know
because,
like
let's
say
then,
because
you
have
the
example
earlier,
the
numpy's
high
pi
mod
will
be
more.
Anyone
can
bring
up
in
pull
requests
or
on
slack
ideas,
and
then
any
core
theft
would
jump
in
and
say
that's
a
good
idea.
That's
a
bad
idea.
H
Yeah
I
mean,
I
guess
I
guess
I'm
used
to
working
in
a
situation
where
there's
a
budget
assigned
at
the
start
of
the
year
and
you
need
to
wave
the
flag
to
get
some
money
so.
H
H
But
it's
just
to
make
sure
that
any
work
that
does
come
in
is
a
going
to
contribute
in
the
right
way
and
it's
not
going
to
unspoil
a
whole
bunch
of
problems
further
down
the
track
when
it
comes
to
get
merged
and
so
whether
whether
the
whether
the
core
devs
for
that
area
feel
comfortable
enough
to
say.
Yep.
That
looks
all
good.
B
H
G
When
one
of
the
the
pieces
that
I
was
written
down,
as
you
guys
were
talking,
was
it's
it's
sort
of
like
what
I
see
is
the
steering
council
is
those
those
additional
pieces
of
coordination
and
focus
that,
if
done
well,
then
the
individual
contributions
that
are
already
happening
and
are
already
going
on
can
be
that
force
multiplier.
H
Yeah,
so
I
think
it's
trying
to
foresee
issues
or
opportunities
like,
like
you
say,
ryan
there's.
You
know,
there's
a
big
conference
coming
up
that
if
we
got
a
little
bit
extra
work
done,
we
could
make
a
big
contribution
to
and
get
a
lot
of
visibility
and
from
versus.
Like
hey
I'm
concerned,
there's
a
whole
bunch
of
pull
requests
lined
up
that,
I
think,
are
a
little
bit
off
track.
We
need
to
have
a
bit
more
thought
around
those.
H
And
it's
just,
I
guess
it's
just
how
that
happens,
and,
and
is
it
a
is
it
kind
of
an
ad
hoc
thing
that
you
just
the
steering
group,
has
a
responsibility
to
kind
of
browse,
browse,
pull,
requests
or
browse
the
wider
community
and
bring
these
opportunities
or
threats
to
people's
attention,
or
is
it
say
core
devs
responsibility
to
say
actually
I'm
this
there's
some
pull
requests
here,
I'm
not
happy
with
or
that
we
need
to
talk
about
a
little
more.
H
Just
just
how
that
happens
on
a
you
know.
Is
it
a
formalized
thing?
Is
it
a
ad
hoc,
organic
thing
or.
F
K
It's
kind
of
like
managing
you
know
the
balance
between
organic
growth
versus
long-term
long-term
goals
and
then
both
can
happen.
At
the
same
time,
the
stern
community
should
be
responsible
to
be
always
keep
in
mind
the
long-term
goal
right.
So
this
is
passing
right
now,
but
maybe
it's
not
in
line
directly
with
our
you
know,
with
our
like
one
year
or
two
year
plans.
K
So
you
know
yeah,
you
don't
want
to
you,
don't
want
to
put
pressure
too
much
on
the
or
like
push
down
too
much
on
the
on
the
grow
on
the
organic
growth,
because
that's
when
you
know
that
exciting
stuff
is
happening,
but
at
the
same
time
we
need.
We
need,
like
you,
know,
long-term
vision,
because
otherwise
we're
just
doing
like
we're
just
being
super
reactive
to
like
what's
happening
next
month,
because
there
was
a
conference
and
like.
H
H
People
can't
find
examples,
or
you
know,
although
all
those
sorts
of
things
it's
it's,
that
balance
of
bringing
the
cool
new
stuff
in
versus
keeping
the
old,
boring
stuff
ticking.
B
A
Yeah
and
one
thing-
and
I
think
craig
to
your
point-
is
sort
of
having
a
bit
of
a
you
know
coming
up
with
the
plan
and
caring
about
that
plan
and
guiding
the
development
of
that
again,
it
shouldn't
just
be
like
three
or
five
people
who
develop
that
entirely.
But
if
there
is
a
group,
that's
responsible
for
that
and
communicating
that
out
to
the
community
it's
much
easier
for
somebody
who's
a
core
developer,
but
maybe
not
on
the
steering
council
to
say,
like
yep
like
here's.
A
What
I
sort
of
benchmark
against
and
understand
is
the
long-term
plan
if
this
is
obviously
tangential
or
obviously
online,
like
I
empowered
to
just
make
that
decision.
But
if
not,
then
that
conversation
can
be
elevated.
H
Yeah
exactly
yep,
so
I
think
so
the
steering
group
can
be
responsible
for
setting
what
the
what
the
long-term
plan
is,
what
the
vision
is
and
then
making
sure
that
the
core
p
people
who
are
going
to
be
basically
approving
pull
requests
are
actually
you
know
well
educated
with
what
that
vision
is
and
understand
it
themselves
and
then
there's
a
mechanism
to
actually
go
back
and
say
well.
Actually,
I'm
not
sure
we
need
to
think
about
this
and
have
a
discussion
on
a
slightly
wider
level.
H
H
L
Yeah
and
that
that
framework
for
the
vision
is
something
that
should
be
pretty
upfront
in
our
our
website
or
our
landing
page.
B
B
H
Like
I'm
not
sure
of
scipy
or
numpy
or
any
of
those
other,
you
know
well,
maybe
not
those
packages,
but
next
step
down
well
in
those
packages
whether
they
have
a
what's
the
vision.
What
for
this
package?
Where
is
it
what's?
What
is
it
doing?
Where
is
it.
A
Okay,
so
in
terms
of
next
steps,
what
I
sort
of
been
thinking
and
again
feel
free
to
chime
in
is
that
perhaps
it
seems
like
the
most
important
piece
is
to
kind
of
flesh
out
like
what
what
the
styrian
council
is
responsible
for
what
those
roles
kind
of
yeah.
Well,
what
I
think,
what
the
syrian
council
is
responsible
for
and
then
from
there
kind
of
assess
whether
it
should
be
three
to
five
is
because
it
does
seem.
A
If
we're
taking
on
something,
that's
a
bit
bigger,
then
maybe
we
do
want
to
think
about
five
right
out
of
the
gate,
but
yeah,
perhaps
sort
of
like
taking
taking
these
notes
that
we've
developed
and
sort
of
distilling
a
few
of
like
what
are
the
high
level
responsibilities.
C
B
C
Electromagnetics,
just
to
kind
of
really
outline
a
little
bit
more
what
those
roles
would
be
because
they,
you
know,
we've
already
talked
about
a
lot
of
things
being
vetted
through
them
before
it
even
goes
to
the
steering
committee.
So
maybe
you
know
just
looking
at
you
know
again.
The
roles
and
the
decisions
that
these
people
would
play
would
be
worthwhile
yeah.
L
C
Yeah,
I
don't
I
mean
that
that
kind
of
thing
would
be
perhaps
perhaps
useful.
I
was
just
trying
to
think
of
somehow
flushing
this
out
a
little
bit
more
to
you
know,
kind
of
well.
For
instance,
we've
got
this
community
lead
with
documentation
right
or
we've
got
something
else,
but
you
know
just
to
try
to
yeah
outline
that
a
little
bit
more
about
what
those
responsibilities
might
be
and
then
just
get
a
better
sense
of
how
that
particular
person
kind
of
fits
into
the
overall
organization.
L
Yeah,
actually
to
that
community
lead
documentation.
I
would
want
to
split
that
up
into
two
things
I
mean.
Maybe
one
person
wears
both
hats,
but
I
don't
think
that
interaction
with
the
community
is
necessarily
requiring
you
to
be
working
on.
The
documentation,
like
I
think,
documentation
and
interacting
with
the
community
are
two
separate
jobs.
A
Yeah,
that's
that's
totally
fair
to
have
been
in
so
maybe
this
is
the
wrong
sort
of
precursor
is
like
these
ones
are
all
pretty
clearly
sort
of
scientific
labels,
but
maybe
maybe
this
is
a
different
name,
but
I
completely
agree
that,
like
those
those
could
be
different
labels
as
sort
of
somebody
who's
q,
a
or
sort
of
more
this
community
liaison
yeah
yeah.
No,
that's
fair
run.
It's
just
documentation
lead.
H
Yeah,
so
maybe
there's
a
few
job
descriptions
to
create,
like
you
said,
just
to
flesh
out
what
the
boundaries
of
these
roles
would
be.
A
H
There's
a
good
next
step,
you
know
well
and
a
is
that
a
are
there
any
roles
that
are
missed,
that
should
be
included
and
that
might
that
might
fall
out
once
we
start
to
think
about
what
those
proposed
roles
actually
cover.
Yeah.
A
So
maybe
to
that
point
one
thing
that
I'll
suggest
and
see
what
you
think
of
this
is
actually,
if
folks,
who
are
on
the
call
right
now,
would
be
willing
to
like
basically
write
out
like
what.
A
What
is
your
job
description
in
this
organization
and
like
what
would
you
like
those
sort
of
responsibilities
to
look
like
what
do
they
already
kind
of
look
like
what
sorts
of
things
would
you
perhaps
be
interested
in
taking
on
a
bit
more
of
but
kind
of
like
thinking
about
your
your
current
activities
in
the
simpeg
community
and
just
like
outlining
what
what
some
of
those
are
and
what
you
feel
is
an
important
part
of
how
you
interact
with
the
simpag
community?
Does
that
sound
like
a
reasonable
ask
of
folks?
H
H
It
might
take
a
yeah,
I
guess
people
might
have
to
go
away
and
think
about
it
a
little
bit
rather
than
rather
nominate
something
right
now
on
the
spot.
But
you
know
people
if
like
say
next
week
or
next
meeting,
I
say
actually
I'm
keen
to
be
involved
in
this
aspect
under
this
role
and
a
brief
sketch
of
how
it
could
be
what
what
that
would
entail.
A
Yeah
and
to
that
point,
like
feel
free
to
add,
if
there's
a
role
you
have
in
mind
that
doesn't
have
a
title,
even
if
you
can't
figure
out
necessarily
what
the
title
sort
of
looks
like
feel
free.
To
just
add
those
notes
in
here.
I
think
it's
most
important
to
kind
of
get
a
sense
of
like
what
are
the
styles
of
contribution,
and
then
we
can
figure
out
the
right
like
label
and
category
for
that.
Yeah.
B
H
A
H
A
A
Okay,
well,
maybe
what
we
can
do
is
check
in
sort
of
asynchronously
on
the
on
slack.
What
I
will
do
is
I'll,
I
think,
do
we
have
a
governance
channel,
if
not,
then
we'll
create
one
and
sort
of
use
that
as
a
space
to
to
check
in
a
bit
more
regularly
on
this
and
just
kind
of
push
things
forward,
especially
with
the
holidays.
A
I
realized
folks
are
gonna
take
time,
and
but
if
you
wanna
think
through
things
on
you
know
during
the
break,
then
then
feel
free
to
post
stuff
there
cool,
okay,
so
two
action
items
is
we'll
flesh
out
the
syrian
council
a
bit
more
and
flesh
out
sort
of
like
what
sorts
of
roles
and
contributions
people
want
to
be
bringing
to
the
table
and
are
already
bringing
to
the
table.
A
Excellent
perfect
thanks
so
much
everyone
I'll
stop
sharing
here
and.