The
millennium year 2000 is nearly over and it has marked the start of
an inexorable transition for the Internet Society. We emerged with
the Internet itself, and as the Internet continues to evolve, so will
- so must - ISOC. Our strength, and certainly a major pillar in the
foundation of our mission, springs directly from the roots of the
IETF - Internet standards - and the unselfish and open methodologies
employed there. Our ability to continue to apply that culture, their
processes and perspectives, will be vital to our continued success
as we move through this transition.
Internet
Society in Transition
To
what transition am I referring? Perhaps only a retrospective will
make it clear - and that can only be accomplished through an historical
perspective with the passage of time. However, there is very little
question that dramatic changes have occurred, and are occurring, along
with greatly expanded Internet usage by an ever broader and more diverse
population throughout the world. Because of our inherited culture
and the principles upon which we operate, we have innately recognized
the need to change accordingly - to be even more inclusive - in material
ways.
Yes,
our "technical" heritage is a great strength; but the culture wherein
the IETF develops Internet standards is the major asset inuring to
the Internet Society. As our focus on the four "pillars" evolves,
we will find the Society being drawn naturally to the areas most in
need and where our true strength - our open and unselfish culture
- will be most effective. The Internet is still only in its embryonic
stage and its application into virtually every aspect of our lives,
in transparent as well as direct ways, will command our attention
and action.
Operational
Restructuring, the "Four Pillars," and Platinum
The
four pillars we have defined: Standards, Education and Training, Public
Policy, and Member Services, are not new initiatives of the Internet
Society. We have been focused in these areas since our founding. But
as part of the transition occurring in 2000, we have restructured
our operations, including the allocation of the budget for 2001, to
specifically direct funds to programs and initiatives in these four
primary areas. The creation of the Platinum-Level Support Program
allows organizations to target their contributions to the Internet
Society, to the area, which is of greatest interest to them. It seems
clear, thus far, that the Standards program is the most popular. I
believe that is simply because the IETF has a long history of success.
It stands to reason that as the other areas we have designated become
equally effective and well known, they too will find funds becoming
more plentiful.
The
Emergence of the ISTF
The
Internet Society is unlikely to separate from the standards activity
of the IETF - indeed, with the advent of the Platinum program, our
commitment is expected greatly to increase - but the transition now
beginning will thrust ISOC more and more into the societal aspect
of Internet usage and integration. I have great hopes for the ISTF,
the "IETF-like" forum focusing on Internet societal issues, and I
believe that the "growing pains" of its first years will form a solid
foundation for its future. I believe that the ISTF was founded some
number of years before those it would serve were/are ready and, as
a serendipitous result, it will be ideally suited to function effectively
when the time is truly right - perhaps in 2001. We must not forsake
the ISTF.
Each
of our four pillars feeds the others. Public Policy, in particular,
is a key product of all other areas. The Internet Society has never
intended to control any aspect of the Internet or Internet policy.
Our seminal global activity in resolving the many and complex issues
associated with the DNS was done with the intent of internationalizing
and institutionalizing the administrative procedures and having them
be recognized by all appropriate entities. It is safe to say, ICANN
would not exist today in the form that it does, without this early
work by ISOC. And its existence is testimony that we do not find it
necessary to claim historical ownership to any Internet administrative
or policy activity.
ISOC
is Uniquely Positioned
At
the same time, ISOC must become much more aggressive in pursuing global
cooperation and coordination in the establishment of Internet policy.
That is not to say that policies should be created for their own sake,
but when there are issues that arise, ISOC must be intimately involved.
We have over 60 official chapters; we have another 80 plus, in various
stages of formation; we have individual members in over 170 countries.
The established activities and technical resources of the IETF, the
growing and evolving capabilities within the ISTF, are additional
assets that should be tapped. Our history in the education and training
of key individuals within developing countries has established a talented
and influential cadre of people capable of significant accomplishment.
We are uniquely equipped to provide knowledge, perspective, diversity,
and education - appropriately reflective of our culture - to the parties,
and the processes they employ, in the development of public policy,
globally.
In
1999, we created Vice President positions that were by and large outside
of the board of Trustees. Their roles were operational, were appointed
by the president of ISOC, and reported to the president. That structure
continued in 2000 and will continue in 2001 with the additional goal
of establishing regional "directors" or "coordinators" within each
of the VP functional areas. I believe this sort of "expansion effect"
will facilitate more involvement by the membership and bring the assets
of the Internet Society more succinctly to bear on the issues that
will be confronting us in the future. Our recent acceptance as an
NGO to UNESCO places us in a position to work effectively within existing
international organizations in the furtherance of our goals. ISOC
has a great deal to offer; we need only to harness that capability
more effectively.
Internet
Society Governance
Last
year I suggested a possible new structure for the governance of ISOC.
The proposal included electing/selecting Trustees from the individual
membership, chapters, organizations, IETF, and for the board to appoint
specific Trustees. This latter category would be for one-year terms
(as opposed to the normal three-year term) and the appointments would
carry very specific objectives - such as fund raising, membership
growth, etc. We have never really explored any of the various options,
through active discussions, that this proposal was meant to engender.
Perhaps the time for discussion of the governance restructuring concept
proposed earlier is more appropriate today as we move to a broader
focus through our four pillar construction. In the event, Geoff Huston
is presenting a proposal, along similar lines. I strongly encourage
serious discussion and consideration. Change, even the pondering of
change, can be a very positive influence on the energy and creativity
of an organization.
Financial
Aspects
To
effectively meet the challenges of the future requires money. ISOC
spent most of 2000 working to recover from the financial failure of
the otherwise very successful INET'99 conference and associated Network
Training Workshop. Additionally, in 1999, we prematurely and far too
aggressively attacked a strategic planning for growth initiative that
was costly and distracting. Remarkably, in 2000, we have paid off
all our debts from 1999 and are operating on a cash positive basis.
Our base line recurring revenue is the highest, by far, going into
2001, and is over four times what it was when I began, nearly five
years ago.
It
would not be unwise to watch the financial results unfold for the
first few months of the new year, but we should be ever mindful of
opportunities that may be seized through a more aggressive posture.
Of course, finances must warrant any steps forward, still we must
be wary of stagnation and too much internal focus. The Internet Society
is probably better positioned today than we have ever been previously,
to more effectively achieve its goals and objectives. To do so, however,
may require bold action beyond which we are willing to go in the next
several months. Thus, as we see 2001 unfold, we will be well advised
to remain poised - ready to act quickly and decisively when an opportunity
is presented.
Thank
You
Much
of what I have just written is done from thoughts resulting from a
decision I made early in 2000, and the Trustees have known about for
a few months: I will be retiring from the Internet Society effective
March 2001. It has been my privilege to lead the Society for the five
years of the Internet's most explosive and controversial years. This
will be my last "President's Report," and I would like to conclude
by simply saying thank you and that these five years have been the
most pleasurable, intense, and rewarding, of my career.
