Internet Society Board of Trustees, 27 Jul 2019

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From YouTube: Internet Society Board of Trustees Meeting 146 - Day 1

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Internet Society Board of Trustees Meeting 146
27-28 July 2019, Montreal, Canada

Agenda available here: https://www.internetsociety.org/board-of-trustees/meetings/146/

A

Good morning and welcome to the 146th meeting of the Internet Society Board of Trustees, this is also the 2019 Annual General Meeting. According to the Society's bylaws, the terms of three board officers, the chair for the treasurer secretary inspire to start the meeting. According.

B

A

Bylaws, the president opens the AGM 97 bylaws. The bylaws also require that the first order of business for the AGM is to elect a board chair who will then take over the management of this meeting in lieu have written ballots. The board has opted to use an online voting platform for these elections. I am asked Kevin to configure the electronic ballots and distributed distribute the voting.

A

As you recall, John sent a message to the board list about a month ago asking for expressions of interest in the various officer positions all need to follow, expressed an interest in office. Support chairs. So are you still willing to serve? Yes?.

C

A

Is I sock tradition to ask at this time if anyone else is interested in running for the chair position, is there any.

C

Very briefly, um as we discussed yesterday, I would like to propose.

C

You know a few focus area that we discussed and for next 4d cycle actually, which include you know, I'm working on our conflict of interest policy um to to look for revenues and that they are, you know different than the current revenue streams we have and then to work on a set of issues which are more like over their oversight in nature, like the foundation and and all the process for alignment of the organization with the policy that Andrew the community and staff have done.

C

So those would be the main focus area that we proposed for this site.

A

I would like to ask the candidate for chair voting, leave the room.

C

D

A lot I highly.

C

Appreciated the support thanks a lot I'm very honored, to continue I'm serving in this role and, as you know like when we started I was wanting all of you with you know all the things I was doing decisions and the agreement we had was like that was two months traffic on the list, so I've been packing up on that, but if, if you guys think that now it's the moment to go back to the to the basic, you know old ways of working and I'm super happy to basically expose you to all the reminders and things going on and everything.

C

So just think about that I see some, not some saying, no, please so so just you know we can take it from there. um We can I am I'm, aware that you know it's good to always, you know be thinking in I mean about the future and I think now we are structure in a way that it would be actually quite easy to.

C

You know kind of get a status update of everything that is going on in in no more than you know, one or two hours to to the whole board at some point so yeah, which which actually, by the way sometimes we do it in the in the working room- I mean they're working. The working board calls so but anyway, that that's something that I have in mind source. We will continue doing them thanks a lot so so with that we can open the the meeting. So that's point three on the agenda.

C

So, as Sandra indicated this is we are in Montreal Canada, and this is our meeting number 146. So I was thinking that for the future, maybe the apologies part should be done actually by the president, because we didn't mention that Mika is not present and that was kind of in the voting's. Also we no I understand this in a minute, but anyway just just a formality that maybe we'll yeah. We want to move the apologist at the beginning and then do it, but anyway, so we have eleven trustees here and Mika.

C

Who is one of the new trustees? Unfortunately, couldn't make it see, sense, apologies! So that's why we are only 11 and that's why they were only eleven eleven trustees voting because he couldn't even join online. Unfortunately, so having said that, with the with the agenda in mind, any declarations of conflict or any agenda bosch.

C

Okay, so I will repeat that because they were not using the mic, so Blaine wants to declare conflict with PIR, okay, Thank, You, Glenn, good, okay, fantastic. So so moving on to point number four in the agenda which is like, we have to select two more officers which are the secretary and the treasurer, so they are both in point number four, so we will first elected secretary and then the treasurer so so Joan himself, our current secretary sent, you know an expressive of interest.

C

Male and the only person that expressed any interest was was John himself. But, as Sandra said before, the tradition is that we asked at this point if someone else is actually interested as well and also we will ask John if he is still willing. So first young, are you still willing to serve? Yes, I am thank you John. Anyone else.

C

And I'm Kevin: could you please set up the online voting with the options of John Levine abstain, yeah, okay? So, while well Kevin setting setting up the poll an order, vote I will ask you know the candidate John to to make a brief statement.

A

Well, you know the Secretary's job is primarily clerical so to the agree that, to the extent that I'm doing anything beyond that my goal in the past year or two has been to attempt to streamline the process, so we spend less time doing routine stuff and more time doing stuff to do stuff with you know, that's why I attempted to add consent, agendas and clean up the bylaws like we don't have to have a a kabuki election to look like Andrew to be himself and I. Think that's pretty well under control.

A

That's one of the reasons I I'm interested in making the Governance Committee just vote go through into this morning. It's I can pick in this, so we can spend more time doing useful work.

E

Thank you, John. Okay. The polls should be visible, now good question John in the past. You know we hear what you would like to do and continue doing as an approach just curious have.

F

You been happy or unhappy on some of the responses to the bullying.

E

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F

Your view, in terms of the truth, besides improving processes, policies, they're humans right, so is there any issues that you.

E

Need to be addressing.

H

Sometimes it can be difficult to get people's attention free votes, but that is in.

A

Recent months, it's it's been better also yet, since also people has used it last a week whether we liked it or not, we changed the rules so once everybody's voted closes in a day, so actually means to where votes not close, pretty quickly.

C

Lately, a bit that response has been very good, so, thanks for being so responsive.

E

Okay, we have all the votes in.

C

So please Kevin go ahead and announce that we shop.

C

Votes for JAMA be okay! Thank you. So congratulations, young.

C

Working with you, um so next step is to elect another officer, yet another officer, the treasurer, and when we ask for expressions of interest, we we got an Richard um interest so again the same process before anyone else. I will Richard and are you still interested? Yes, okay, thank you. um Anyone else want it to be a candidate okay, same man and Richard. You want to be a to give a you know to make a brief statement yeah. So it's continuing today's theme of continuity.

F

Planning we've got a very smooth end off in this initial.

F

You know: I'd had having been on the Finance Committee for a few years pretty closely and together miss Indian energy and also I've been pretty pleased with how well this has gone on. Hopefully, that's worked well for other folks, as well, I'm eager to continue looking after the financial stewardship of the society and helping work through some of the interesting issues we have with spending foundation than managing reserves, and things like that and I'm also kind of thinking forward to to my own transition.

F

We'll make sure we get some folks on the Finance Committee who can serve in this role.

C

Yeah, thank you. Yeah I mean you. Usually they I mean we take different I mean that the succession plan, and so on our treasurer quite seriously, because that's an officer that has a bit of specialized knowledge. So we always want to make sure that we have someone being able to well. You know we balance sheet and analyze cash flows and everything. So so that's always useful. So Kevin are we ready. The options would be Richard burns on up saying you should find the.

C

And for remote participants or or people which, in the video feed it's just like the system takes a few minutes. So that's why we are waiting coming ready, yeah. So could you please announce the result.

C

11 votes, Richard, Barnes; okay, thank you! So congratulations. Richard.

C

Thanks for your willingness to continue serving okay perfect, so so now we have the three officers elected. So we can actually move to two point number five on the agenda, which is approval of the minutes of the previous meeting.

C

So so John had a laptop crash, but I think we have recovered from that and the minute we saw where I.

A

Sent that it's around a couple of days ago and Kevin and Gonzalo offered some Corrections so as far as I know the right. Okay, so.

C

um Are we ready to approve the minute okay, so we will use and do this by by show of hands, but first I need someone to move so hands. Peter moves someone to second Olga seconds and, as I said, we're gonna do this show of hands the options are gonna, be yes/no and abstain, so everywhere all trustees. Voting. Yes, please raise your hands.

C

Abstentions, no vote. So there are solution, passes unanimously with 11 votes. Moving on to on point number, six on the agenda, which is to approve the action items from from the well actually, the transfer of the action item from the previous board to this board and just to give some background. We we had a meeting I think one month ago and we decided to basically not transfer or or ask the future board to continue working on on to two items.

C

One is as we usually do, of course, the action plan of the of the organization, because the action plan and the board, the timing is different. The action plan usually typically goes is basically, we use the natural year while the AGM usually around summer. So so that's why we had to transfer that and the second one was to really aim to support a redesign of the ice of fellowship programs. As you saw, some steps have already been taken. Sally is working on.

C

Her team are working hard on that and we thought that it was good to basically explicitly asked the board to continue supporting that, since we didn't pass any resolution, but at least the discussions were where interesting and we wanted to capture that point in this way. Any any questions on on this.

C

Okay, I see Mike, who is the only one that wasn't there when we send this over a friend saying I mean nothing. So that's good. Okay, so I need someone to to move sorry, oh yeah, so Mike Mike moves someone seconds well eight seconds and then again we're gonna do this by show of hands, so the options would be yes, abstain and no so everybody voting. Yes, please raise your hands, voting, no abstentions.

C

Okay, so the resolution passes unanimously. Thank you.

C

So move moving to point number seven on the agenda, which is to welcome their new chapters and six special interest groups hi sock. So this time we are very happy to actually, you know, welcome a bunch of them. So let me read them for you. The first one is capital o canario de la Internet Society, which is the Internet Society Canary Islands and chapter the Internet Society is a Micah chapter, the Internet Society Lesotho chapter, the Internet Society u.s.

C

Hawaii chapter, the Indus Internet, Society accessibility, special interest group and the Internet Society Rural Development special interest group. So we are very happy that you know both. We. We can welcome chapters on special interest groups, so any discussions before we pass the resolution so I need someone to move Olga and someone who segment featured so we're gonna pass this resolution by automation.

C

Thank you is it's great to see. You know the interest of these groups to basically, you know, join the Internet Society family, moving on to point number, eight, which is to recognize outgoing trustees and, as you know, every every AGM we we basically set up this cycle for elections elections and we have some trustees joining in this case.

C

We we already were welcoming yesterday Mike officially now he has become thirsty like this morning, but we were already running the onboarding process or was great, but on the other hand, it's always sad to you know, say goodbye to to existing to current recipes. So in this case it was the turn for Harrison, and this array were here in the room and as I was saying yesterday dinner we had a nice farewell dinner. I can see the dam losing two friends in the board.

C

So so, but anyway, as we said, we keep in touch and- and it was really great to work with- we got you guys, um I think this rate has been the longest serving trustee nicer so so see if I reference prove to all of us and and again I mean I want to stress my my thank you for and all the trustees for, all their work. You guys have put on this so with that.

C

Okay, so so, first we passed the resolution and then we do the ceremony, so I need someone to to move. Well it someone who seconds um hero she and obviously we're gonna pass this by a committee.

C

Okay, Thank You Ann, and you are of course invited to to continue watching the session as observer.

C

So Jim, are you ready for the presentation? Because we have 15 minutes ahead, but I was wondering if.

C

Okay, okay, perfect! So let me let me check otherwise I mean we can continue the break until the remote participants, as I said before they are ready. But let me look if we can move something.

C

Okay, so so I mean we have 50 minutes, which is exactly what we allocated to pass the resolution tomorrow about our our meetings next year. Anybody mind: if we do it now: okay, perfect! So so, then that was in the only agenda, point number 18 board, meeting locations and dates for 2020. So let me introduce this as usual, we have four yeah that one four meetings, which are the q1 meeting, the the AGM a retreat and q4.

C

So we were discussing back and forth the the options and Sunday proposal that I think you know would be kind of okay with everyone, and we need to vote on would be to have the q1 meeting in Cancun. That would be co-located with them, with a icon, 67 and according to your preferences, it would be after the meeting, because before the meeting some people had problems flying so that would be q1 meeting again.

C

This is 2020, the AGM would be co-located with the IETF in Madrid Spain, that was Cancun, Mexico, Madrid Spain, and then they retreat. We would go to New York City in the US and we are looking for for a venue and I was when we have the venue or we can confirm the option. We will basically know look into that, and the cue for meeting would be co-located with the idea in their HM which they haven't disclosed yet the location, but the idea would be to go there.

C

I'm happy something publicly disclosed, yeah I think it has. It has already yes, okay, so if it has already then Bangkok yeah, okay, perfect, so it would be in in Bangkok in Thailand. So any any comment before we.

C

It's Madrid Madrid, the New York and then Bangkok, okay and and as usual, we co locate the the meetings with with meetings where you know most trustees are anyway so that that you know save a bit of traveling and we also discussed just for the record the possibility of happiness. You know virtual meeting, sometimes I think a couple of years ago. Actually we we did one. So you know when there's no like a substantial amount of significant topics to disguise. That's always a possibility.

C

Okay, so we are ready, I guess.

H

C

I know I mean we were talking about that, but not to make things more complicated and they are I think everybody can vote on on the whole thing, because yeah, but but I know that we discussed this point and I decided against having like four different resolutions, because then it it's I mean. If somebody wants to do that, we could do that, but I don't think it's necessary.

C

Okay, great! So yes,.

E

Can I we also just to be specific included dates in this resolution as well, because we have to draw up hotel contracts and things of that nature.

C

But we clear I mean we don't have I, don't think we have to capture like the exact dates because sometimes, for example, the idea they do an experiment of not meeting on Friday and then we would be kind of tying our hands and we cannot move um at least my opinion. Is that easy enough to say that we are co-located in with the IDF and it's gonna be after we are co-locating with icon and it's gonna be after and and we are going to New, York, City and he's gonna.

C

Be me September and the dates we had a poll there and we can decide.

E

Yeah no I know okay, so we'll fall on the retreat dates. Okay,.

C

Fun cookies after.

C

That's what seems to work for I think the main problem was icon, because some people put in do it before, because I mean in the idea. We typically do it afterwards. All the time I think I have the power I can is the.

A

Of the band, the ICANN meeting, sort of ramps up and different people arrive at different days.

C

Okay good, so so we have the resolution.

C

Okay, yeah, so so John has a resolution and everybody is aware of what we are voting on.

C

So can we proceed to approve it?

C

Okay, so I need someone to move olga moves by per seconds. Okay, so we're gonna do show of hands. Yes, no abstain, yes, votes! Please raise your hands. Abstentions, no votes, so the resolution passes unanimously. Thank you. This is something that we typically in the past didn't didn't pass it by resolution. But since this time you know we had discussions and everything we thought it was good to capture they. The the agreement that.

C

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C

C

Yeah so tomorrow I mean I intended to do all the appointments tomorrow, but maybe we can. We can start by making some yeah.

H

There's there's one appointment: it's not on the yes, not on the agenda, which is you need to appoint Andrew to the PIR SPI. Our liaison I actually found time to place in the PIR bylaws correctly. Any one person promised.

C

But um okay, so we will prepare a resolution about that.

C

So so, since we have, you know, agenda point number 20, with all the appointments John we let that so we will amend that that for tomorrow, but I think we can make the appointment of in in point number 19 already today, which is their board liaison to the IETF noncom. Is that okay with everyone yeah? Okay? So basically the idea is to appoint Delhi ation to the IETF noncom and, and the proposal is basically to appoint Richard burns to that committee.

C

So I'm gonna need someone to to move hands Peter um Sean seconds, so we're gonna do show of hands again. So everybody in favor, please raise your hands.

C

Abstentions, no votes, so the resolution passes unanimously and on this point we have a bit of a process issue, because since we usually appoint the ideation to to the ITF NomCom in the AGM before well, some years we had the AGM before the the summer ITF meeting, and so the hourly agent would already work with with a noncom. This year we basically have the AGM right after the ITF, so it would have been a pity not to be able to engage with in Hong Kong, because the cycle is quite important.

C

So what we did was informally informing the ITF non-combat, a chair that you know Richard could you know, be there and talk to them and give them feedback, and this is something that we may or may not work fixing the in the process in the future.

C

We could just have a a vote in the in the board meeting that we have on the phone a few weeks before so just for the record that that's the solution, basically that we we did because basically, this is exactly the same situation that we're gonna have next year in in the metric idea, as we just improved so but anyway, thanks again Richard for volunteer- and you know this is important. An important position in an is a lot of work with a lot of interviews. So we really appreciate your your commitment.

C

Okay, good, so um so it's so do we know when Chris tell you is joining.

C

Because OKC swoop of joining me, that means right.

C

Okay, so let's go okay, perfect.

F

We wait for the slides to come up I'll just say thank you on Jim Galvan for.

E

The record co-chair of the Oh Mac, my the co-chair, is crystal tall char.

H

With interest media, we had a meeting yesterday, so she was here, but she had to go back last night.

C

Yes, where Jimmy is gonna, give us their report for from the.

E

So when he gets there, he can jump to slide number two and I'll just.

A

Speak to it, while we wait for it to come up, um it's a list of activities and what we have been planning and what we actually have accomplished with respect to engaging with the Omak. The top set indicates the set of meetings that we had sort of targeted to have some of the board members will remember from last year and in Bangkok and in July, when we had some womack meetings, we had suggested that we're gonna try a little experiment we had when to have Omak meetings and what we would do with them.

A

We actually did a poll of Omak members and there was no real. You know outstanding preponderance of anything in particular, so we ended up opting to have one meeting at each of the four key events that seem to to co-locate with 40 events that seemed of interest to some consensus of polemic numbers. So that's the RSA data security conference and then we would go to one ITF one I can and then the global IGF meeting.

A

It seems that each of those would give us a little bit of overlap in some cases, but in theory there would be a good chunk of the Omak members who would be at each of those events, and so we would try to have a meeting at each one of those. The other thing that we had set ourselves up for was that we would only have a face-to-face meeting if there was actually substance and some real work to be done and something to be listened to.

A

So as it turns out, we ended up canceling the first two home act meetings. The first one would have been at RSA data security and the second one would have been at the ICANN meeting and.

H

A

Ended up not having either one of those we couldn't not pull an agenda together. That seemed substantive. The other key element of the agendas that we wanted to have so we're trying to create a mechanism for engagement with I sock staff and I saw generally, and so one of the key things was we had set for ourselves and asked of I sock staff.

A

That is whenever had something that they wanted to bring to meetings wanted to make sure that it was an engaging discussion that they would haven't asked for us in particular, so any presentation they wanted to give trying to get away from the model just having meetings that were presentations from I sock stab. So if they had just published a white paper or some other significant activity for which they had created any kind of medications as a result of it.

A

The idea was people were interested in that they had plenty of channels for getting access to that information, and we didn't need to have a you know. A face-to-face meeting just to listen to someone tell us something that we could involve. Read read not had any real discussion about. There was no next step that went with it, so that was the primary reason for canceling the first two meetings. We didn't really have a topic. We ended up being able to pull a meeting together for yesterday, we had quite a bigger escutcheon with well I'll.

A

Come to that in the next slide actually, and our plan is to try and have a meeting at the IGF and again it's going to be about whether or not we can find a good agenda item and a good discussion with folks. In addition to that, I saw as part of its general. You know reorganization restructuring, the way it's repositioning itself there they in the membership group, they now have opportunities for creating engagement and creating smaller meetings rather than a giant face-to-face meeting.

A

Like you know these kinds of meetings, you know big room and all that all the no amenities that go with it and having this kind of thing, we had a number of meet ups. If you will or smaller events with you know, some key people who ever happened to be around.

A

So even the meeting at RSA data security actually turned into a bit of a tech talk with Mozilla, so there were a couple of people around a Mozilla came around and I saw just had a few people that got together in chrome and we had a bit of a partnership dinner again.

A

There were just you know, a few of us there and some senior staff from my sock and I think there might even have been a board member or two there at the time, and you know we just got together and had more of a just an engaging conversation with that few people, one of the it was good to see. You know, I stopped being interested in wanting to create opportunities for greater engagement between people, Omak members and the staff, and so these things fall into that the second list.

A

There is the whole list of strengthening Omak engagement and I. Sog has created a number of events a long way over the year that have created those opportunities and I view those as a feature again instead of having a you know, a big, expensive, Omak meeting for just having opportunities to to network and chitchat or listen to a presentation. You know we curate these smaller opportunities and regional activities for folks, and that's worked out very well for us, so we're gonna continue that into next year. We will actually will likely continue it into next year.

A

As what I shouldn't say, we're still gonna ask them the Omak list again and probably do another doodle poll like we did last year, just to see if we get any new information or if anything, substantive changes honestly not expecting anything but we'll try again the same model, one meeting each at a Nike, an IETF, the RSA data security conference and an IGF and we'll give it another, try and see how it goes, especially since we now have I saw doing its other half with these smaller regional meetings.

A

I want to give another opportunity for all of that to come together and be meaningful and see how it works out at the end of the year before we, you know make this a formal thing that we're doing so considering the experimenting to go forward unto the next slide. Please and I've already done all the discussion about the Olmec meetings in our experiment, as we had last time.

A

One key point: I will add one of the sub bullets there about separating full Mac meetings from mu, Mac engagement, we're just I mean in some ways it's kind of a detail.

A

It's it's an administrative point, it's a little bit of formality, but we are trying to be careful about what we designate as a full o mac meeting and discussion says: I saw just doing its job if you will in creating opportunities for engagement and indents for its members and that kind of thing for continuing forward with the work that it's doing and we're just trying to emphasize that distinction.

A

We did have a bit of a nominating committee discussion on the mailing list, as most of you should be aware, I believe all Omak members and I'm not sure when even the incoming members may or may not have joined yet, but board members are generally on the list, and so there was some discussion about.

A

You know how to handle the relationship between the slate that comes from the board members, and you know versus the slate that comes from the chapter members. We are actually going to try and bring that discussion up again. I want to bring it forward and find a way to come to a consensus and declare an Omak position on that point. Number of people who have been having discussions about even being here at the ITF meeting this week, I can say that I've had several discussions with several people.

A

It's kind of a follow up to that discussion, so it seems like a good thing to actually create a real home at consensus position, which is not something Oh Mac has done in a long time, but we'll take the time to do that. We'll have that discussion there. So that's maybe consider this kind of a heads up to you to for for members who might want to be watching and paying attention that discussion.

A

C

You Jim I mean I mentioned that in yesterday's home act meeting but I just for all trust it, because not not everybody.

C

Where were there actually so yeah exactly the the main purpose when we created the o mark and the chapter advisory committee was that instead of individual chapters and organizations coming up with the ideas and then we we don't know, if that's an issue of one organization or two or or design consensus, is that you guys actually know work with the community understand what is the main position and then once you have basically agreed on something we will, you know, consider it and do whatever you know he's needed.

C

So thanks a lot and thanks for the heads up I, would encourage everyone to also look those mailing lists that you know all of you are subscribe to so so I think we are good for now.

A

Thank you. Thank you very much for that, and thank you also yesterday for the reminder during the meeting, because it did, it really did come up only under any other business, so it was sort of at the end of it. The last bullet major bullet point. There was just about our meeting yesterday. We had you know quite a vigorous discussion yesterday, Andrew jumped into a ball pit for us, and that was a lot of fun. I'm sure there are movies around somewhere, but Andrew started some I wasn't the only person jumping in that fault.

A

It there's definitely a photo of you too. Yes. Well. This is true. This is true. I admit there were several people who took advantage of the ball. It was a lot of fun. I think we need one of those in here.

A

I suspect more seriously, though, a year ago, when even just after I had with crystal had taken over co-chair of the Omak and then Andrew came on board one of the first things that Andrew did when we had the first Omak meeting with with Miss the new CEO was to start something called the ask me anything session, and so, given that we were having a meeting at this moment in a year, Andrew again came to an O, Matic meeting and offered and ask me anything session.

A

I just want to call it out, because I really think that it is it's just an awesome thing. It's an excellent thing that Andrew does and in all of my years, I know that any CEO has has done that before. So it's really quite exciting. To have that opportunity for that kind of engagement, we got a couple of good questions and all that was really a good thing in it, and it was nice, so I I'm sure that Andrew seems committed to continuing to do those things and that's a good thing.

A

Whenever we have an old man, meaning we can have him in the same place, that would be good. We had quite a big heurists discussion from christine runogre and and Robyn Wilton, who talked about encryption.

A

You know security, exceptional access and some of the policy issues that are going on around the world and I saw exposition on these things. It's kind of an alert to the community that there are some activity that they might want to care about, and we had quite a bit of vigorous discussion about it and, of course the ask was was from from staff. The ask of the org members who were present at the time was: what are you going to do?

A

What is what is you're all going to be in this, because I stock is moving in a particular direction here in its activities around the world. In this particular point, so I got excellent feedback from anyone who came to me and anyone that I asked about that presentation. So I think that that was one of the more excellent topics of discussion that we had. We also had a brief update from Olaf Copeland about the cyber report, where that is on that list.

A

That was helpful and good to know to be kept up to date on that activity.

E

And of course, we had a membership program update from Andrew, so the board well Andrew and staff. Have he.

A

Started a new process again for moving up.

E

The for revising the membership program, at least the organ embers, are very appreciative of what's been going on.

A

There and how that has worked. I know that even Andrew said this yesterday he didn't get as many interviews and one-on-one discussions as they would have liked for more members, but I do know that some participated know that I participated, and so they got some feedback from a few people, but clearly they had been listening to the community. Nonetheless, and I know you're, going to hear more about that here.

A

So I will do out on the pier, except to say thank you and from the orc members and anyone that I talked to and they set it in the room. Yesterday, too, very appreciative of the process that's in play here for getting to a revised membership program and what we have seen in terms of what's being done has been well received and many people, a few people acknowledged yesterday and I've gotten some other feedback that suggest them. It's a good thing so definitely want to acknowledge that.

E

To the board, the path that we're headed on and the process by which we're getting there.

A

He is appreciated and just want to acknowledge that, and it also from the staff too, I have to say they're working with Anita and Joyce in particular, has really been exceptional. On behalf of the organization.

E

Remember Advisory Council, so thank you very much for all of that. There.

A

Will be a written report that we will produce to to provide all this to the board just because we had a meeting yesterday and the timeframe was kind of short. We didn't really get all of that together, but for the historical record we will get a written document that would come to you. So I probably should have said this in the beginning.

A

Here we just have these few bullet points as an opportunity to raise some comments to you her for you to hear, as far as where we are and what we've been doing so with that I think the next slide just has crystal and myself our contact information I mean, as always, I'm happy to be talked to get feedback from or if you have questions happy to to take those now or to.

H

The future I know the crystals too, so. Thank you very much. Thank.

C

You and and also I mean, as we discussed yesterday, they they work of the membership. You know with the tires and everything I think that's important work and you guys are following and that I think shows that you know the organization is responsive to today. The comments and requests of the of the orc members so I think that relations it has been strengthened and and I'm looking forward to same. You know where we end up with with that structure so and, as you said, the engagement also of the Omak members.

C

um Any questions for Jim comments for the place.

B

At the meeting, I have a question about this regional meetings, which I think intends to be outreach, not meetings exactly of the omec, and there are several well attended meetings in the regional level. If I don't know if you manage that with the region of the row or you five people from far away places, but if it's the original below, maybe you had this big meeting in Cordoba pepper? Was there the CLT very well attended or like League meetings in in Latin America?

B

So maybe you can also think about apart from IGF, which is perhaps not that that biggest other meetings that could be a good place to to gather attention. We have tried to bring all mock members- it's not easy in original in a region that it's developing and but we have managed to convince some of them to be part of the of the group, so that could be a good place. Of course you have also the chapters that can give you some advice, which meetings are known. Thank you.

E

Pepper um again, thanks, yesterday's meeting was actually quite good, although again it's the it is disappointing that there were more pucks, their numbers and Omak members, but that's something that were working on which but picking up on August point. The CLT, for example, is a really great example of where we could have had a nomad meeting.

E

We had I think there were two high socks staff face involved in presentations engaged, so I sock actually already had a presence, but there was no and it was a large meeting with a lot of people, and so that would have been a great opportunity for a regional Omak meeting. I frankly, have a question about Olivia, because you're not going to get a lot of private sector companies that are the Omak members going to Bolivia, so I actually questioned the utility of that one. That's on the list. I mean I.

E

Think that there's some you know in case. That's just the observation.

E

B

Regional IGFs, which somehow makes sense but I totally agree with you that there will be very, very few former members of potential members in that meeting and the CLT was a huge meeting. Unfortunately, I couldn't attend because it collapsed with other activities and had also laconic. Meetings are huge meetings with a lot of companies attending I'm, not saying that the IGF is it's a bad idea originally, but I think it could be complemented with other presidents. That already exist, because there was some icing and.

E

You know there's a whole separate discussion about IGF as and some of the regional IGF meetings and utility for members, so I just questioned I'm happy to talk, take it offline and talk about that. One in terms of the the efforts required and it's just about ROI right, you're gonna have to have people. You're gonna have to have a meeting. You're gonna have to bring people it's and the just return on that. One I think is going to be extremely low. I just questioned whether it's worth the time people resources travel to do that.

E

But again it's it's a judgement. Call it's you look at it. So it's not original IGF, meaning cool, but not all regional IGF meetings or not all regional meetings are actually equal in terms of the return on the effort required to have a meaning.

C

Thank you any any gym. You want to answer if.

A

I may thank you Olga and pepper. Let me offer two comments about this discussion about to win in and where to have meetings, and why one of the things that's really important to me and I know that Kristin. Why it's been quite a bit of time talking about this and we do try to work this through with with Anita.

A

Is we want meetings to be engaging and want to make sure that they're they're, interactive and they're useful for the members, so we're focused at the moment on meetings serving the broad set of Omak members and we're not focused on trying to divide up the members into groups and finding ways to deal with them in particular, so you know creating an engaging meeting and using that, as a criteria is often you know kind of an issue because, as you can see, we've already did not have two of the face-to-face meetings. We thought we would have.

A

We just couldn't get enough people together that you know actually wanted to have a significant face-to-face interactive session on an issue. The second comment is on this issue of regional meetings. At the moment, the line that we're we're choosing to draw- and it really is just the choice we kind of- have to watch how this develops and how it happens, is not to try and have regional meetings and call them Omak meetings in particular, which is why we're very supportive of what I sock is doing with its engagement activities and calling them in that context.

A

And that way, you know, I said I can reach out to Omak. Members, who might you know otherwise be in the area and I saw, can have an event, and it can provide an opportunity for engagement, whatever type that it wants to create, rather than a meeting of substance that we might call inhuman meaning, you know, frankly, to be honest, we're having enough trouble just trying to get the broader global set of Omak members organized enough to want to be involved.

A

I'm not inclined to try and get how to divide us up into regions, figure out how to get us involved and engaged I'm more inclined at the moment to let I saw you know, pick up that side of it with its regional bureaus and the activities going on there. I know, speaking personally for myself, I mean the regional bureaus and some of the stuff that they do is really quite exciting and really nice and I'd.

A

Rather let that develop and let ice not develop its membership engagement in that way and we'll just focus the the Omak meetings on the broader said of us and hopefully we'll meet in the middle somewhere long way. So I'm not gonna, not gonna, push in the direction of regional meetings. Just yet, oh no wait to see how I socks, regional bureau, engagement all develops, and hopefully, no after another year of experimenting, I call it.

A

This is what I said to Crystal when we first took the job, we'll just experiment for a couple years and see what works and if we have some success, maybe we'll do it again and if we don't, you know we'll we'll move on and let someone else be chair and let them try something else. It's anyway. That's some thoughts about that. Thanks.

C

You think you saw my team any other questions. Andrew.

A

Just to follow up on this a little bit as well, I I think that it's important to remember that you know the Internet Society staff are are really sort of responsible for attracting I mean. That's part of the reason that we have you know on partnership and Community Engagement staff, and so on is to make sure that that we are the that we provide the mechanism by which we can.

A

We can engage new members and potentially grow the membership, so I, don't think of it as the responsibility of the Omak, for instance, to try to expand our regional membership of organization members, but instead it's really the staffs job to make sure that that we're an attractive organization, because I think you know with Jim if I, if I can paraphrase you is suggesting, is that you know you have the meeting when the when the interest is there rather than having the meeting to try to drive the interest.

A

So what we're trying to do is actually expand the membership more generally, and if we were able to attract a large number of organization members in the lac region, for instance, then probably at a regional IGF. You would discover that the word number of people there was critical mass and it would be trivial to have a meeting on the problem.

A

Right now is that it's not trivial to have a meeting anywhere as Jim already pointed out, and that's because we, as an organization are letting our membership down I feel that you know we're not we're not actually offering enough value that people are engage with us. And so that's that's.

A

What I regard our professional staff, the job that we have to have to have to deliver on all right and we're gonna talk a little bit more about that later today at the meeting, but I want to acknowledge that the I think the Omak is working as hard as, as can be expected of volunteers, to be driving that interest and really what we have to do as an organization across the organization. I, don't nearly mean the professional staff.

A

We need to to be so interesting that people want to come to these meetings and and then it's easy to have a meeting, because you know we're doing such interesting stuff. I thought that, for instance, the discussion around encryption yesterday was something that was really quite good.

A

It was a it was a you know, I mean there was some optimism there, but also a set of challenges that are very, very serious, and what that of course means is that if we can engage with our membership in order to do that kind of thing, then over time we grow, we make the membership bigger, because people recognize ok. Those I saw people they're working hard to make the internet for everyone. Not that to me is that is the positive dynamic, but I, hopefully, could we can work?

A

So thank you very much for them for the work in that in the church.

C

The absolutely and you say we had a discussion- I mean regarding another topic, but is the same thing that that does the order in which we have to do absolutely I, fully agree, I'm doing like small band-aids I'm trying to fix things. It's not gonna work is better to just work. You know I'm bottom up, okay, so so thank you. Dean thanks a lot for the presentation and for the meeting yesterday and well, we keep in touch and thanks for the headsup as well and.

A

Thank you appreciate the time.

C

Thank you, Jim, okay, excellent, so so the next and we again apologize for the meeting management. I mean time management this morning, but we have so many remote presenters, I'm, always in touch with Kevin. He tells me when people join and and Jason joined a few minutes ago. So now we can go into into agenda point number 10. So Jason. Can you hear us? Yes I? Can you can hear me all right, yeah, absolutely very loud and clear, in fact, so thank.

G

You and the floor is yours, sure, thanks and apologies in advance if the internet access gets a bit spotty I'm on Wi-Fi, where I am so thanks, everyone for your time, my name is Jason Livengood and I'm, chair of the ITF LLC board and long ago, served on the ice. Awkward, so I definitely understand all the things that you're going through today and congratulations on the new members for the AGM. So if you can go to the next slide, please great so yeah adjust my screen here. So these are the board members the board.

G

This is the first full board. We kicked off at the March ITF meeting, so we're quite new. The LLC was formed really one year ago in August of last year, and then there was an interim board until March of this year and at that point this first full board is the one that took over so my ano Kovach ELISA Cooper myself, sean turner and peter vanastra.

G

So some of you may know Peter he heads up Center in Europe, so has a lot of experience in this community and Maya is at the World Bank a lot of expertise and fundraising and sponsorship, and so on. That was the internet space well also, and of course, ELISA and Sean are you know a longtime core members of you know ITF, and so you probably know them quite well next slide.

G

So just in passing here, what we've been trying to do is really to satisfy the community's request for more transparency, about what we're working on and when we're meeting and so on, and so we are trying to do a few things. One has published our agendas and, of course, our meeting dates very far in advance to give people an opportunity to provide us feedback and to participate, and so on next slide. Please so we've gotten a lot of work done.

G

We are in this really intensive initial phase of bootstrapping the organization and so there's just an awful lot of work to be done. Very foundational work really kicked off in May with a few days face-to-face meeting and one of the first things that we started off with that Peter guided us through was an analysis of our strengths, weaknesses, opportunities and threats, which is really kind of an internally focused assessment and then an externally focused one, which is the political, economic, social and technical challenges so trying to sort of start off with okay.

G

We know what you have a lot of work to do, but you know what are the strengths of the organization? What are the things that we need to worry about? What things may happen outside of the organization that will influence us and, of course, one of those things we can see at number, seven, which is the change in the u.s. political environment, with new export regulations that pertain to Huawei.

G

For example, we've issued a bunch of RFPs which are really critical right now talk about some of those later we began a search for a permanent interim excuse me, a permanent ITF executive director set up a lot of insurance coverages, as we've moved off of ice ox coverages onto our own, and we began some consultations and I'm going to talk about all these later on. So I think we can skip to the next slide.

G

We have a lot to do in the the near future. This is really our goal for the next roughly four months: hiring an executive director, job number, one finishing policies, our first budget as a full board and a bunch of RFP, so lots and lots of work there, some of which I'll touch on in the upcoming slides next please.

G

So this is the current fiscal operating budget. We sort of inherited the budget structure. If you will from the interim board- and you know not boring you with the details right now- I think the the key bottom line is we're on budget on target for the year.

G

There's nothing unexpected that's risen, so the interim board did a good job of setting us up with an appropriate budget, and you know I think this year will probably break out into more detail, and this is just a summary, of course, but into more detail some of the categories that we can be more transparent with them. I suck. Excuse me, the ITF community. The important thing here as well as this is the first year that we're having to live within our means.

G

If you will so, we have to set a budget and we have to meet that budget and in all the prior years, really as an ITF, there was always the ability to well. If we went over budget and we had more costs and the revenue wasn't what we wanted.

G

We would always come back to I saw I can say uh you know oops at the end of the year, we need to have a budget hole filled and really this is the first step the first year in saying we're going to live within our financial budget and we have to manage our cost more appropriately, manage our revenues and importantly, have to start making with our community cost benefit decisions, and that's a new thing for the community. So it's it'll be interesting.

G

Next slide, please we also have an operational reserve, and that was part of the internet society, helping us getting bootstrapped, nothing much to say there mostly. This is just letting our community know that we do have one next slide and the endowment thanks very much. I know this was a commitment that was made to transition from the internet society to the IETF the endowment and that commitment was made maybe a year or so ago, and so we've just gotten.

G

That done really appreciate all the help from I Sauk staff to get that completed and we'll be doing much more detailed reporting to our community about the size of that endowment and where we're going so roughly. The the amount of money in right now is about three million u.s. dollars and the important things to bear in mind. Here.

G

One we've communicated with all our major donors that this transition was happening and we are now going to begin a process that I think Maya will likely lead us through because of her experience, doing similar things at World Bank to develop an investment policy strategy to guide where the money is invested, but, more importantly, to guide. What's our strategy for fundraising?

G

What's our financial target, who are the types of organizations that we're going to pursue and that's a really critical process to go through before we start to refocus on again raising funds, and so that will take a few months to get through thoughtfully but will likely lead to new organizations being targeted, whether those are foundations or governments or what-have-you, and certainly in large companies and individuals as well.

G

Next slide, please. So the major service that we have the major service provider is from what we call the Secretariat. So the Secretariat services they're the ones running our meetings and doing all of that execution. It's an incredibly important part of making sure that the ITF is working and originally when I came onto the board and the rest of us came on.

G

We realized that the main contract was set to expire at the end of October, and we felt that sort of unnecessarily risky for two reasons: one that was a mere three weeks or so before an ITF meeting and the prospect of potentially changing. If the Secretariat right before me, meetings seemed a little bit risky and as well, it just seemed a bit rushed from an RFP and a selection process, and the current provider, which is AMS, is doing a great job.

G

So it's not a criticism of them, but you know was planned to put this out to RFP. The other important thing that we're doing is over time. In that contract we've had lots of other add-on services put into the contract, and that's made things honestly a little bit complicated and so I'll use an example of like IT support services. If we wanted to make a change and something there, it required going back and changing a lot of things in the underlying main agreement, and then you realize only later on.

G

Oh, there were three other things that were also affected, and so we think from a simplicity, standpoint makes sense to break these out into individual contracts. It will make them easier to manage, and so that's one of the things we're doing and of course you may have one provider winning several of those things, but I, think the simplicity of being able to put them in individual contracts will be a lot easier for us next slide please.

G

So this is the big work effort for us, the search for an executive director and the big news here is we had a hundred and thirty-four applications which honestly blew our minds.

G

We thought were worried perhaps that we would have too few applicants, and so we did a lot of outreach and I have to say we are humbled by the level of interest, and you know those applicants are all or many of them, most of them very, very qualified, and for us we felt it was just an incredible statement about the value of the idea, the community and for the internet as a whole, and the fact that we could really get that level of interest for people with those kinds of qualifications.

G

We thought was fantastic, so we've been in the process of whittling those candidates down. We've actually used the same recruitment firm that that you all used when you did your CEO search and so they've been great so far, and we're really in the process now of arriving at not just a short list but sort of the the finalist list.

G

If you will and because there are so many, you know qualified folks that may take a bit longer in terms of when the selection may be made, but we're planning to do that, certainly before the end of the year and hope to complete that transition before end of year next slide.

G

So a policies, consultation, I, should say at the at the outset. One of the things that the ietf community was particularly worried about was that we would sort of go off and make decisions somewhat unilaterally and wouldn't involve them to the extent that they wanted, and so the first big thing that we had to do was to establish conflicts of interest policies, anti harassment, whistleblower policies and so on.

G

Some of those legally required and covered under our memorandum of agreement between my sock and the LLC, but others that we felt were best practices for an organization, and so the first thing we had to do was establish. What will the process be for consulting with our community and how will we be really transparent and I? Allow a lot of comment, and so that was sort of the first order of business, and then we really did a sort of test run as it as it were.

G

With policies for this, and so the first thing we did was created a project on github, which is where we put all of our documents. People could create issues there and a lot of our community are very comfortable with github, so we wanted to use a tool that they were conversant with. At the same time, people love email lists and they've used those for years at the ITF and elsewhere of course, and so we established a consultations, email list as well and accepted comments. There's in addition to github to kick off the process.

G

We convened a webinar and conducted that, and then we recorded that so that people that weren't able to join because of perhaps the timezone we were in, they could do that and watch it later on. And then we opened a four week comment period to allow enough time for people, especially given summer vacations for those in the northern hemisphere to to comment and then right now we're in a process of reviewing all the comments and we will be be be making revisions to policies and I.

G

Don't think that we had any really foundational comments that would require going back out to the community, but if necessary, we won't. You know sort of rerun that consultation process and it's sort of TBD and then the last thing that I should note, especially because I know the internet society, because if the agreement we have requires many of these policies, maybe a couple of comments.

G

One is that it's one thing to put the policies in place and say that we have a policy, but it's important for us to have a compliance program to make sure that we are checking up regularly, that we are complying with them, but importantly, to make sure that we're doing the right, training and communication with the people that are affected by those policies so that they truly understand them.

G

They understand why they're in place- and you know what they need to do- to comply with them and then finally, I would say in particular around conflict of interest and code of conduct.

G

We have tried to set a very high bar for our community and for the people that are affected by those policies, because we know that it can be very easy for conflicts to arise, and it really goes to the heart of establishing trust with our community, and so we've tried to set a very high bar and you know, go on you know above and beyond, even what maybe ice ox policies are and some of these areas so we'll see next slide. Please.

G

So we've got lots of ways that we can be contacted, and you know this is sort of the the sort of litany of all of those. In essence, this is about us being very, very transparent, with our community about how to contact us how to reach out to us and so on, and one of the things that you'll see added in the future. Once the policies are finished, we will also have a contact form for whistleblower contacts.

G

People feel that they have observed some sort of conflict of interest or some other sort of ethical problem or harassment. Problem they'd be able to contact us to report that either anonymously or by name so that'll, be coming in the future and, of course, the policies link.

G

So that's it I think the final slide is just thank you. Thank you for certainly your time today, but, of course, for your support of the LLC. Obviously we are a part of the Internet Society as an organization as a disregarded entity and we think there's a lot of continuing alignment with the Internet Society and we appreciate very much the long-term support that you're providing for us and the work that we do and I'm happy to take any questions. If.

C

You have them. Thank you very much. Jason I think this is a great summary of what you guys have done, and I myself was serving in the initial board and I I mean the first thing I told Jason is that they were gonna, be extremely busy. This month.

G

C

That was true because they have done a lot of things and thanks a lot for actually, you know pushing on those action when some of them are extremely important for for the future of the idea. So I would like to open the mics for questions. Any questions for Jason seen it was kind of comprehensive. You know I just.

I

Want to compliment Jason that was just an excellent presentation. That was really that was really well done. I feel I have.

H

I

Complete picture and I just wanted to jump in and say.

G

Great, thank you. Yeah.

C

No I mean I, think yeah. You cover most of the questions in the presentation, so so don't take this as lack of interest. I think.

B

C

John has a question: it's.

A

My favorite topic, I mean I, agree, I mean this witness. Was this really it's clear that every you know, even though this is like jumping on a horse, while it's running that the worst, but it seemed.

E

To be more of us under control and I'm, just wondering to what degree do you have you know? Do you know what the plan is for the endowment? It's like it's too small, too big to ignore, but too small to be very impatient contributors to the budget.

G

Yeah so on the endowment I think you know the few key things that are really in front of us, I think go to where we want to go in the future, which is I, think we want to grow it. We want to grow it very substantially, which probably means over time that we want to be at a level of funding over a hundred million US dollars. If we, you know, really believe that there should be enough sort of investment, income and interest and whatnot that could potentially fund regular operations for the ITF.

G

It also says that we very likely you're going to need target. You know the kinds of organizations that we have never really routinely had contact with. We think there are a lot of those out there that would be potentially interested in supporting this kind of effort.

G

We think that we've got a really great story behind it, and so you know we think that will be a good strength thrust, but we know that it's going to take a lot to decide how to focus in different regions of the world and to have, rather than a uniform approach, that we would apply everywhere to every sort of target audience if you will or every prospect it's going to probably have to vary by region and by sector, whether that's a nonprofit sector or a government sector, a commercial edge provider sector, and you name it and so how to hone that that sort of marketing strategy or sales strategy, if you will, is going to be a big focus, and then you know how do we have people that are out doing that fundraising and how do we incentivize them to do that?

G

You know: that's I, think going to be complicated. Take a bit of time to figure out what we're talking about this clearly is a multi-year right yeah. It is I, think the initial process that Maya will be leading us through because of her background, doing similar things at World. Bank is you know, sort of developing and leading us through development of that strategy and that targeting and where do we want to go financially and, of course, Sean as our treasurer helping devise?

G

What's the investment policy or investment strategy, how do all those dollars get invested over time? So I think you know realistically we're four or five or six months away from really having a firm strategy and then what the tactics are to get there we'll take a bit of time and honestly we're pausing it a little bit because we feel the higher priority is hiring a really strong, permanent executive director.

G

Absolutely having that person be a key part of leading us through this, and so we want to sort of get that done first and have them involved very closely in the development of you know what the strategy and execution will be because they're going to own a lot of the execution.

C

Okay, thank you any any other question. Oh okay, perfect! So this on thanks again and well, we keep in touch one. Although she's Oh sounds.

G

Good, thank you enjoy the rest of your time in Montreal and.

C

And yeah, thank you bye-bye bye-bye.

G

C

Okay, so so now we are moving to to the next point on the agenda and Eduardo joined. So wait. Let oh, can you hear me? We cannot hear you so keep talking until we fix that now, it's perfect okay, so Edward is gonna. Give us the report on the chapter advisory committee so give.

D

Me a moment to focus.

C

Okay, just just hold a second Eduardo. Okay.

C

So we are so jealous Eduardo, we are here stuck indoors and you know there. It looks so nice all.

J

Because of the bus, I have a house in the country: I come here on the weekends, okay,.

C

Very nice, and thanks for taking the time during the Saturday, actually yeah. Of course, no.

J

Problem: okay,.

C

So Kevin ease okay. So then we have this light there. So the floor is yours Eduardo. Thank you so much. Thank you. I want to thank the both parties today.

J

For allowing me to report on the work that we have been doing and we're doing our part, sorry Council I just want to make a caveat here that you know the things I'm going to present here are not necessarily my opinion. This is a a presentation of the work with you and these things that we have been discussing.

J

So you know if I mention myself saying that is the okay and feel free to stop me anytime, and if you have any question so next one please thank you basically I'm going to show you who are they committed? The committee members just for you, informations is nothing different there and we want to talk about the work that we're doing on the advice. We have created a new advice template to make simple way of communicating and make it formal.

J

So we, you know, we don't get lost in translation and that what that means that when we send mails and advice we know which we are talking about and give you a an idea of the current work that we're doing on the advice and some of the advice I've been working on and discussing and some things to look ahead, so they can move to the next slide, please so just for information.

J

This is this is the same group that was there last time, so we can go to the next one, okay, so so what we did is from now on when we send an advice to you or staff, we're going to use this template, which is very simple. We have the title of advice the year month day and count if there is more than one advice in that specific date. For example, you know advice 29:13 that one and the advice, the title of your points of the advice and the day would was created inside the advice.

J

There will be the data that I was created and different mental story, so we can find out. You know how this this doctrine has been transmitted to you coming back and so forth. We can keep the track in you know. If this SC meeting is SC committee is not here next year, then you know taken you know where it comes we'll be able to track where this document is also. We want to provide the background information supporting them in documentation, any consultation that we have done with the chapter, a C's and so forth.

J

So and the actual advice that we want you.

J

This is what we're going to try it, and- and this is where we are developing the advice from now on and that's the way. If you look at the files on the commentation in the steering committee, a box area, you would see those advices. Are we working on using this type of template?

J

So if you don't have any questions, this is just so you know so.

C

This is I mean it's great, to add clarity, as you said, so that we don't drop the ball on anything, um I mean what I didn't get is like. Will this be kind of in our tracking system or you will send it by email or or.

J

Now we don't have any interactive system, it's just that if we send this by email to let's say the the ot circuit areas. For my advice, you know every that week, with every time we have emails went back and forth, we can address right advice. I see. Well, we have seen before is I was saying you saying it now it comes back there. Then we send another one and very hard to follow. Okay, basically, that's it I miss this place, nothing complicated! It's just so Kenya, there's.

C

Like a fog about any.

J

Specific advice: yes, okay,.

C

Thank you this time behind ya understood. Thank you.

J

On this one, this is, this is saying the visor was saying before, and there was some emails come back and forth and it has to do with the changes to the proposed changes to the chapter by Sir committee charter and the this this advice, my student, all as you may know, we have this informal talk like a few weeks ago. The process that was followed to reach whatever concerns of outreach at that time to make these changes was not a correct process. There was a process already in the chartered.

J

If you look Section 10, where it says that you have to do these changes and and approve them in a regular meeting, you know conference call and they have to be searched of delegates voting there being by proxy or attending the call in order to prove this. This was not done that way. This Western, virtually you know, and people who voted or wish consensually.

J

So the Cohen SC committee team decided to put this on wall because you know they're not critical changes to be charged, I mean we can we can. We can work with the chart that the way it is in my know be as efficient as which we may want, but it's something that we can work on and we don't want to. We decided that we didn't want to explain time doing this at least I'm going to focus on something different, one which you know this.

J

Whoever wants to bring this up again, it's there, but and you have to make sure that it's have to be done this this this way, the way the charted tough so I'm. Just wanting for me that we have put this in her on board, so there would be no more emails regarding this okay. Thank you thanks, okay, so the next one, please the next one. The next one is that a discussion topic that Wow mandate is this.

J

Did we open this since the beginning of the steering committee or after the first year we have been working on this for the past two years, so basically at the idea was to get some kind of fellowship people that we woke up.

J

They called wrecks country country could go there and wave registration, long story, short I stopped suspended, dad, there's a new fellowship strategy in place and and basically what's included Ally for you was not successful. So we have closes discussion topic because we don't want to spend more time on something that have been suspended and concluded. That was not successful, especially now that there is a new strategy.

J

So are there any questions about this? No.

C

I think it makes sense, as you said, I mean we're restructuring everything, so it doesn't make much sense to follow up on that. So thanks for there for this day to some date, yeah.

J

So that's something that we want. We moving out of the our discussion, so the next advices are it works and I have the next buys its are things that we're doing in there an in-progress and the first one has to do with I, so chapters gatherings and industry events- and this has to do with the fact that there wasn't I- think it was I can in Kobe that I saw even I saw you know the portrait she was there.

J

There were many chapters because I you may know that there are many chapters, I saw chapters, a participating, icon and a large structures and otherwise- and we always found very when I'm seen we the chapters and find a very good time since we are all together. There are most of us, or some of us are together in this meetings and I'm taking I came as an example to meet, and not only to meet and networking with each other, but to meet and and meet staff people from from I, so that we heared some.

J

You know we hear their name, we see them in email, for we don't know them personally, and sometimes some of these tough people goes through these meetings and and they just know, they're there or people don't know them. So you know we are working on putting some background information on this and we're going to basically recommend that that I should do some kind of formal informal meeting in major industry events. What our major industry events for the assumption that we need to define and and see how see, how ego.

J

So what there is a the last meeting in I can that was in Marrakech Christine help us in talk to the local chapter and they they got they put together a leader get together and I, don't know if you have seen the pictures. They were more than 20 or 30 people there from chapters from that participated in ICANN and the local chapters, and it was a great networking event we already send in common about how this can be improved, because I think it should be.

J

Something say that at the beginning about you know from the local chapter and who's who all the chapters are there, so we can set the mood for the for the rest of the occasion so that that was very good. Does the type of think we are we're looking at and discussing and I think it would be a very effective in the sense of you know, gauging and meeting people that we don't have any other chance to meet personally.

J

So this is one of the advice aware that we working on we are under discussion still, and so once we've finished with our discussion and and get comments from the chapter, we will get back to you on this. Are there any questions on this.

C

So Andrew and Renkin speaker.

A

Thank you for this. This is really interesting, but I I think a couple of questions that immediately come to my mind, which would be helpful to to understand. First of all, um it would help me to know to understand this a little better if I understood what I saw clad meant. So from my point of view, the Internet Society is not just staff, but it's in fact. The entire organization and the example that you were just giving actually was a gathering that was led by the chapter right.

A

The the staff really didn't have very much to do with that and I thought. That was a great thing that you know the local chapter. I wanted to do something in conjunction with this thing was happening locally and the staff didn't you know, I mean we were happy to to help with coordination on mailing lists and so on, but that the staff can have certain events that the staff plans, events were that are widely announced and then other things happen that the community organizes itself and stored.

A

So that's what you mean by I saw, but I think that that's a great thing I'm just trying to understand that. The second thing that would help be is to understand what major industry events are because I mean this is a big industry. I can think of a lot of different things there. So those those are two things that be really helpful. Thanks.

J

We have one of the things we need to define this. Somehow you know major industry I agree with you, it's it is everything, but it's not that so and in fact we're working with a Christine on you know if they want some kind of a list of events, and things like that, so we will narrow that to do something that makes sense and and subtract it. You know we don't want to work everywhere and do this.

J

Doing it and, like you said yes, this can be chapter left with the help of coordination. That's what happens in many other questions. Yes,.

C

Peter yeah.

D

It's more procedural one: when do you expect your discretion will be finished and this advice will be put forward to us.

J

It will be sooner than later,.

J

J

If personal expectation I will be done before the end of this year,.

C

Thank you any other questions for Eduardo. No, okay, thanks a lot and then Edward when I always do you not have regular um calls one-on-one so that you know we can. Basically, he keeps me up to date. I keep in a tit as well, so I think the communication channel. This is quite useful and let's continue doing that. Okay.

J

Thank you, the next one please this has to do with the ISO trilogy program. This is.

J

Something that we have been talking about even before the new strategy, a strategy fellowship truck, came out and basically has to do with the IDF and the fact that only the follow Chi programs per year, where focus only to be used- and there is a feeling around that age discrimination.

J

You know giving opportunities people over 40. There are many many people, others accident, that can be engaged with the idea and- and there are other things that alright I don't know all the details today. It would be part of the background that we have put together and basically you know we have been discussion since three months ago and then the new fellowship program came in and.

J

This is something that you will see coming in for consideration. Maybe know this. You know now, but maybe in the future years when things get with you. So that's what I have to say about this. So.

C

What what is the I mean if you could clarify a bit, because at some point we discussed that right.

C

So so your point is that H should be a factor, but not a definite factor or shouldn't be taken into account. Or let me just understand the discussion with going on the.

J

The what what we want we want to see is the fellowship program for the IEF. That is not H, CAF limited, so everybody can participate right now is H cup at forty, so you have between 18 and 40. If you know you're off you're on your own- and you know these fellowships I know their new program is looking for effective and it's effective in effectiveness and so forth for young young leaders, which is okay, I mean III I.

J

Think that's a that's a great way of looking at, but you know there are 45,000 plus chapter members out there and some you know one way of engaging them in I support naiinaii in at the global level, but in local level is to allow them to go to this type of pivot. East and you know see for themselves what is coaching about and so about meet all our people that are involved in this arena and you know getting it from there. That's all I can say.

C

Okay, yeah no I mean like our way of thinking and I know that we have been discussing this in the board. Is that um I mean there's different factors and it's not easy to come up with a simple room for that, but I mean I. Think what we discussed. It's like. Let's say that we were to look at the curriculum.

C

I mean there's no way like a 20 year old guy he's gonna have the curriculum of a 50 year old guy in terms of experience, and things like that, if you are looking at publications the same thing so in that sense, it's it's a matter of kind of you know giving them a program that is tailored for, for the youth I mean as us, as you explain so, but well I mean like we can discuss those points when, when you know exactly our position or or you know, yeah.

J

I I understand you know what one of the things that you know we look at and we you say, I can as an example again because most of all participate there. They have two different programs. They have one fellowship program for everyone right.

H

J

Have one it's called the next gen, which is targeted, University students are doing research on internet issues and those are targeted to that population because if they want to engage, then basically I mean that's. Okay,.

C

But yeah, because that was basically my question. If you were challenging the program or saying that we need to tackle that different population in a different way, because yeah maybe I mean you're right that that you know one size doesn't fit all.

J

You know we got at the end of the person, the worse the end, I'm gonna, fellowship ok,.

C

So then maybe we can continue. Ok.

J

So are there any other questions about this.

E

On time you're fine, now you find you say: let.

J

C

You still have 15 minutes, okay,.

J

So I will finish before that. So next one please so here you have it there. This is a relative new topic was brought by one of the team members and basically she's concerned, and this is Susannah very from San Francisco, but it's she brought this as a constraining to the group that she was looking for the non-common here, we're talking about the non con that the policy is put together to to manage the process of finding to.

C

Put together this light, yes, they know, we call it a I shot. Nam Kham guessed, the.

J

Iso calm and there is nothing published about how the people that participate in this Nam Kham. How are they selected so.

C

They are selected by the board: okay,.

J

But there's nothing. This top Singh published there they're selected by the board, including the chapter representative, about the participation right yeah.

C

Exactly so one.

J

Of the things that we are, we have needed to discuss that we're starting to think about is that maybe we want the to have a process where the chapters recommend you know 50 people to you for, for the big bore of those needs to select form I think this is more transparent and the anything, and if this process, you know selection, I, don't know if you have a process of selection or then use appoint people by the finger I mean I, don't know yeah.

C

So I can I can admire, because this is a really good point and actually I I meant to bring it up with you at the end, because we have been discussing with Jim and they and they all match, as well. So with the organization, people and and I think that you are completely right and the the the future as I see. It would be that both all Mac and- and you know you guys basically um put together- you know a group of like individuals to serve in a noncom.

C

Then we will have probably um trustees as well to make sure that the process is okay and and to see how the process, and then you know, put together the slate that the communities will vote on. um So now the discussion with the orc members is being that they thought I mean, as you know, actually is the same noncom, putting together the slates for both orcs and chapters right. So in that sense, it's so they're actually discussion, which is not a proposal. Yet they are just discussing it.

C

Just to be clear, was to have two separate noncoms one that would do in this late. For the chapters that would be formed by board people and chapter people and one that would do the same for orgs and it would be formed with our people and trustees, so that was one thing and, and then you know basically moving from there at some point you know it would be kind of. As you said, it's have they're selecting their own members in a noncom and the saint works.

C

My reaction to that and I think I had talked to you as well. Is that what we would like to say is that both advisory committees are active enough and mature enough and responsible enough to be able to do that and- and we've been discussing kind of you know, lack of engagement, sometimes in terms of you know the orcs and- and you know in the past a few years ago. We also said that that could be a problem for chapters. So in that sense, um I think.

C

The best thing we can do this year is a chairperson of the Athene. Noncom is to do a course for candidates and that which, which I think we did I mean, although we'll we'll fill the details, because it wouldn't be the process, but anyway, I mean like, as you said, maybe it wasn't clear to make sure that the community, everyone probably involving you, would be a must and and then with. Basically the volunteers we get, the board will basically decide how to enoguh wants to explain how it's actually done.

B

Let me tell you that we always make a call to organizations and chapters to appoint members of Hong Kong by the way. Last year we had when I chaired the noncom, not last year the previous year. It was, you know at least no more. Why and we have Madalena Mendes from Costa Rica, the once I know from the region and I, don't remember others, but that that call is open and I.

B

Remember when Aubrey was chairing the chapter advisor committee, I I contacted her in having this idea of the chapter advisory committee, helping us in finding volunteers for the Hong Kong, and she told me that, after consulting with the chapter advisory committee, that was not in the Charter and in the mandate of the chapter advisory committee, so that that has been that has been done when not when I was chairing the non come by the previous year when I come, so that that call is open.

B

And let me tell you it's not easy to find volunteers, because it's a lot of work. You have to devote time for interviews. You have to devote time to review all the information TVs and background of the different candidates, and then you have to have cause to decide which are the the best candidates. So I think the call is open and I don't know if the Donkin will be divided or not. This is something to be decided in the future, but there is always a call for volunteers, so I don't see where the this increase.

B

Transparency is a point to, and maybe you can clarify that to me. Thank.

J

You for the information, yes, the the thing is that none of what you're saying is published anywhere. As far as we know, it's maybe in your mind, but it's not publish anywhere. We don't know what criteria of you know what criteria you're looking at on the people that you want to have any non-pom, because really you don't want everyone, I mean that's that's or you know, if, if the chapters need to do a process to select people to send to the non count for you to select from that, that is that this is all about.

J

Having the processing place that people can look at yes, I know, you've made a call, but you know when people look back. There is nothing in the in the website that says you know for noncommutative. Xyz is what we do and, and so for you has to do with that. That's that's what I'm talking about transparency and tell you about that? Okay,.

C

I think yeah I think that that's understood so so we will make sure that you get the open call when we send it and and to be clear, I mean we are not asking you guys to screen the volunteers in any way, but we just want at least a volunteers. So in that sense you know we will.

C

We will make sure that it goes to the right mailing list that you know the information is clear, the process and we can run it for you and you can read it and say a piece is still not clear and we can agree on a text at least explicitly matter, because I agree that this this this is important to get right and- and you know, if you think, is confusing- we need to fix that absolutely okay,.

J

Thank you, Thank You, Olga,.

C

Yes, one second I I thought speed. I want to say something, but.

D

C

Has Peter yeah.

D

I think we should include into the process all this election committee, because it's the same problem.

C

That's a very good point, so so the election committee. It also has yes Peter except external members and and that's a very good point. That's actually and my.

D

Experience from former years is that it needs really some interesting to get a candidate either from chapters AC office. I think you are right.

D

C

Yeah and what has Peter and Olga said that does exactly the reason why I wouldn't feel comfortable offloading these two to to the advisory committees, because I don't see the energy and they mature earnest. Yet to do that, but but that's clearly the idea I mean I would love to do that, because I think it would make a lot of sense, um but anyway, for now, let's make sure that we we get as a good stream of candidates can basically put in those committees and- and then you know, if basically, we managed to improve things.

C

That would be great, but you know first steps, first, um improving communications, clarifying things involving Eduardo and, of course, team and the other guys. Probably we need to do that for API, yharnam come as well, when we have know that that doesn't have external members yet and for the election committee. Okay um noted. Thank you, okay. Thank you.

J

So much so looking it to the next one and I think this is last last last slide. Basically just want to give you some ideas of these questions that we start into having in the actual committee. We just how they you know we look at the fellowship study is update, and you know this is something that we felt we you know.

J

In fact, chapters were not included in the process of developing this trotty I mean like I mentioned before there are thousands of members out there that who have helped I mean I'm, talking of thousands but many like to have help in giving input into the strategy strategy when it was being developed. I'm not saying this strategy is from good, but it's something that is feels as we took a top-down approach and this I will be racing to the oil I.

J

So it's a rhetorical question a place now for you to answer, but this is something that we got just getting pushed to the chapters and- and this is you know, this is something that we're seeing we haven't seen for a while, for example, you know this this. How good is to have chapters including their this?

J

Is it I, always say the example of the latest mo huge chartered letter that we all signed the first version of Darwin created a lot of havoc and and then I soaked request a comment from the from the chapters and and the MOU develop into something that was a you know, mooring, a consensus approach with the chapters, and it was so good the final document that everybody sign it, except two or three-year chapters, for whatever reasons they have so you know I'm, just saying that you know seeing these things happen, please consider including the chapters, so we don't feel cluded from this and it doesn't feel like it's getting push, which there's a lot of questions about how this is going to be implemented and again, if there is a group of people working on the implementation of this, please you know, as the chapters who wants volunteering help with this, just to get just to gather their input into the process and and and we will see all included in this- so that's that's all you know, that's the the you want.

J

Some of the discussion that we have had in the Advisory Committee and then we had another discussion on the condo and kind of condom that is being is already published in the the website is it's again. We were not included in in this when it was put together, it's same, it's not the Fellowship's, trotty and, and also we look at it, and there are things there like.

J

This include only relevant porches for hearing and message it with replies and- and you know, I know it's under and heading of etiquette and things like that, but it's all under the car of condom. This is not probably cut up condom. You know, you know, you know using profanity and things like that. Maybe you know it's more in tune with the core of condom, but it's all these things are mingled in there and it's it's just you know. If you look at it, you will see this.

J

These things are we talking about this doesn't make, doesn't make sense to us. It seems like that, and there are others in there. So thus I just wanted to give you the so.

C

To tackle this I mean I'm not familiar at all, but I understand this. This is like mailing list etiquette, or something like that that you would like it to be capture in a different way, not in the code of conduct or did I understand correctly well.

J

That's that's one of them. The other thing is them again. This is another top-down approach. We were not invited to participate in this I mean there's far away. Maybe if we will have participating in this, it would have been a better code of conduct. Name probably makes sense, it would be debated they invited in that etiquette and the code of conduct right. It's all mingle.

C

Yeah I mean well I'm to talk about the other issue. On this light, the fellowship strategy I mean just to clarify the station. I will have Andreo I mean clarify where we are as well and we have an approved. We haven't approached the strata. Yes, you know, um we actually, you know, send the the previous board. As you know, I mean today we change to the new board, actually an action point. One of the action points that we we transfer was to continue supporting these, but the board hasn't approved the strategy.

C

Yet I know that Sally and her team they have been asking around getting feedback and I know that they will get perfect. Sometimes it's difficult to to ask for something completely unstructured. So I know that they wanted to structure somehow the discussions in order to get feedback, which would be you know more conductive to to a successful outcome, um but anyway, I will let you know Andrew clarify where we are and how? Basically, that engagement is done so Andrew. Please.

A

Thanks so, um first of all, thank you for all of this. I I I want to. I want to take these two of topics separately, because they're different three different kinds of problems, so on that, in a case of the fellowship strategy, what we did do as as a staff function was we concluded that the existing fellowships were not working, and I I I don't apologize for for not doing a consultation about that they weren't working. They were not achieving any measurable result of any kind.

A

I didn't even know how to ask the question whether these were achieving any result, because they had know that they didn't have clear statements of what things they were supposed to achieve. So what we're trying to do with the current fellowship set strategy?

A

It is we we did some work as staff to prepare a proposal about what we think would be useful of a fellowship strategy and when we, when we engage the consultants to talk about this, they very quickly analyzed our existing fellowships fellowship programs and said these aren't fellowships at all they're their travel stipends.

A

That's when they are I'm you're, paying people to get on airplanes, and and and so if, if what you want to do is have a strategy around fellowship and what you need to do is structure something along those lines, and so that's what we've done. We brought that to the board jet to ask them about this. The follow-on work from this is, in fact, to engage. Stop you know to hire some staff in order to lead the follow-on pieces of this, which involved what the implementation would look like.

A

What kinds of options that is the period during consultations to happen in order to make sure that you know what we're doing is is in line with you know what the board has asked us to do in terms of an overarching focus and, and then you know we go to the community to say.

A

Okay, so here are the ways that we think that we want to do this, and you know, does this seem like a good idea and you know: should we should we implement it this way, but I think that you know, as as the snap we are, we're asked to deliver a sort of picture of what you know a proposal would be, and then we have to take that around and make sure that we have the support for it. So that's the reason that we're we're building this it piece by piece.

A

So I, don't I, don't I'm concerned that you imagine that we have, you know, have a strategy and we're going ahead and implementing it, because in fact, what we've got to do is is is develop the pieces necessary to make an implementation plan. That is, is a serious, detailed one. I think the back is. That is the point at which I would expect we would.

A

We would be consulting with the community, ah it's essentially impossible to develop the full strategy uh it you know as a completely community-based effort, because you really need to consult our on some options. You can't you know you can't really develop all of the options along with the entire community or it will just never terminate and so I think what we need to come with is a proposal for the kinds of goals that we think are. You know that we think we're supposed to be achieving and then say well.

A

This is the way we would like to achieve it. Does this work and so on. So that's the approach that we're taking in there. You know I want to want to be clear that I don't intend this to be a top-down approach, but it is it intended to provide a pick. You know a sort of whole picture of what it is that we're going to do um so. I, don't know. If we want to discuss that further or you know, I, don't I get clarifies.

C

But yeah please I.

J

Just want to clarify something you know we are not when I'm saying that the chapters were including this I'm gonna, look, not wait, they say I can.

J

Does that, put it out for comment so many days and bla bla la la no just make a call out there and see who is interested in fact, and I'm I mean when there was a team put together to do this strategy, and you brought some people from the outside that my might or might not know, may or may not know anything about the I think chapters and how they behave and history of the isoka such. But you know you could have called for volunteers to participate in that team and gather.

J

You know two three people to participate in about the strategy. Consider them as consultants with the BU. They will bring the interest and review from the chapter side and, and it might be that the whole strategy have ended the same way. It is, but you know it was too late it's there. Now there will be an implementation, yes, sir, and and and if we are asked to be part of implementation and comment on it, we you know we would do such and if there is a team put together to do the implementation.

J

I suggest I do call for volunteers of the chapter for two or three people and include them in that team, because they will bring the view from the chapters and the chapter will feel included in the process. Good.

A

Or bad, so that is I think what we were in to be clear about the consultants, though, that we brought in we didn't bring in consultants to design the to design in the program we brought in consultants in order to learn about what fellowships look like in organizations that have been successful with them, because we believed and I continue to believe that our fellowships were not actually achieving the things that we were trying to do. We were not actually building.

A

You know this sort of technical or policy expertise that we would like, and that was really you know. We were trying to understand that, so we hired experts to tell us well, these are the people who had this kind of they had this goal, and here is there was how they managed to do it, and that was very helpful to us and that's why we came up with this proposal, which again the board has not yet accepted or acted on, or anything like that, precisely so that we can have this kind of conversation.

A

But I take your point about about involving the community in in the implementation and I. Think that that's what we intend to do on the other topic, I'm sorry can I.

J

Finish with this just a few more.

A

J

Let me tell you I, agree with you that these programs were not effective, so I'm glad you know you took it to move this in something more effective. I mean that's, that's very good, so I just want to clarify that it just said we do know into it. But that's that's! That's fine. We can go connect so.

A

On the code of conduct, I'm saying we did not I mean this is this: is a code of conduct for the mailing lists that we operate right? This is not a code of conduct for how you operate in the world. It's it's about how how people operate on those mailing lists and the reason that chapters were not included is because you don't join the mailing list of chapters you join as individuals and we're operating these mailing lists. This is the straightforward mailing list.

A

Operation thing: this is the behavior that we're willing to tolerate the reason we adopted. This is because we have the responsibility to administer the mailing list and we need to have some rules on. You know that that allow people to administer these things. What was happening before in fact was, of course, this kind of administration was already have I mean it wasn't written down anywhere. So, although we did was we wrote down what you know how we were already operating the mailing lists and we published it.

A

That's literally what we've done here if there are modifications to this I, would be very interested to hear that you know. I I think that the the pieces that you say are mixed together about you know. Different different kinds of things are, in fact all all parts of what the what the responsibilities of the mailing list manager is, but I think that it's it's a good idea to have a dialogue about that, and we can spin up a mailing list to discuss mailing list policies.

A

I don't have any problems with doing that, but I think it was really really important that we publish you know what in fact, staff were already doing, because this was the job that people asked us to do long before I got to the Internet Society well, not before I was a member, but long before I joined as a staff member. So I I think that you know if what you're suggesting is that we need a.

A

We need, a mechanism by which the community develops the the formal codes to to create standards of behavior on the mailing list. I, don't see any problem with that, but I'm not sure that that's actually a chapter job right, because people don't join the mailing list as as chapters they join the mailing list as individuals and so I think it probably needs to be it shouldn't.

A

It shouldn't actually be a formal chapter role to comment on the administration of those mailing lists unless it's the mailing list for that chapter and I think the chapter actually should have absolute discretion over how how its own mailing list is.

J

Thank you hundred, so you know it's I was a little on the operations. Is that to do with individual members. This is for email and and and again you know, cut off. Condoms are there. So if you don't follow, then you are penalized and I guess. If I we talk about email systems, you get take off an email list now, I, don't know how you make sure how relevant portraits of our unit message are good.

J

How big for how we really been there- maybe maybe much my way of thinking- is that everything we're only people, maybe one sentence. So how do you measure that? Yes, that's? This is just that's what I'm putting that example there anyhow, we will definitely, you know we'll take it on giving you some ideas or cases that we see wrong, and things like that. We can help you with be putting something there that we think will be more tuned to the corrupt conduct where we see it, but you know it will be only in the commendation.

J

That's that's what I wanted to say about this Thank.

C

You Eduardo is this the last slide or this.

J

This is the last slide and again I want I want to thank all of you for for hearing me and inviting me to give this report and I'm open any time. If you want to contact me, please contact me and and and.

C

Also I mean last time we were talking that you know the way we handle kind of the advice and recommendations and everything and I think I mean I want to thank you Eduardo, for you know, taking up with that, the the you know kind of issues so that most of them, you actually can can be visual directly and and just to be clear on so you know we don't drop the ball.

C

You you presented a set of issues, I understand you are discussing always with with stuff, so this is just a heads up for us, except to which is the issue about the Nomination Committee and Elections Committee, which I myself to come out. So we we take responsibility on that at the board level. So that's also your view just to make sure we are on the same page. Okay,.

J

Thank you like I said, thank you so much for for for here me today, and so that's it excellent.

C

Thank you. Thank you. Eduardo bye, bye have a good day. Thank.

J

C

Thank you so so now we are a few minutes behind 12 minutes behind, but I think it was I'm good good. You know discussions and, as I said again, I mean the timing management of issues. When you know we have so many people remotely is difficult, especially because it's weekend, so we cannot ask them to join half-an-hour before so we have. So that's why you know we had to burn some some minutes before, so that Eduardo and Jason could could make it the presentation.

C

So now the the following topics or the following topic, is to get a presentation from Andrew on the organizational membership update and, and that's point number twelve on the agenda. As you can see, it's divided in open session and closed session. So and you will start in open session and at some point we will. We will close then right after that. It's the board lines. So in that I mean this is what remote participants all they know when to join back and and then we will have the session for the day photos of the trustees.

C

We always do that at the ID atm. So so the idea is to resume in open open session at 1:30 local time, whatever it is in your time, zone I have no idea but anyway, so so that's kind of the the structure for the next. You know couple of hours of meeting time, but first Andrews open session part of the presentation. Okay, so.

A

C

A

A short thanks next slide, please. So if you all remember that we proposed something to staff proposed something in 2018 having to do with organization membership and that organization membership was sort of simplified, and so on. Some of this was due to concerns about the changing nature of organization membership due to the restructuring of the relationship between the Internet Society of the IETF. Some of this had to do with the follow-on effects of of the integration of the Mayan trust Alliance into the Internet Society and so on.

A

So we had a bunch of things that um that potentially affected that. So there was this proposal, it was I. I, think saying that it was very badly received is at least fair. Maybe that's understating things so so we were asked to revisit the issue, and so that's what we did in January. We retained an association management consultant in order to do some assessment. We we got a bunch of feedback and we engaged with with the organization members in a number of different ways.

A

I'll talk about that in a few minutes and based on those recommendations, we've got a proposal here that we'd like to like to advance to you. I do apologize that this was presented first to the Omak meeting yesterday um before it came here that has to do with the timing, but you know the way these meetings were set up. This was the way to do it and, of course you all wanted to everybody needs to get it anyway. So if you were in the Omak meeting, you're gonna be bored next, please.

A

So what we did are we had three sort of top-line things here. Oh and I should say: um I want to credit this, the staff who did this because I of course had nothing to do with this. um This was led primarily by Joyce and her staff. Anita is here in the room and I know that she spent a bunch of time on this. A number of the staff were involved in this, and it was.

A

It was a lot of work and I know that people have worked hard on it and it was a little bit painful work because it was very difficult to get people engaged, so that's and that itself is something that we ought to attend to. So there's sort of three large large things that we did here. One was this discovery and analysis piece. This was some analysis about the the current membership, the lapses, the things that have fallen off people who may be prospective members. We spent a bunch of time looking at at our existing collateral.

A

So we've got you know the various marketing communications efforts that we've already got uh trying to understand the the retention and the selling points. Then we did sort of environmental scans we're trying to understand the industry. You know who are the people who might be affected by this might be interested in it and so on, and we looked at our strengths, weaknesses, opportunities and threats, the sort of standard, SWOT analysis. If you do, then we did a bunch of listening work.

A

So there were interviews and focus groups with staff members and, in fact, with some some organization members as well one of the things that was a little bit troubling there was that it was. It was relatively easy to get staff interested in this and quite difficult to get um organization members to participate in there. We did have some people who participated and we really really appreciate it, but it it was instructive. How difficult it was to get people engaged in this, because, when you're having that kind of difficulty, it tells you something about.

A

You know the way that you know people view you. We did a bunch of individual interviews as well, because those those original the virtual listening sessions had low enough participation that actually we just reached out to people. Well could could we bother you for this and we did a survey as well. The survey itself, in fact, did not have very high response rate, so this was a I think it's.

A

It was a difficult wake-up call to see that kind of responsiveness, because what event is that a lot of our organization members basically treat us as an obligation, and then we go away from I. Think that that's something that we really need to to do something about. This is an urgent problem for the for the organization. We understand it's an urgent problem and so we're going to try to do something about next slide.

A

Please, the recommendations from the assessment came back based on this on this quite small response: plate small sample size, so we're really looking at at a small sample size, plus a number of recommendations that are coming from the consultants based on their experience in doing this with other organizations, and so on.

A

One thing that I think we heard more than once was that here are our engagement on projects with the members and I guess we just heard this from from the chapter as well from chapters AC as well, that we need to engage with them aligned with their interest and in the case of organization. Members on this is part, partly because we maybe don't fully understand what their interests are on. So you know, we could of course look for input on organization priorities from the membership.

A

We've already done that in fact this year we we also need to provide much clearer updates on projects, so our communications outbound, about how we're doing and what and the work that we're doing are not clear enough. We're going to talk a little bit about that later today. We want to make sure that the resources we provide are of high value to the organization.

A

So one thing that we we did here and we've heard it informally as well more than once- is that it would be really valuable to work, have targeted information that that is appropriate for the thing that they're trying to do, and so this is. This is a place where I think we can. We could really do this. We can really deliver something. Obviously, we need to strengthen our marketing materials. Our marketing materials are confusing.

A

um This is true in the website on our communications to members are confusing, but the other thing about it is like if you try to join the Internet. Society is an organization member and you don't speak English as your first language or even if you do you're going to have a hard time understanding what those things say. What are the benefits to you and so on? It's it's really, not very clear. We need to do something.

A

The final thing- and this may be a little bit controversial, so I- want to highlight it, for you is that we need to do much a much better job of tracking our our organization members, but of course, members more generally in order to understand what is and isn't interesting to them, because one of the things that, of course the consultants said, is okay. Well, what are they looking at and our answer was I, don't know, because we don't do a very good job of sort of understanding that next slide please.

A

So the first thing we want to do is really um engage with the members in order to understand what their interests are. As part of the 2020 planning, we've already done this on several times, so the this this seemed like such an uncontroversial thing. To do that, we didn't even wait to ask you know it's. Okay, we just went and said huh yeah well. That seems like pretty obvious then so we just like what might a head and did it on one staff.

A

Member on the on the engagement team is working closely with project teams to try to figure out. This is what we're gonna do next to try to figure out hey. This is a place where our member, you know some set of some subset of our members- might be interested in this project that you're gonna undertake. Why don't we reach out to them and sort of try to get them involved? um We're gonna? This is coming up. We're going to share the approve this sort of shortlist projects.

A

I'm gonna talk about this later today, we're going to share that short list of projects with our members and our partners in order to try to identify places where we can collaborate with them. I'll. Just on this word, partners, I want to state something else, because I'm really excited about this. Only a nerd would get really excited about this, but we on one of the things that bothered me was: we use the term partners everywhere. Like we talked about it, you know we talked about partners and it's everything from like.

A

You know the janitorial services in our building to people. You know like Facebook who's, given us two million dollars, that's all like partners and I said that's kind of crazy. Like could we have a definition of this, so we've actually been working on sets of terminology within the staff in order to in order to slice this up and sort of talk about talk clearly about these our partners. This is what it means to be a partner with the Internet Society and by the way.

A

By getting that that clarity, we can also have some pre-approved kinds of legal templates so that when we enter into a partnership with another organization we have, we have, you know, sort of standard terms that we just use and if somebody falls outside of that, then it's in it's a different kind of relationship, because it requires a sort of special case. But what this would do is reduce the amount of time it takes us to get. People engaged in this way try to make things. You know really really plain.

A

So that's that's a sort of outcome of this. That is he's ongoing right now. Next slide, please.

A

So we're um we're working through the the priorities, the the sort of overall priorities and the plan planning process for this year and um we're trying to we're trying to engage with people in a consistent way from year to year. One of the things that I noticed. You all heard this. Well, not every one of you, but most of you heard this one, but I gave my talk.

A

That convinced you to hire me was that I felt like it was very hard to understand how things linked up and- and that was partly because I think people weren't engaged with with you know the development of the priorities by the organization from year to year. So they've, all of this 2025 vision and the planning process for next year is to link these things across years. Put things together in a sort of reasonable way. So people can look forward and say hey.

A

This is a good idea and I know that something's coming up so we're gonna repeat this every year. We're gonna have this kind of engagement as we develop the the action plan for the following year. But this, of course, means is that you know the action plan. Sort of big on big reveal in November is not that bigger reveal, because by that point, people have already been engaged with it.

A

I regard that as a good thing, I, don't think that you know people should like have to wait on tenterhooks for what we're gonna do for the following year, but instead we could be engaged with them and bringing them along we're also trying to track track these things in the association management system, the member Nova. In order to try to you, know, figure out, hey we had this conversation. We had this conversation. We had this conversation, there's a trend emerging here and that would allow us to sort of figure out.

A

What's going on across the across the organization. We have to do that, partly because we have staff all over the place and these staff. You know they don't meet up all the time by the water cooler or something like that. So we need to have a system that we can put these things together, so that people can say actually we're we're finding. This is a trend, that's cutting across the you know our engagement all over the world.

A

We have regional bureaus, we have on you, know, membership and and various community engagement people who are out in the field. It seems very, very foolish not to take advantage of all of that and to try to bring it together so that we've got a common understanding of what it is that is driving the people who are interested in the Internet Society. Next, please.

A

We want to make sure that the the resources and the membership benefits are are clear and the reason we want to do. That is because we want people to be engaged with us so that they are participating and driving our priorities and so on.

A

We're gonna try to put this in plainer English I am maybe some of you have noticed that I, don't like complicated things when you could state things simply and I think some of the staff are getting tired of me going on about that, but nevertheless that is one of the real high priorities. For me, it's not only in English. Of course, we need to do this in the other languages that we support throughout the Internet Society.

A

One of the things we discovered as part of the scan is that there's a number of materials that we have. There are more than a year out of date when they're translated. That seems like a bad idea. You know if you're gonna, if you're gonna support translation, you have to keep the translations up-to-date. That's one of the critical things you got to do. Part of the reason we haven't done, that is, it goes back to the tracking that we haven't been doing in the past. So.

H

It does having things stated clean or help that process I, get this convoluted explanation of what it is to go translate it like. You have to go. Yes,.

A

Right so so what happens? Is you know if you, if you need the services of a legal translation service every time you need to update something? um Then it takes months and months and months and and and it turns out to be really spendy, and so then people don't want to do it and and and then there's a lot of institutional resistance actually to updating these benefits as well, because it's a big expensive deal well.

A

This should be fast, cheap and easy to do, and it should be best cheap and easy to do in all of the languages where we're at gauge with people next, please so um there's a lot of words on this slide, but but fundamentally, what we're trying to talk about here is how we communicate to people, and part of this is exactly what we were just saying about marketing materials and so on and, and you know, making sure that things are up to date and all of the various languages that we're supporting, but also we need to have some sort of mechanism by which we engage with people and right now, I think even the even the staff of the internet society when they're talking to people don't have a clear message that they're carrying forward one of the things that was really really instructive.

A

For me, when I worked at a dime before we were acquired by Oracle, is that everybody in the whole organization knew what we were about at a given time. Everybody knew it half the people had it in their email. Signature I, of course, be a geek, do those kinds of things, but um but lots of people had them in their email signature, but it didn't matter cuz everybody knew and you you know every time somebody asked you well. What are you guys doing? You could just answer that. I.

A

Don't think that that's true right now of of the Internet Society staff, because we haven't been clear about it, it's not because they don't know it's because you know we have instead said it plainly and succinctly. If you don't say things plainly and succinctly, then your own staff can't remember it, and also, of course, when you give this message to some prospective member, they can't remember it either. So we need. We need to get much better at that next, please!

A

So we've got this a value proposition and I'm gonna put it up on next our goals. For this. From our point of view, my point my point of view from the from the professional staff of the Internet Society. What do we want? What do we want as goals for membership? We want, first of all to make sure that they're satisfied and that they stick around. So we want people to be satisfied and then they stick around because they give us money and we need the money in order to keep the programs going.

A

The second thing that is really really super important for us is that we want the members to be engaged and I'm, not even sure that these are in rank order like if I had to pick one into here, I'm, not sure which order I would put them in these two things are: are Co supporting on goals the reason their coach supportive of one another is because you're going to have greater satisfaction or and retention if you've got people who are engaged and, conversely, right if people are just disengaged, they're gonna be dissatisfied, and as soon as somebody else comes along and says, hey we're doing a budget cut like.

A

Why should I be paying this thing? The answer is going on, oh, and so it's gonna go away, so we need to retain those things by the engagement and the engagement reinforces the first school. These are like. If we did nothing else. Those are the things we need to do.

A

We believe that these things are achieved through input in the direction of the Internet Society, building the community being legitimate, and you know that, therefore, we get new members and we get more revenue when we get more visibility, and this becomes a virtuous circle that carries us forward and what this really comes down to right is a value proposition for membership.

A

That's what it comes down to next, please the X that the members have certain expectations of us, and it was pretty clear that the top three involved there were the things that members expected from us. They really really expect us to to talk about policy, to engage with them on policy and consult with them. They really really expect us to tell them what it is that we're doing and expect us to tell them what we're doing in plain communications that they can understand, and people want to collaborate with us.

A

We ought to be able to collaborate with with our organization members in particular. This is a you know, a thing that we can do. We do it sometimes reasonably. Well, we've got great a great partnership, for instance, with on Facebook in particular, I'll call because it was just out there, but we've got a number of members that we're doing that with, but I think that this is a model that we need to.

A

We need to repeat, and the rest of these things are our important of priorities, but they were somewhat less less important, and some of these are, of course, related to the to the first three, so it could be the case that actually people you know we're talking about something in a more generic level in a more specific level, one thing that I think probably is valuable and that we're not we're not really offering well enough is access to our staff.

A

We've got professional staff who really know a lot of things about a lot of different, a lot of different things, and people ought to be able to get access to that. So that's something that I'm hoping that we're going to improve upon next, please, so we wrote down a value proposition. This is still, in my opinion, a little long, but I think that we're we're getting there.

A

um This is a straightforward value proposition we can put up on the website, and people can understand it, and- and here are the things that you get and things that you get to do and the ways that we engage with with you as a member and in particular, you notice that it's talking about shaping the public policy on analysis and the recommendations of this is a participatory on a goal right. We, the value proposition here, is that we're doing things together and that's a really really critical part of what we're trying to do.

A

What that means is that we use the the professional staff to make sure we've got in information and- and you know, valuable things that the the organization's can access, but also that they participate in these things so that we build the internet together because we're not going to build the internet alone. That's just not one of the things that you can do next. Please.

A

But one of the biggest controversies in the proposal before was the elimination of the tiered levels, and it was very, very clear that that needs to be maintained and I think that the assessment revealed that as well we're gonna do that. Well, look what the assessment did was I mean. So these are professional association, people right, they don't know anything about the internet and they looked at our things and they're like you've got six levels here and I can't tell the difference between one, that's five, so we need to separate these things.

A

We need to differentiate what the different levels are. That was really really useful feedback. It was a little painful to hear, but it was really useful feedback um that allowed us to say. Okay, we're gonna distinguish these. These things well and we're gonna develop a ladder. Oh, we did conclude at the end of this that six different levels was too many, given what we were offering so we're going to combine the bottom layer and put that together at $3,500 us it's a middle ground between the two things. Next, please so here is the eye chart.

A

That shows you. What all of these things are on? This is in board effect, so you can have a look at it if this will, as we roll this out, assuming that you approve it and so on, we will put this on the website and this will be the basis for our engagement, but you can see that at the top of this. Well, maybe you can't see because it's so tiny, but there are a number of things that are being maintained um in particular, though there's also some direct engagement that we're doing so.

A

If somebody is going to give us $100,000 a year, we think that we should pay a lot of attention to them, and so we should spend some time. We've got designated Internet, Society Account Manager, to tell you tailor your relationship with us to make sure that you know you're getting the kind of attention that you want on, because we think that that's somebody who's really engaged with us and who probably wants to develop. um You know um wider participation and so on.

A

These are definitely organizations with whom we think we can develop not just on a membership relationship, but an additional partnership to achieve common goals together and so on, and that is true at some of the other layers as well. People who are more engaged maybe have less money to spend on this, but have more money to spend on on in common common activities. Nevertheless, very often once you get people who have that kind of partnership capability, they there is the additional money to unlock it. We need to do that.

A

We need to do that in order to deliver on the revenue diversification thing that you've asked me about several times already. So that's um that's. You know a piece, a piece of what we're doing another thing that we really want to develop: I'm, concentrating mostly on the things that we're changing, but another thing that we really want to develop is this tailored I saw updates based on your areas of interest, so many of you will be members, for instance, of the ACM, and you know when you join up.

A

You have these checkboxes that you go into the thing and you can and then you get these regular updates that are about those things and you don't get all of the other stuff that you don't care about. Well, we don't do that right.

A

Now you get a newsletter and it's about all of the stuff that the Internet Society is interested in, and what this means, of course, is that it's very easy to disengage with that, because it's not tailored for your kind of your kind of stuff and in the present age, where everybody is micro-targeted all the time by all their advertisers. We can't afford to be sending out generic things like this. We need to be engaging with people, sometimes on things that they don't know that that they might be interested in.

A

So we need to figure that out, but also sometimes on things where you know, people are really interested in that, so we can prove present. For instance, you know policy briefs that are useful useful to you. So imagine that you, you know you're going into some sort of meeting with somebody and you you want to know about these things well like. Why can't you go into our portal and sort of check off? These are the things that I know that these people are going to want to talk about. I want information about that.

A

What are the current I sock positions on these things? We can deliver that to you quickly. So that's the sort of thing that I think we need to develop and we need to provide that kind of input. But this is a lot of work. I!

A

Don't want you to imagine that this is a trivial amount of work, because what this means is we need to catalog all of the stuff that we have in all of the positions we haven't have a clear understanding what those are so that we can extract the value that is going to be there for you when you indicate it to us not trivial, work, high values at the in the lower tiers.

A

Here you can see, we continue to work on making sure that you know there's still a lot of engagement, peer to peer events and and and access to our our materials and so on. Those peer to peer events are really really important because we want to continue to engage with everybody on again. You know the Internet is a network of networks and because it's a network of networks, everybody has to be engaged in order to build it. So we need to make sure that that kind of engagement continues.

A

I'm not gonna, go through every level of this you can. You could read it and if you have particular questions, obviously ask me next, please so the next steps are. We presented this to the our to the Omak. We got pretty good feedback in the room, but um you know we'll see whether we get continue to get um get that feedback. You've heard from Jim earlier said that he continued to think this was I'm pretty strong.

A

We obviously need to get a communications plan for this too, to socialize this with all of all of the members in order to put this across and then we'll you know, do an implementation plan. Some of this is going to involve updates to member Nova, um so some of the calendar is going to depend on, like you know the vendor and so on. So we've got a bunch of things that that are um and then obviously we've got to update all the materials, but that's just part of the sort of standard implementation.

A

I think that's the last slide in this part of this. Yes, so I don't know if there are any questions or if you.

C

Any questions before we we, yes.

A

In one sentence or less, how does the? How different is the our chart and what people have been getting in the past? Well, in particular, there's a lot more differentiation, so so today, if you join at a very low level or a much higher level, it's very hard to tell what the difference is. Basically, our organization members can differentiate their tiers based on how many votes they get, and apart from that, it's very hard to tell the difference, and so our intention is to increase the benefits.

A

You know the sort of transactional benefits to people who are supporting us at a higher level in order to you know in order to incentivize people to move there, but it's also because the more people are engaged with us, the more likely. We think that those are people that we can work together on a broader front thing.

E

Is how does the 25 cent 25%.

H

Direct money works well.

A

So part of the idea here is that they can tell us a little bit what to do, and that is they can say well. This is actually a really high priority for us. If, if all of the people who are giving us a hundred thousand dollars said no, no, we think that project you know ABC is the is the one that we want to devote our 25 percent to um and I had you know, 10.

I

A

Would be a real signal, and that would tell me okay, well I'm, that and we're going to put the resources I think that that is part of the part of the deal in the past. This has been difficult to to use, partly because we haven't sort of laid out clearly what our policy are. What our plans are following here far enough in advance for people to do this kind of thing.

A

Right, I mean people are not engaged at the time when the project, and so what we need to do is make that a live option for people if they want to exercise it. It's also true that historically, people used this very heavily to support the IETF. That was the primary way, which was used and that's much less much less company. Now. What we do discover is that some people have used this facility and what they've really done is they've. What they've it signalling is. We don't want you to spend it on that thing.

A

That thing stop that any of these things are fine and you get that kind of message. It's like right got it. Okay, you just think that project is dumb. So that's you know. That's part of the feedback that.

E

C

E

John but part of it is it's not thinking about it. It's it's, not the 25% of it. You know the members would be telling I thought what to do. It would be. You know, supporting programs that I saw staff is already developed that are in flight, and then you can say these are the projects that I'm really interested in supporting so I think we do be very careful that you know that doesn't become. You know a different way to tell staff in huge their. What to do because we're not I sock is not.

E

You know a you know, consultancy for hire type before that that actually would fundamentally violate our work right. So I think it's a really great point. We have to be very careful but I think it's about supporting programs that are in flight. That.

H

It's basically symbolic.

H

A

I mean it is a it is a defined member benefit, and- and it's true that if we had a very large number of members and that level- and they all directed this, it would affect what we could do elsewhere right, because it would effectively mean that, like the we're only working with the 75% of the rest of the budget, you know that was right. Now our budget is dominated by PIR money. So in this particular case, it's not that it's not that much effect.

A

But if we are successful at this on and we are actually able to grow the membership of the organization membership in this direction to a significant amount, it could actually affect the budgetary balance right. So we actually need to pay attention. Qe.

C

Is recharged myself on Jim.

F

So enjoy Newton, there's a bunch of actions, things things that I sock is to do as part of fulfilling this value problem.

F

Fulfilling our role in this from creating these tailored things puts communities how much of that is kind of stuff we're doing already, but maybe differently, organized.

A

F

A

So I think one of the critical things to understand and we'll talk about this a little bit later might show you what we're gonna. You know where we are and our funding for next year, but one of the things that we have sometimes done is we treated, how we do things and the stuff that we do as distinct problems.

A

So we treat you know, for instance, in this particular case, how we deliver value to our members as as a separate problem from what are the projects that we're doing and how are we gonna implement them and instead what we've been emphasizing- and this was true in the action plan from last year, but I think I- think getting better at it as we go along.

A

Is that what we're trying to do is structure our activities around the projects that we're doing so that we provide that kind of engagement, and that was part of the reason that I was a little bit devastated. Really to hear this in a suggestion from from the chapter AC about about top-down, because in fact, I feel like we're pricing entirely in the opposite direction, and so that's really what the goal is here to integrate this.

A

This sort of effort around the around the activities that we undertake that way providing you know the positive feedback loop that then engages more and more membership.

C

um Regarding the the how to target like like funds to a project, the problem, I, guess and that's part of the discussion, but let's have it explicitly because it's a bit in the details that but I heard that when we were able to do that for the ITF is like. Let's say that you know we have a budget or you know, 3 million and 1 million goes to project a if I put 100,000 euros in project a you have two ways to do that: that project a gets.

C

You know 1.1 million instead or Friday a gets 1 million anyway, but you are using only 900 out of the existing budget so effectively. You are funding everything else. While you are targeting trajectory, so my view at least would be that we would be something type of Kickstarter, some type of thing. I'd like hey. This is the budget we have allocated to to project a. If we had more money. We could do fist.

C

Is this because that's the only way that we are actually helping that because otherwise, basically it's just money in in a budget, then you allocate it as you wish. Then it's kind of weird so I understand this is in the details, but it's just to make sure that nobody can claim hey I'm, allocating money for the idea. But what I'm doing really is helping? You know the chapter, because you know you're gonna give these to the idea anyway, because I don't.

A

Know if you understand what I mean I do um and and to be perfectly honest with you historically, that's exactly how it's worked. um The the critical thing here is sort of twofold one part of the reason it worked. That way is because we have concentrated almost all of our effort around money that comes from PIR and the the stuff that comes from our membership and other other sources of revenue, they're treated as the sort of secondary of consideration, because so much of the money comes from PIR. So this has. This is two problems right.

A

One is this is the is the sort of risk to the organization that many of you have already pointed out to me several times about having this sort of overly dominated of revenue stream, but the other thing about it is that it creates perverse incentives. It creates incentives for the organization to concentrate only on that and not pay enough attention to what our membership is set to say to us.

A

So to some extent yes, I mean our plan is to try to you know earmark a little bit of the monies and sort of set them aside. So that it steers more money towards projects that people really want to support, I think that that is one of the things we're trying to do, but I mean, with the current overwhelming dominance of them of the money from one revenue stream. It's going to be effectively impossible to affect much much direction through this mechanism right now.

A

I hope, however, is that over time, actually we can grow the organization membership look I mean we work in an industry that has people who have to make a lot of money, and some of those profits are are not only extraordinary but they're extraordinary in lots of different ways and we're a 501 C 3. So we could write receipts for these things. We ought to be able to engage. We ought to be able to engage with with these kinds of organization, members and partners in order to vastly increase the money that is available to us.

A

If we provide the kinds of projects that look really interesting to people and we ought to set our sights there, if we're successful at this, I would like to be able to say you know in five years time or maybe a little longer than that on that actually are the bulk of our money comes from community tests right that we're we're clearly within the one third and that it comes from the membership, and it comes from people who are partners with us and so on, because they're interested in or for Julie, and we have this stable core that comes from PIR.

A

That would that would really be a transformation of the organization because it would put us on a foundation that allowed us on. You know, yes, quite a lot of flexibility.

A

We can take a lot of risks because we have this this stable on funding that comes from this activity that you know, PIR generously provides for, but at the same time we have a lot of a lot of support in the community, both through the evidence of people participating in the things that we're doing and through the evidence of people giving us money so that that is the that's. The hope for that is that in the future, it's a much more effective signal and.

C

I agree will be more relevant as as the budget is more relevant, that's obvious, so I have gym and then volley.

E

Yes, Jim Galvin from affiliates for the record and Thank You Gonzalo for giving me the opportunity to just speak.

A

Wanna make a comment, after listening to a lot of discussion from an organ umber point of view, I think that the one thing to keep in mind, which has really been important to me in particular important to affiliates in particular and I, can tell you that informally also important to other board members just anecdotally and all happen to some people who we talked to this isn't defined benefit there.

A

There are, there are things here which are interrelated, which, which kind of matter I mean, as Andrew said, one of the things that's going on is, as you build a process in the structure that makes it much more clear. What's going on at I saw, then it's easy much easier during the membership process to allocate money to something, that's interesting to be part of it. I fully expect, and at least I recognized as a member that I'm not really gonna influence directly through my membership dues.

A

Anything that I saw does because, as Andrew says, you know, there's just the dominance is elsewhere, but what's important is I can feel engaged.

A

I can feel a part of things and I have an opportunity, through my relationship with I sock throughout the year to understand, what's going on and then I can I can feel like I'm contributing to something directly, even as a small member versus the small member, even a large one, if I can give a little bit of money to something that I then I know what I'm contributing to and I get some direct value out of that, and that's a good thing and I just wanted to call out the benefit side of this from an augment or point of view.

A

This has been an issue for years because it's often too difficult to see what I sock is doing and so building up that understanding and knowing what that is, the ability to do that is pretty significant. It's a real distinguishing characteristic from as Andrew highlighted at one point, you know, voting being the only benefit that you you could count on and your your weighted voting now. There's other things available to you. That's that's thanks and.

C

To be clear, I mean I gave you the floor, because I thought you were going on top as they all mad chair, because I mean we are not giving this opportunity to other board members, but I mean that that's okay, thanks for the feedback, but just to clarify that. Usually in this type of session, we have just seen by a by invited guests, and you have been invited in that capacity test to clarify well.

H

It, since you mentioned boating uh I, may want to reflect on the fact that we've been struggling to raise the number of those who would like to be engaged in the struggling to get them to respond and to interact so I. Wonder if you've had any interactions. Do they see this as valuable? Do they understanding the essence of being able to have someone and their votes represented.

A

It was very clear the feedback that we got, that um that was the value.

A

So it's it's true that our response rate was awful. I mean response rate for one of the things that we did was like eight percent I mean you know, and this is a tiny number of things. So it you know the the total I think that the total sample was like 24 or something right. So you know doing any kind of statistical analysis on this is kind of cruel joke. But what what? What really came across is that this is something that people really value now.

A

That might be that there are other members that you know it's difficult to get that out of them and and my hypothesis and, of course, we'll find out whether this is true just by implementing it is that part of that disengagement comes from. You know not really caring. What the internet society is doing and that's because we're not offering a big value proposition. So I want to make us relevant enough that people sit up and notice. We have a chance to.

C

Thank you, I'm Hiroshi, I,.

D

Think they're good though we have to carefully making a system or evaluation what we are going to do, especially we also work in stimulating. Then the you know, the big tornado want to have the big voice and try to control. So in that case me, we hope the you know always trying to make him multiple players working together in order to work with us, but we we are not never working for them. So how to make us at a leadership or a checking process is a quite important thing. So that's implementation issue.

D

That's you have to care. If we do that, don't work that kind of thing we want to work with them not before them. Then we making a progress to making a future good infrastructure. Then that's I think that's a good situation to do.

C

Thank you um anything.

H

Else, yeah, Sean, I, guess I, just don't tell at this pass, I think you're, saying the right things.

H

I'm really I've always been very concerned that we have weeded revenue stream so highly to one side that we have to figure out how to explore other opportunities and I think this is something that we have to do is we should support fully as a board, because at the end of the day, it's what we're trying to do is support of the whole organization, and so that I can, you know, stand on its own legs if PIR ever went away right so to continue on, because if the PIR money stopped for whatever crazy reason, the Internet's still gonna keep going on and if we think that we won't be going on longer after you know our pennies from having good stewards or like doing their thing.

H

We have to do something like this, because the other, the other idea that, like some other grand money-making schemes, gonna, show up. Okay short, if we'd have thought of that, we've done.

A

And I really want to again emphasize that I believe that the community engagement partnership, development staff are are really focused on. That's been my experience over and over again they keep talking about it. It's one of the things that you know that they really pay attention to. It's wonderful when we're having you know any kind of staff meeting- and somebody says you know oh- and this is an opportunity actually to engage people on these things to find people who are. You know interested in developing this project further, so that we can build a partnership.

A

We can build a project, we can attract new organization members, so I think that actually there's a chunk of the staff who are really focused on that. What we need to do in the in the upcoming years is to ensure that that you know sort of trickles out through the rest of the staff, so that it's something that everybody is just doing all the time. It's it's something that I believe that we have the capacity to do that, and we historically maybe didn't have the culture around.

C

Anything else, and that's one of the focus areas we discussed this morning and yesterday so yeah I, agree. Okay, thank you! So we're gonna yeah, so we're gonna close the the open session. Now, thanks all for joining and as I said before, we will, we will arrive oil assume in open session around 1330.

C

We may be a bit late because we have the appointment with the refer and and everything so so you know, if that's all we apologize in advance, but we will do our best to be in time. So thank you. So now we're gonna open again in open to observer session and we're gonna have one hour roughly and we are in agenda point 13, which is the report from Andrew. Basically so Andrew the floor is yours, so.

A

On what we're gonna talk about today is the I'll update on the current on year's action plan, the things that we've measured you'll remember that last year we emphasize some what the deliverables in the action plan, what you know, what those things look like and how we're going to measure things and so on, and then we'll talk a little bit about the 2025 strategy or the sort of vision and we'll talk about planning for next year and and so on.

A

And then, after that, we'll complete the discussion wrote that in closed session, so the things that haven't been announced yet um I can talk a little bit about what some of those things uh the Rinella is would have joined us for this, but I told her to go to bed she's in Malaysia and I. Don't see any reason why people have to stay up in the middle of the night, so I hope that's, okay with you. She wasn't. She wasn't actually keen on doing that sheet.

A

She thought that she should come, but I thought that it would be important that people actually get some sleep more generally, I want to say that the Internet Society staff have been working like crazy to deliver on this.

A

So the one of the things that I discovered was some weaknesses in our planning processes, historical weaknesses in our planning processes and I, already committed us to a bunch of measurement work that we were going to do this year, which was not really sort of standard practice traditionally, and what this means is that I'm asking the staff to do a whole bunch of additional measurement work that is outside of the traditional workload plus the planning for next year and we're jamming it all into this year.

A

So I really want to to go out of my way to to emphasize how hard people are working on these things, and there are going to be some some things here where you say well, this seems to be a gap and so on, and the answer is yes: there are still a number of deficiencies in the way that we're measuring these things and so on, but we are getting better at it, and I really really appreciate how hard the staff have been working on this because they're killing themselves to do it.

A

So thank you to all of them next, please so you'll remember that we had a bunch of focus areas that we talked about last year in the action plan and they turn into a particular particular project. So here we have, um you know we have this area of connecting the world and on that cache is out in terms of the community network effort and the IXPs and the interconnections, including the Facebook IXP grant, for which we were very grateful.

A

Similarly, on the improving technical security focus, we have a manners campaign. We have building trust.

A

It means that the OTA work is continuing and, and we we distinguished in in what we talked about last year, we distinguish between the focus areas that we were working on, which were areas that we, you know the things that we were going to do and then the approaches that we were trying to be the way that good stuff, though working in the community and so on- and this is- um and this is found in that bottom table and it engages with particular projects I'm going to talk a little bit more about the projects later.

A

So this is this is what we're what we're doing- and this is what we're trying to measure this year thanks, please go ahead. So the first of these is: is this community networks campaign and we've got some measures about this next, please so you can see. This is a slide. I keep trying to get people to write things contact ly, but maybe this has been a little bit too effective. um I didn't know how big the screen was.

A

Gonna be so I apologize that this a little bit small, but you can see that there's a number of key accomplishments there. You all have this in the board deck as well, so you can have a look at it on some really important things are happening there. In particular, you remember that we talked about I'm getting governments. One of the key things to do here is to get governments to say.

A

Yes, community networks are the right strategy, because if you can get them to start doing it, then what happens is they they find this a useful strategy and they continue. We've really had quite a bit of success. Here. We've got on the community network workshop at a delicious forum. We've had Canada and Georgia and Papua New Guinea, and almost um we're like the cusp with Argentina, didn't quite get there on.

A

So we've got them using public funds for community networks, Lesotho decided to change their Universal service program rules in order to include community networks. um This is a real opportunity to get those universal service program things. This is great all over the place, and people have these big piles of money. That they keep collecting, they never know what to do with it and we keep saying to them: hey look, you could do this and people are starting to do it. So what we're? What we're seeing is that we're having this kind of success?

A

We even managed to get ITU D to join up with us, so um so we're in a we're in a partnership with them and I. Think that we've got you know we can really claim that, as as a positive result, we've got some upcoming milestones that are on that are listed there in particular, where we're working on those five regional summits. The original the original plan was we're.

A

Gonna have this global summit, and then people started looking at how they were actually and implement that they concluded with that stupid, we can't do it on and and I said well, rather than pretend we're gonna do it. You know why don't we readjust and so on. We adjusted that I talked to you about that. Last time and many you were very happy that we admitted that we weren't going to be able to do something. So we changed our minds. So this is, this is a milestone.

A

That's coming up we're continuing our training and so on. This project is basically on budget. Some of these projects, I, should point out. They look like they're, not on budget, because you see like the budget is like 800 mm and the actuals, so you know are really only 140 and you're saying how can this be on budget since we're halfway through the year?

A

Well, it's because a lot of the planning lists for things that we're going to be spent late in the year on, so you can see actually that there's some committed stuff that it's still not actual there, but there's a whole bunch of expenses that are coming late in the year. We do have some risks on this project on, in particular, we had a flight ship that we were aiming for Zimbabwe. You may have heard that there's been some events in Zimbabwe, so we're not proceeding with that.

A

At the moment there um there are some scheduling problems late in the year, because there's a whole lot of stuff. That's all happening late in the year and we also, as you know, we ran into some trouble with our online training platform and some of the online training depended on it. So we've had to adjust there, so there could be some risk. There could be some risk there and of course um you know the event were grateful and we're happy to be in partnership with the ITU D on this.

A

But of course, ITU is also leading that project and I want. Somebody else is leading project. It's very hard to you know, set the milestones risk in this project. Next, please, you here are some things that are going to read all of these to you, but you've got you've, got these in your deck, but, as you can see, the you know, the targets and the status of these are are in pretty good shape. The one that looks a little low is this 500 people trained and as I just mentioned, that's a potential issue.

A

There is another issue that on is come along here. You know: we've we've been working, we talked a little bit earlier today about some of the you know: ideas we've had about raising in membership engagement and so on. More generally, I've had a little bit of trouble getting all of the fundraising going as well as we would like. So the fundraising strategy for this is not really like. It's not well long, I'm a little bit nervous about that. We think it's gonna happen still, but there's been a little bit of difficulty there next please.

A

So this is about the ixps and interconnections, excluding the Facebook some case. Next, please again, we've got a number of accomplishments. Here, we've had quite a lot of luck. One thing: that's really notable here. If you look the second bullet in the top left quadrant on we've had ixp workshops held in Kuwait and Saudi Arabia.

A

If you had told me two years ago that the Internet Society was collaborating in Saudi, Arabia I wouldn't have believed you. We have managed to to work into that region. We've had some some real successes there and it is it's happening so we're finding even government's in the places that have been historically most resistant to this are now interested in this topic.

A

That's really positive, because what this means is that they're understanding that the internet is for them, too they're embracing this and they're look they're figuring out that this is the way to build a network that is more under. You know more responsive to the local needs, so I'm really excited about that.

A

We've got a bunch of milestones. Obviously, they're coming up. I think that you know these are all gonna, be fine I'm going to to one of these meetings. You know, we've got all kinds of staff appearing at the various meetings, but we're having for having pretty good luck and I expected. All of these milestones are going to be they're going to be achieved. The this project is also on budget on.

A

There are a lot of remaining funds in it, but once again a number of these were committed for late in the year, so we expected that there is a. There is a problem here that sometimes equipment is held up in customs. We run into that all the time. So that's just like you know, sort of ordinary kind of risk, but it's a it's. It's a risk that it's very very unpredictable, and so we always try to list it.

A

X, please, as you can see here, we've got a number of KPIs and and I really have to call this out as something that you know. This is a difficult thing to do, for people to to give these KPIs for community effort, because it's it's dependent on other people, and yet the staff have really dug in and figured out how to how to measure things that that have an effect in the world that really, you know, make a difference in the world so, for instance, we're training, um we're training all of these people.

A

Well, we believe that training. You know large number of network operators is, is effective in the world. Not all of them will stay in network operations, but we think a lot of them better at it. So that's more more effective! We are having effectiveness with in person, training activities and so we're continuing with that. We really are having you know quite a lot of success in this area and, in fact, I'm. The caring community strengthening is already complete for the year.

A

Iii expect, in fact, that the numbers will go up a little bit higher, but next please so in parallel with that. Of course, we also have the effort that we're in partnership with Facebook, and that's this this effort here, we've had quite a bit of success here. I I think that you know this is moving along. We had some some really quite effective. The Puran roadshow in burkina faso, that was that was effective, I think we're seeing a number of these efforts.

A

You can see there that there was a best practices workshop that was held in the South, though, and I think that in general, what we're finding is is. This is quite effective. You know that this project is really taking off the there's, a video that was done during the branding workshop.

A

It's not public yet so we're not going to show it yet, but we are going to show it to you in the closed session on pepper generously agreed to allow us to do that if this was shot with Facebook funds, and it's really there so I didn't want to I, didn't just go ahead and play it in public. Yet it's a rough cut so, but I I thought it was. It would be okay to to preview it and so did so to cover so we're gonna show it to you in the closed session.

A

ah Those who are not gonna see it in the closed session. You'll have to wait for it to show up on Facebook, but it's comment: it's coming soon. We've got a bunch of milestones coming up, as you can see we're gonna fold, a pyramid show in Guinea and Mauritius on the budget is, is under budget. We're actually a little bit under spent here. Part of the reason for this actually has to do with a little bit of internal difficulty.

A

We have some difficulty at the Internet Society with some of the reporting, and so on that we've got to get better at and- and we also have some difficulty with- you- know- moving fees through as quickly as we as we might like. We've also had some some issues: they've been a couple of countries where people weren't really ready for the for the workshop and, and that turns into a bit of risk for us on.

A

We also are trying so a big part of big part of what we're doing with on some of this effort is not just exchanges, but also the cash bill piece right. So a big part of this is you get you get machines they're available in an IXP, and you want to make sure that you can fill the caches and keep them useful, and so you actually got to dedicate some some effort to that.

A

One of the problems that that we are sometimes seeing is that not all of the IXPs are really ready to deploy this at the volume that they need to, and so then we run into the problem that they simply can't do it, and so we're ready to spend the money on them we're ready to help them out, but but they're not in a position to do it.

A

So that's a real rescue, this project- X, please, as you can see, a number of these KPIs are in good shape or 40% complete in the in the the criteria at the bottom.

A

There we've got a number of technical workshops that we've held, so we sort of combine the best practices workshops in the technical training events, because it wasn't always clear which thing was which so we just decided we're gonna treat this one big tool on I think where we're moving along with the with the deployment but consistent with the underspend on budget we're a little bit behind upon the the second of these next, please.

A

So in the area of improving technical security, we have this manners campaign. Next, please, you all know manners is really an effort to make sure that routing leaks don't happen. That's really where it comes down to we've had a bunch of accomplishments on the the milestones I really want to emphasize here is the upcoming Observatory public launch, so the public the observatory is in is in beta right now.

A

Critical thing about the about this project is basically, if you can't look at it, then you can't tell whether routing security is getting any better. So the observatory is an absolutely critical piece of this, and and that's the thing that's coming up. My opinion is that- and this is really been speaking for myself- is that this observatory is the make-or-break on a piece of this.

A

If we have, this I believe that it will cause this project to be much more successful, we do have somewhere on some more milestones and so on, but you know workshops and so on. um They're all interesting and it's great to convince people that routing leaks or a bad idea, but it's much more important to be able to show those those things. That's that to me is the really critical piece um we do have some risk to this project.

A

On, oh and I should say this, this project is a little under spent, and this this is just good news because it turns out this is turning out to be less expensive than we expect than we expected on. We've got some risks in issues here. One thing that is problem is that bgp stream, which is a is a product now controlled by cisco, there they've end-of-life tit and so we're trying to replace that data feed and if we don't have the data, obviously the observatory, inc and work.

A

So this is actually a critical risk for us. We think we've got a replacement for it. Do you think we've got an alternative, but this is a. This is a real risk for us on some of the date slipped originally on the observatory, and this was part of the reason, but it wasn't the only reason there was coding partner involved as well um we're late, therefore, on the public launch, and so we haven't any, we haven't really started measuring you know: cuz, there's not really a lot to measure since can't visit the site.

A

You can't release whether people are visiting it on so we've got that and we haven't really started talking about the governance structure. One of the goals was to get the governance structure discussion going in the community so that the managed project could like turn into a community led thing and that governance discussion has not gotten doing at all. This was partly due to difficulty getting a staff member on board. That's related a little bit to some of the payroll things that we discuss in the closed session because of the footprint.

A

So some of this involves sort of staffing challenges. Next, please!

A

So, as you can see, some of these things are are in pretty good shape, and some of them are are a little bit behind. Obviously, for instance, we're working on the 20 new partners, and we were you know in the first half of the year. We only got six but again. My view is that without the observatory, it's very hard to show people the value of this thing with the observatory, because pretty evident why this thing would be valuable to you to you. So I expect that to start to move.

A

Similarly on, the observatory is late on the 15 July thing, I was for phase 2 and what we're launching really is only phase 1 so that we are a little bit behind on this and the training is is bursty so right now, we've got a low number, but I suspect that I suspect actually that that 2,000 can be. But again the governance model is is way behind and and that's a little bit worrisome for launching this into the community next, please so the UM the building trust effort.

A

We are measuring that in the context of the online trust alliance and so we're working on. um We have had a number of releases this year that have been successful on the activity for is finished. We released the online trust on it and we continue to get very good feedback about that.

A

Somebody was just saying to me this week, actually that people really like to be in the you know, sort of Hall of Fame of the online trust of life and will change products that they're using in order to improve that behavior, which I like great news. That's you know that's the kind of thing that you can measure on only indirectly, but um you know the OTAs reputation is sufficiently good that that that that effort is is really worth it that trust on it. So that makes me feel really good on.

A

You got a bunch of milestones coming up in particular, and a big thing here, that's very important is I found out that some of that we all found out. We all knew it I just that that we, some of the data collection that we were doing, has actually been being done. Man and given my background, this gives me hives, so I insisted that we try to figure out ways to automate that those those efforts are underway, um and so so that we can expand this report because you know, especially some people are taking it seriously.

A

This is the kind of thing where we should invest in this kind of thing in order to make it scale. So that's what we're trying to do. We are well under budget here.

A

This is partly because some of the reports are late and they're late and the reason they're late is because we haven't even focused on this, maybe quite as much where the budget for this, however, and part of the reason we're under budget, is because we didn't know what the automation was going to cost the the estimates for that are quite bad, so it's entirely possible that some of this money is going to come back because the because we underestimated, on the other hand, the the risk is also in the other direction.

A

If we underestimated how much it's going to cost- and we go way over from here covered in the other direction, so this is the only case where I'm concerned that we're under budget now and we've an easily be over budget later. That would be bad and we're trying to make sure that that doesn't happen. Next, please so hold.

H

A

H

Back for that, one I mean one of the big risks with the integration of the cult of personality following yeah, the leader and he left, and so we had to find something to do that. Do we identify that person, someone else efficient cult of leadership to follow so that HEA is not going to wither and die on the vine, or is the report the thing that people really care about? What's then, I.

A

Think this report is the thing that people really really care about. I think that that is something you know. We have the staff to be doing those things and we're getting good results out of it. I will have more to say, however, about ta later today,.

A

So, as you can see, we've got some of these. Some of these are working well, we've got a number of cases where we we have managed to get endorsements, we've managed to get people on board. We also got two new organization, members or strategic partners involved here on and we were aiming for three and so and the years not over yet so we did manage to get. We did manage to get two, however, on it's only it's it's only one net new, because somebody else left so.

A

Nevertheless, we managed to attract you new people on we have we've also had on these committees. We've had some active discussion. The active discussion is happening, but it's it's at a level that is perhaps a little bit less than we would like. So we would like to like to boost that a little bit. um We have had some of the members you know advocating for for our stuff and that's nice to see this was it. This was the thing we knew we wanted to have, but we didn't really have a proper target for it.

A

So everything is up.

A

We're not getting quite the level of media attention that we would like, but it's important to recognize that the that that we get a big boost around certain events on one of the things that we're doing we've already started it, because it's, it's really actually just a special purpose use of tooling that we already have, as we do, the measures of the presidential campaigns in the United States, and so that that is one of the things that that is happening and I would not be surprised if we got a little bit of media booster to that next, please.

A

Yeah, sorry, oh, this is the next one, that's right, because this has got a lot of there's a lot of measures and within this project, I would forget that um so here here are examples, however, of stuff, where we're we're getting a little bit better. So um we've got a lot of success on Twitter we were aiming for 1500 follow, we've got 1700 more than 1700, now we're out halfway on our level of YouTube subscribers, and so that's an example of something where we've you know hoping to pull our socks up.

A

But of course we're well on our way, usually halfway over on the views are not quite as high on the new videos as we as we hope. So, we've got to get those to be a little bit more exciting, but you can see. We've already exceeded our our chapter. Education goal on we've got webinar attendees, you know we're doing reasonably well, we did integrate OTA into the rest of the Internet Society. Finally completely so that's all finished next, please.

A

So this is now we're moving from from things which are definitely projects into. You know, sort of style of things that were on that we're doing so. This is a regional policy engagement.

A

What's what's weird about this, is that we're treating it like a project, but, of course, it's kind of suite of ongoing activities, so I'm sort of critical things that we see here, we've had a whole bunch of quite successful activities in the various regions. All of the regions are having having some success, and- and some of them are successes that we didn't exactly plan for one thing that was quite interesting with in there in the North America Bureau. We had this network neutrality event in in the United States.

A

um That was I mean we were getting beat up by some of the participants, but it's also true that we've managed to get some people to talk to each other, and you know nobody expected that what was going to happen with all the people in the world who are suing each other are gonna sit down and sing Kumbaya, but they're willing to talk at all I think I think that counts to the victory. um We've had quite successful um work in in all of the in all of the regions.

A

I won't read all the details to you, um but I thought that the network neutrality thing was worth calling out, because some of you may have heard from some of the people who are kind of nevertheless accounts as it's a test um and I I will call out. um Actually once again there was this successful policy workshop in the Kingdom of Saudi Arabia sally was there, and so it's Konstantinos and there's this lovely picture of a bunch of men all in their local garb and Sally inspecting them all I. Think that was a wonderful picture.

A

Yeah yeah! It's a great picture on I should have put that in this deck on, but I think we don't highlight it too much on so we've got a bunch of milestones coming up, there's a bunch of speaking engagements as a policy workshop coming up. Obviously we continue to have engagements with the ITU you'll notice that we're under budget on on these efforts and I think that's rather good, although we've already got twelve thousand that's committed, but not actually actually expended.

A

Yet the slight under spending is is risky partially because what's happening is dates are slipping and one of the things that happens in these kinds of engagements we find that date slip and they slip across annual boundaries, and you know that's no fun. um There's another thing that happens here and I really want to draw your attention to it, because this is actually the biggest risk for this kind of stuff.

A

You know if a government changes there's a lot of elections in Africa, for instance this year, and if the government changes or some world event happens and um people change their minds, then all of a sudden you know um somebody who was looking like a pretty good partner. Is that suddenly, under the control of the up their out former opposition and we're no longer friends with them, because the enemy of mine or the friend of my friend is my enemy or something. So we find that you know we have to rebuild some of those things.

A

I will note, however, that our regional bureau staff in general have such good relations in their region that very often when a government changes it doesn't really affect our relationship with the government itself.

A

A

So, as you can see, these these are milestones are quite a bit less numeric, because it's the kind of thing where you know oh whoa, we're dealing with this government, we're keeping good relations with them and so on very hard to measure those things in a in a numeric fashion. So instead you know we're just talking about how. How likely are we to strengthen these relations and so on? You know it's hard to know, for instance like in the case of the partnering, with one government or international intergovernmental organization on a policy related event.

A

Well, that's an event, and you can you can count it, but it's also true that it's an event, and so you don't really know whether it's having the effect in the world. It's really the relations that are as important about this as anything else.

A

Next, please, so: we've got a whole bunch of of work on the online presence and how we, how we work online and I see that Dan is here to talk about these things as well on this report is a little bit different because, as you can see from the budget, this is actually just rolled up into the operational budget for strategic communications I. Nevertheless, we've had a bunch of successes. You can see that a number of these things have already launched this year.

A

We we have the futures website, we've had the the Internet Society foundation website and that's up and running, so we have a bunch of a bunch of things that have been launched. The integration of OTA into the internet society more generally has been successful. We continue to have some on some things that you know we gotta finish. We haven't had the official launch of the foundation website, I, don't know what official launch means and the thing that you know we rolled out in the sort of casual way.

A

We did sometimes sometimes there's a bit of a of a tradition. You know where people want to have like you know it's official launch day and the thing is it's been live for. You know six nine months, it's sort of hard to understand what official launch day is but seems to be important people to pick a date. I guess that's the day we pop the champagne I wasn't aware that we had a champagne budget, but I'll go looking for it now that I know. Thank you Richard. It's good to have the treasure in your body.

A

We're also internally, of course, we have we've had a back channel, which is the the internal staff portal and there's not much of an analytics engine for for some of those things or or the for that matter. Good internal web analytics portal for our own stuff, so we're really working on that. There's also. You know we've heard and are sensitive to a number of issues having to do with the way the site is laid out. The speed, the usability under certain circumstances, so we're working on that um the web team.

A

So just on the on the matter of risks and issues, the web team was down a little bit lead. We didn't replace all of the contractors left with full-time staff, so there are some constraints on on that. Some of the translation translation has been a real bad problem for us, so we've got you know we try to keep in in French and Spanish as well as English, and the translation has just not kept up just enough to stop. Automated translation is just worthless.

A

It's awful, even I can tell it's awful.

A

The the services that we've used have sometimes been extremely slow or they've had really big problems, with the jargon that we've got because we've got a lot of jargon and some of the jargon like what we should do is not have that jargon in the first place, and then we wouldn't have that problem.

A

We talked about this a little bit earlier, but some of the some of the problem is that there's a level of jargon that is kind of inevitable, because you've got an industry and you need to you need to use those technical terms and it's difficult to engage with somebody who isn't really familiar with it and I know that this is incredible to believe.

A

But you know, translation services do not pay their people, like you know, really really great wages all the time, and so, though, it's difficult to ensure that you've got you know a sort of workforce. That is just consistent. One thing we could do about this, of course, is develop a bigger communication staff and hire them in all the languages. But then the difficulty is that we would have to hire.

A

You know people in all of the languages of the world and if you think there are a lot of countries in the world, then start thinking about all the languages and the instructor problems. Now we do have staff, of course, in both who speak both French and Spanish, and maybe some of the things we could rely on and that we generate some original material in in languages that are not English. But we are we're struggling with that. A little bit.

I

I I just had a thought here that may be useful, and if it's not, we can maybe bookmark it for later, but that's one of the things that we've done we did at the Wikimedia Foundation was because we open we freely licensed all the materials we encourage people to translate.

I

You know we to translate on their own and there are various ways to incentivize that, not least of which is that the people who are contributing to the translation projects just like having done it so I'm wondering if there's some peace, some kinds of materials that we could actually reach out to the wiki source project or some other Wikimedia projects. I know I mean this is the kind of thing that they just loved. So.

A

We've had actually some pretty good luck with, with, with relying on our chapters for various kinds of translation, we had quite a lot of good luck there.

A

The problem comes actually when, when you've got sort of launch dates and those kinds of things very difficult to get people to do things for you on that kind of deadline, if you're not just paying and- and so it's particularly when we've got launches or specific things that we're trying to do with, you know we're trying to engage with people when we were doing what we're doing on community consultation earlier this year. So we were trying to do surveys of various things.

A

You want to translate the survey into all the languages, so they can go up at the same time on the same day, so that all of the communities have the same experience of engagement, and you know, like one of the surveys came back and it was just laughable. I mean it was just just impossible. Nobody could believe that this was really the the this. This was even the same thing, and so those are the cases that are really causing this trouble.

A

So we are using some of the techniques that you're talking about, but I think I think we can continue on pushing in that direction.

C

Be there I know instead.

D

Of giving it the whole translation to somebody just giving a proofreader to initial speaker hopes behead Susan Germany just a few weeks ago, very good translation, which sounded really like some priest going from the chancellor doing some strange things completely wrong.

D

It's easy and there's a quick thing to check you can push it back to inflation.

C

B

You somehow once Peter said we had some good experiences with chapters before before you were in the organization. We did translate some some text that was okay, I agree. It takes time you cannot always comply with due date, but I would I would suggest when you make a big announcement, it's a short text media, give it to some native speaker and with it when, when you were appointed and I said it to masala, it was really about text in Spanish the same with the foundation. It's a short text that can be.

B

You can send it to me and I can it's five minutes? So if it's really an announcement that should be double-checked.

C

H

Thank you for the feedback. We've we've got a got a number of ideas and plans. We know we know what we need to fix and we've got a we've tried a couple of things. There been some failures which we will then learn from, and so now we know kind of thing. Definitely I'm aware of many folks here.

A

Okay, next slide, so there's a whole bunch of kpi's here. A couple of things I want to point out is that we've had one point: six million pageviews on the Internet Society org since the beginning of the year, uh so by June, 12th we'd already hit that number.

A

We've got a bunch of of efforts that we're trying to we're trying to complete this year. uh A thing that is quite important from my point of view. Is this chapter website template, so one of the things we've noticed is the chapters have a difficult time keeping up with this, and a number of them have asked us for this, so we've actually put out an RFP that we're looking at the responses right.

A

So that's something that you know we can deliver and that's a benefit that we can give to the to the to the chapters on the global internet report and the futures a website is already successfully launched. So there are a number of these things that are basically done on one thing: that is one thing that is not the case is that the internet Danelle test suite compliance is not finished yet and we're working on that.

A

But, as you can see, we've got some sites that are already completely in compliant and conformance with that and we're working very hard to complete the rest of it. I I'm a little bit touchy about these, these sorts of things because I always feel like. If we're gonna be advocating for open standards, we really really ought to follow them. So that's one of the things that I've been approaching, though next slide. Please we've got some issues here. The gdpr continues to be the gift that keeps on giving on.

A

So we've got an audit that we need to do on that and on its it's been moved to the last half of the year. So it's still not done. um We've got some mobility issues where we've got a proposal, that's been accepted, so that's these things are getting started. So these are all things that you would expect are gonna complete later this year, but some of them are running. You know a little bit late, because they've been moved across the back from the mid-year country. Next, please, the next.

A

The next area was the sort of Service Bureau. The idea of this Service Bureau was sort of a knit together a bunch of things that we were already doing into a kind of one-stop shop in order to in order to make engagement with the chapters a little bit easier on. So we got a bunch of chapter workshops that have have been organized, we're doing we're doing the performance evaluations themselves this this is all complete. So this is all work. You know we did.

A

The full evaluation we've also been talking to to them in in terms of the the training that we've been doing and so on so on ah we're currently accepting applications for the for the chapter thong. So that seems to be working on there's a second round of the admitting program that that is coming up and we've got some chapters that are more that are more engaged with others. Also, you notice that we've got this support of beyond the net medium and large grant selections. That, of course, is strictly speaking, now moved to a foundation activity.

A

So so this is the year where we're moving to beyond the net thing over, and so there were pieces that were done inside the Internet Society and now pieces that are being picked up by the foundation.

A

This is a little bit under budget.

A

It's always a little bit difficult to know with this budget, because again, this is a sort of how we work, rather than rather than particular things we're doing, but it is under budget. um There are a couple of things, though, that I really want to point out.

A

We continue to have about 30 percent of the chapters and a hundred percent of the special interest groups that don't have bank accounts and in that thirty percent is a hard nub of ones that are never going to have a bank account or that are going to take many years to do it, and this is a real, serious problem for our community right. It's just a practical fact that is a legal matter. We really should not be transferring money to like people's individual bank accounts for organizational purposes.

A

That's the kind of thing that brazen is really really bad eyebrows at the IRS, so we can't do that, but on the other hand, our chapters are, in some cases quite dependent on this, and we can't send the money right now. So this this remains a very big challenge. It remains its challenge also for the foundation we'll talk about that tomorrow, because the foundation of course is is constituted in such a way that it can only send money to nonprofits, and some of those organizations are not nonprofits and the way we're going to handle.

A

That is, is perfectly fine, but it it. It again runs into this problem that even if we manage to solve that problem, we still about 30 percent of them can't accept the money, because we can't, because we can't send it to them. We've also got a whole bunch of new systems, so some of you will have noticed that the member Nova rollout did not really go as we might have liked. There were a whole bunch of problems having to do with the way that project had been managed in the past.

A

It turns out that there were a number of definitional questions that were not asked during the early days of the project. um Those of you who have a software background here know that you know if you fail to include a critical feature in your definition when you're setting up the project and that's never gonna get any better until you turn it on and and we had a few of those missing. So we are we're really having to recover from that, and it is a giant time sink.

A

Every time we have one of those problems, it's a really big problem and it's costing a lot of time and effort on the part of of the community engagement people who are who are working really really hard to solve these problems and they're, taking a lot of nasty feedback. As a result, some of the some of the some of the of the feedback that has been received is just downright rude.

A

You know there are some members of our community who are not always that nice and when they don't get the chocolate bar or whatever that they wanted, they they get quite nasty about it, as though um this is somehow a personal failing on the part of somebody's feelings, so I, you know I appreciate the forbearance that the staff have shown in in the face of those things that I would ask, since this is an open session, that any community members who are listening.

A

You know there are people on the other end of that email and you could. You could maybe phrase that sometimes a little bit a little bit differently, but we do appreciate that some of the some of the work on on the member Nova rollout in particular, has caused an enormous amount of frustration, and you know it's on us to fix it next slide, please.

A

So we do have on some some indicators here that are pretty good. The the aim was that we were gonna get 60% of the chapters to attend trainings and sessions in order to help them run their chapters more effectively and in fact, 77% of the chapters have already done this. So we're we're way ahead. Chapters are obviously finding that valuable and we're really really happy with that continue to provide it on. We see that we're we're trying to get.

A

You know, partnerships going, we don't have any yet, but we've got a few things that are that are in the works. We've got some things that are in progress, but we, and actually um we haven't gotten anywhere with it, but obviously like 40% of chapters participating in chapters on well chapters on isn't closed. Yet so you don't actually know yet on next, please, uh we've got some. We've got some chapter performance evaluation.

A

Some chapter performance evaluation criteria that we're working on on we've we've had a test round on the next round is planned for the end of the year. So we think this is going to go. We have had all of the on all of the regions, have a chapter improvement plan to make sure that any chapters that you know sort of slipping down and we make sure that we get up on top of those. There is something to talk about here a little bit, and that is as an organization.

A

We spend an awful lot of effort on the chapters who are maybe not participating as effectively as they might, and so, if you think of you know, I mean you've all had presentations for various chapters that are real rock stars and one of the one of the structural problems with the way we've organized our work is that we spend really a lot of effort trying to make sure that the chapters that are really falling behind that they come up so that they meet the requirements in their engagement letter or not.

A

Then spending a lot of a lot of time and effort on the ones who are really really succeeding. So one of the things that we want to do you know over the next twelve months or so is sort of try to identify ways of engaging.

A

Also with the people who are really succeeding and kind of like hooking them up with other people who are maybe not succeeding as dramatically, but who are successful in order to bring those people up- and you know improve things a little bit- we don't have a real answer for that right now, but it's one of the one of the things that we've really been paying attention to. You know, because this is a this is a constant problem, is the problem when you're teaching also or any of any of those kinds of things.

A

You spend a lot of time on the people who are lagging, then the you know the a students don't really get the attention that they need, and what that means is you can't get them from like a to a double plus. We have some people who are really a double plus already.

A

Maybe what we can do is you know, inspire other organ aparts of the organization with people who are really doing great work and we certainly value the the chapters who are doing all that great work, the ones who are really the most successful- and you know maybe there- maybe they don't feel that way because we're not paying that much attention to them. So I think that this is an area where we want to. We want to improve things a little bit. I think that's the last slide yeah.

A

Yes, so with that I'll conclude this part of the presentations and if there are any further questions, I'm happy to answer. Okay,.

C

Thank you, Andrew DuPont area, appreciate questions, believe I just.

H

Wanted to laud your efforts and the staff doing such could say despite the short time you built as a CEO. You've done a lot. That's particularly the new mindset. Let's say the approach to the Middle East, as you noted, having Saudi Arabian weight and the approach I think is.

H

So the approach I think that works best is, as you said, seeing the value, the value from the value from the perspective of governments and agencies that are on the ground, the actual authority, because not many undemocratic countries. You don't have the luxury of communicating with civil society and so I say push on towards that, but also keep in mind that there are other regions in the Middle East that might be even more democratic and have more space.

C

I think, while it broke the system, one two, three one: is it okay? Now one two: three: okay: do you want to you find? Okay, so hundred.

A

So, thank you for that. I really I, don't feel that I can take credit for this. So it's really the staff who've done a lot of work and Renee Leah and her group Renata has led a lot of the efforts around around measurement and in her entire department has really focused on this, and you know all of the staff have really dug deep to deliver on this.

A

This has been for me a really important priority and I know that some of the time you know I, think it I think it's sort of exhausting for people because they feel, like you know, there's a million things to do, because there is a lot of work to do and and the Internet Society staff was already quite busy doing all of the things they were doing in the world. But you know to to link back with what we were talking about before lunch.

A

My feeling is that we need to be able to show these things so that our community really believes that um that we're doing these things so, whether we're you know there was a good Bureau already in the Middle East.

A

Just to pick on on that particular example, and they were doing lots and lots of work and and what's happening here- is we're starting to see the fruits of that, but seeing the fruits of that you know internally is great, but the additional thing, but having these things that we can point to to the whole community to say no see like this is a link that you can make now um through the Internet Society. I. Think that this is, you know, potentially very good for our for our membership.

A

It's very good for um for us as an organization and it's good for the internet, because we can make all these people up. Nothing would thrill me more than to be able to you know, turn things up in in the Middle East in complain in you know, in places where people were very reluctant to to engage with the internet to discover oh, no, this is a tool that is good and you know positive for people in that country as well. So that's that really excites.

C

Thank you Andrew, any any other questions: okay, good yeah, excellent. So thank you for a for a really good summary, so that gives us the helicopter view of what's going on so so this is gonna conclude our open session for today. There's.

A

One more little piece: oh.

C

E

This one on board level indicators and then there's one on the process of the 2025 strategy. Right, oh sure, those.

C

Are still yeah? Oh, okay, okay, okay, so they write they excited. It starts in point four yeah, okay, good.

A

So so we do have a bunch of of indicators and and what we're trying to work on here is stuff for reporting to you over time and these become then you know part of the public record, which then, of course, fee back and allows us to continue to get better next, please. So, as you know, we had on this stuff about reporting and I. Just gave you on this overview about some of the baselines and what we've been doing in Singapore will show some additional things and we'll show delivery of the action.

A

You know the action plan for 2020 and then in in January we'll have the annual impact report. So one of the things that we haven't always done has been super numerical about about some of the indicators that we report on annually, but we will will have a little bit more of that on, so that that will happen next January next, please.

A

So this is just a quick overview of these of these indicators. um We've got a bunch of these things and I'm not gonna, go through every detail of this, but these are. These are the ones that we were talking about a moment ago. You know the things that we've just walked through, because I'm not going to talk through all of these again because you've already just seen these.

A

um So if you keep going Kevin as you can see, we've got these worked out for every one of the areas that we're working on this year next next next.

A

And one more and so in order to make these clearer for you, we've got a prototype dashboard that has you know. People have been working on internally, I want to call out, in particular Tom Stark, so this is a beginning example of it. So the idea here is that we've got these categories. We've got these indicators that are on you know in in various ways.

A

If we expect certain kinds of things which are numeric indicators, and then you can watch them and you can see whether we are continuing to make progress initially we're going to we're gonna launch this in a sort in a fairly static way, so you'll get snapshots of this and you'll see it from time to time. But the plan is over time that this becomes an active tool and you can check on it at any time and you can use it so these are you know.

A

This is one of the one of the example cases our next please. You can see here that this is the financials view of that now. One of the really big challenges of our financial reporting systems right now is that you know we do standard accrual accrual accounting, but one of the things is that a lot of our activities in the field are on a cash basis right so they're, prepays and all the rest of it and that MA and that information is not in our financial reporting stuff.

A

It's an it's in a different system, and not all of this stuff is not all of this stuff is easily accessible by a API writer. In fact, several of these things are not really easily accessible by AP I-- right now, so um sandy and her department are gradually rolling out the systems to support that kind of stuff, but they're doing that at the same time as we're developing this thing. So the initial deployment of this is going to be accruals only, which means, of course, that as a project management tool, this is effectively useless.

A

You can't actually tell where somebody is on budget. If you don't know how much cash they've actually only spent, despite the fact that it hasn't shown up and accrual is yet. So um that's that's.

A

Actually, one of the one of the things that is a limitation of what we've got right now, nevertheless, we're building this um so that you know once we've got all of the data underlying it, we can just turn it on and it's all available in the meantime you can play with it and see you can see what it is as long as you understand that it's not actually telling you where the money is right now, so that's uh that's another thing, I think there's another slide yeah.

A

So there's more on monitoring and reporting, and you can see this one is so cool this this map, one- and you can't really see it on this on this sort of static view, but the map actually shows you things about. You know how we're acting in the various region, so you can tell something about. You know our engagement with the chapter and so on and it's it's a live one. So you can click over different. Various regions at sea see a number of different things. Next, please.

A

Similarly, um you can see. So this is an example, improving the technical security, so you can see in this case you know various milestones that we've um we've got planned and how far along we are in them and so on and again. The intention is that initially, this is going to be static, but then, over time this is going to be a live dashboard.

A

So you can you know if somebody comes and to ask you, you know, because you're at something or whatever it's like that stupid, Internet Society, they never do anything, and then you can show people hey, no see we're doing this. um So that's that's part of the part of the goal of this. In the long run, what we want to be able to do is to be able to use this for our membership for our partners and so on, so that they have a real time.

A

Access to you know what is it that the Internet Society is doing you just link to it and it becomes very easy. um That's I mean do not think that that is a next year project right. This is, we have to develop this. This has to be really robust, because once you start turning this on in public, it's really gonna run all the time. Next, please so I think that I. That was all the samples that I had, but I I was really excited about this about this tool.

A

This is not something that we talked a lot about in our plans. Last year um there was a little bit about reporting and so on, but I think that this is the right way to do. It I hope that you're as excited about it as I, am because I think the staff great.

C

A

C

I'm, seeing like the cash flow is actually Merlin, real-time I mean I just create a much needed he's, actually quite cool too yeah.

H

Sean so we've been asking.

C

H

This stuff for years, it's finally, this it's great to see it landing. The ability to look at this stuff in real time is an added bonus. I think the the snapshots, the beginning you're great, and then really thank you guys for new.

C

H

Were willing to step out, it's really awesome, I mean.

C

Many organizations they don't have access to that type of state, so money to me would be really good and.

A

And, to be perfectly honest, I mean some of this is an internal tool right. We have a lot of people inside who are working on the various projects and it's difficult to coordinate across you know, I mean we've got people in all over the world. It's difficult to coordinate with them.

A

You know sending an email is not really the answer for this, so this is a tool that allows allows this kind of collaboration and that's really the goal to give people the tools to do it, but I think it's a really super bonus that we would have on this available sort of to everyone. I'm gonna start with the board.

C

Excellent, thank you em. Any questions.

A

Ok, so so this is the final public session, and this is having to do with our strategy. Our you know, sort of I don't want to call a long-term strategy, I hate, long term strategy documents because they usually seem to be useless, um but it's it's worth it to have. You know something like the strategic vision.

A

What are you gonna do over the next five years and be able to talk about that in the sort of reasonably compact and sensible way, uh and the goal of this, of course, is to guide our action plan for 2020, but also to guide our action plan into the future.

A

So one of the things that I have found a little frustrating um you know previously as a member of the internet society, and that was a member of the staff- is that it's not always clear how the annual action plans links up to one another um and the goal here is in part to give that sort of narrative. So we have an obvious way of saying this is what we're gonna do in 2020 and that's going to lead, obviously into things that we do in 2021.

A

In the event that the thing that happens in 2020 is, you know, turns out to be useful. I don't want to suggest that this is like a five-year plan and we're gonna.

A

Do it like this is some sort of Stalinist hellscape instead, the idea here is that this gives us a vision for where it is that we're trying to go and- and it gives us sort of you know a picture of what of what good looks like, so that we can sort of say along the way, hey we're moving towards that or we're not next, please.

A

So. We've we've actually had quite a lot of of success here. We we did a bunch of work on back in in the beginning of the first quarter, on with a sort of picture of you know, of what our proposals were and I reviewed this with you at our last meeting or a previous meeting. Rather, we've also done a bunch of stakeholder feedback. We had a lot of different kinds of feedback we engaged with with our membership with the chapters and so on.

A

Through various surveys, we had some sessions with the inductees of the internet, Hall of Fame, so we got some. You know very frank views there. It's really been quite good. We've done a lot of trends, analysis where we're well into defining the outcomes and so on in the flagship projects and I'm going to talk a little bit more about that later.

A

Obviously, then, as we complete this, we complete the come thing the framework and we end up with a plan that you will approve or disapprove I hope, not in November as part of our budgeting effort on next. Please.

A

Similarly, we we've done a bunch of work on the on the 2020 plan itself, so a very similar sort of thing. One of the cool things here is that the staff will talk about this again a little bit later today, the staff developed a lot of these projects. So the idea was that we we open this up internally and we had a lot of internally inputs and so on, and then we've we've done some analysis. That's please!

A

So that's the that's the state of affairs that um that we've got and- and that gives you a picture of where we are along this along this line on the next things you know. Obviously, we we make the detailed plan. We make an annual plan to make this standard annual action plan that you normally approve every year and there'll be a budget and and then we will implement it. So that's the that's the conclusion of the public portion of this okay.

C

Thank you any any questions.

C

Okay, good, but then we're gonna move into into executive session, and then we will not open until tomorrow. Is that correct.

E

Yes, any other business was in public session yeah.

C

That's a good point, so so I mean any other business now in public session so that we can close until tomorrow. Basically, so anyone has any other business.

C

Okay, good so tomorrow we will be opening for for video participants at 10 o clock in the morning ten ten ten ten, we will be opening at ten ten local time. Okay, thank you very much.