text: Internet-Draft M. Wasserman, Editor Document: draft-ietf-problem-process-01.txt Wind River Expires: December 2003 June 2003 IETF Problem Resolution Processes Status of this Memo This document is an Internet-Draft and is in full conformance with all provisions of Section 10 of RFC2026 [RFC2026]. Internet-Drafts are working documents of the Internet Engineering Task Force (IETF), its areas, and its working groups. Note that other groups may also distribute working documents as Internet- Drafts. Internet-Drafts are draft documents valid for a maximum of six months and may be updated, replaced, or obsoleted by other documents at any time. It is inappropriate to use Internet-Drafts as reference material or to cite them other than as "work in progress." The list of current Internet-Drafts can be accessed at http://www.ietf.org/ietf/1id-abstracts.txt The list of Internet-Draft Shadow Directories can be accessed at http://www.ietf.org/shadow.html. Abstract This document suggests processes to address the problems identified in the IETF Problem Statement. This document decomposes each of the problems described in the problem statement into a few areas for improvement, categorizes those areas into longer-term and near-term problems, and suggests processes to address each area. Copyright Notice Copyright (C) The Internet Society (2003). All Rights Reserved. Wasserman, Editor Expires December 2003 1 IETF Problem Resolution Process June 2003 Table of Contents Status of this Memo...............................................1 Abstract..........................................................1 Copyright Notice..................................................1 Table of Contents.................................................2 1 Introduction..............................................3 2 IETF Purpose and Core Values..............................3 2.1 Non-Core Values...........................................5 3 Building on our Success...................................6 4 Problem Decomposition.....................................7 4.1 Decomposition of Mission Problem..........................8 4.2 Decomposition of the Engineering Practices Problem........8 4.3 Decomposition of the Complex Problems Problem.............8 4.4 Decomposition Standards Hierarchy Problem.................9 4.5 Decomposition of the Engagement Problem...................9 4.6 Decomposition of the Management Scaling Problem..........10 4.7 Decomposition of the Working Group Practices Problem.....11 4.8 Decomposition of the Preparedness Problem................12 5 Process Recommendations..................................12 5.1 Near-Term Improvements...................................12 5.1.1 Suggestions to Improve WG Quality Processes..............14 5.1.2 Suggestions to Increase the Use of Tools.................14 5.1.3 Suggestions to Improve Training..........................14 5.1.4 Suggestions to Increase WG Chair Communication...........15 5.1.5 Suggestions to Improve Maintenance of Standards..........15 5.2 Longer-term Improvements.................................15 5.2.1 IETF Improvement Working Group...........................15 18.104.22.168 Working Group Oversight and Management...................16 6 Conclusion...............................................17 7 Security Considerations..................................17 8 Normative References.....................................18 9 Informative References...................................18 10 Acknowledgements.........................................18 11 Editor's Contact Information.............................19 12 Appendix A: Suggested Charter for the Improvement WG....19 Wasserman, Editor Expires December 2003 2 IETF Problem Resolution Process June 2003 1 Introduction This document suggests processes to address several problems facing the Internet Engineering Task Force (IETF) that have been described in the IETF Problem Statement [IETFPROB]. This document begins with a short discussion of the purpose and core values of the IETF, and it offers a reminder of the many good things about the IETF that we donÆt want to lose in the process of solving our problems. We then decompose each of the problems described in the problem statement into a few areas for improvement, and organize those areas for improvement into two categories: - Areas that can be addressed in the near-term, via discrete, minimally disruptive changes or improvements. - Areas that would require longer-term efforts to address, such as fundamental changes to our organizational structure or standards-track processes. It is suggested that the IETF work on these two classes of improvements in parallel, so that we can enjoy some near-term benefits while more fundamental, longer-term improvements are being carefully considered and executed. Concrete suggestions are included for how we can begin or continue work on near-term improvements. The document then offers recommendations for how to initiate, organize and manage our longer-term improvement effort. 2 IETF Purpose and Core Values As we consider how to address the problems with the IETF processes and organizational structure, it is important to keep in mind the things about the IETF that we don't want to change -- our sense of purpose, and the core values that give the IETF its unique identity. It is not the role of the Problem Statement Working Group (WG) to document IETF consensus regarding the purpose and core values of the IETF -- that role is recommended for a future WG. However, the words of our past and present leaders may help to set the right tone for this effort. The IETF has a rich history and tradition, full of memorable quotes that capture our spirit and values. Two of the most memorable are: "We reject kings, presidents and voting. We believe in rough consensus and running code." -- Dave Clark "Be conservative in what you send, liberal in what you accept." -- Jon Postel Wasserman, Editor Expires December 2003 3 IETF Problem Resolution Process June 2003 At two IESG plenary meetings in 2002, the chair of the IETF, Harald Alvestrand, presented his view of the purpose and core values of the IETF. These presentations may serve as a useful basis for focusing on our mission and core values. At the IESG plenary in London in July 2002, it was stated that the purpose of the IETF is to "produce high quality, relevant, and timely technical standards for the Internet". Our organizational structure and processes should be judged by how well they help us to achieve that mission. At the following IESG plenary in Atlanta, Georgia in November 2002, five core values were presented [COREVAL]: "Cares for the Internet" As its name implies, the Internet Engineering Task Force (IETF) focuses on Internet-related activities. We care about the Internet, and our standards work and operational activities are intended to improve the utility, scalability and availability of the Internet. The Internet isn't value-neutral, and neither is the IETF. We want the Internet to be useful for communities that share our commitment to openness and fairness. We embrace technical concepts such as decentralized control, edge-user empowerment and sharing of resources, because those concepts resonate with the core values of the IETF community. These concepts have little to do with the technology that's possible, and much to do with the technology that we choose to create. The IETF community also cares about making the Internet model a viable business proposition. People who choose to offer Internet products and services that fit with our core values should be able to do so with maximum benefit and minimum amount of fuss. The IETF community wants the Internet to succeed because we believe that the existence of the Internet, and its influence on economics, communication and education, will help us to build a better human society. "Technically Competent" We pride ourselves on our technical competence, and our processes are intended to ensure the high technical quality and utility of our standards and other documents. "Open Process" Openness is a core attribute of the IETF. Our standards and other documents are developed in an open process, which allows us to achieve wide input and review. Wasserman, Editor Expires December 2003 4 IETF Problem Resolution Process June 2003 Anyone can participate in defining Internet standards in the IETF. We do not require corporate membership. We make final decisions on mailing lists, not at face-to-face meetings, so anyone with Internet access can contribute. All IETF documents are freely available, whether they are active working documents or finished specifications. Individuals as well as working groups may submit Internet-Drafts for consideration as Internet standards. "Volunteer Core" With some honorable exceptions, the IETF community consists of people who are employed elsewhere, and much of our IETF work is directly related to the business of our employers. However, many of us take on additional roles in the IETF, beyond those directly sponsored by our employers. We participate in the IETF as individuals, because we want to work for the good of the Internet community and its inhabitants. The IETF community is committed to the continued success of the Internet, not to the continued success of the IETF itself. IETF is only worthwhile if it can effectively produce high quality, relevant standards that benefit the Internet. Openness and individual participation are both parts of an interlocking structure that is the strength of the IETF. The openness permits all segments of the Internet community to participate, without demanding that they meet any qualifying criteria, such as belonging to a member company. The individual participation allows us to focus on a wider set of "success criteria" than the health and well-being of our individual employers. Ultimately there is no conflict between the volunteer nature of the IETF and employer-sponsored participation, because we believe that the long-term survival and growth of the Internet benefits ourselves, our societies and our employers. "Rough Consensus and Running Code" It is an inherent part of the IETF culture that we base our decision making on rough consensus of the community, developed through open discussion. We also value running code as an indication of specification quality and completeness, and we require interoperable implementations for promotion in the standards process. 2.1 Non-Core Values Understanding our core values will also help us to understand the long-standing features of the IETF that we can change without compromising our values or sacrificing our unique identity. Wasserman, Editor Expires December 2003 5 IETF Problem Resolution Process June 2003 During the November 2002 IESG Plenary, Harald Alvestrand also presented the following "non-core values" [COREVAL]: - The division into WGs and Areas - The three-step standards process - The ASCII format for RFCs and I-Ds - The format of IETF meetings - The structure of WG mailing lists - The powers of the IESG and IAB These things were designed to help us achieve our goals in a way that is consistent with our core values. If they are no longer effective, we can and should change them. 3 Building on our Success While focusing on our operational problems, we shouldn't forget that the IETF is a very successful organization. We are responsible for some of the most widely used communications standards in the world, and we have contributed to the creation and growth of the Internet, one of the greatest technical and social achievements of our time. It is important to consider that: - Good times hide problems; - Bad times hide successes. In good times, it is easy to succeed despite operational inefficiencies, so organizations tend to ignore operational problems and focus on their success. In bad times, organizations can become overly critical of their own structure and processes, blaming the organization for problems that are actually caused by outside forces. We are currently suffering difficult times in the IETF and throughout the communications industry. The IETF should be careful not to unjustly blame our own organizational structure or processes for the effects of industry-wide changes such as: - Economic issues in the global communications industry, which are causing increased scrutiny regarding expenses and return-on-investment. These same factors are causing job changes and uncertainty for many IETF participants. - The commercialization of the Internet, which has drastically increased the financial impacts of standardization. - The convergence of the datacom and telecom sectors of the communications industry, which has led to an influx of experienced people into the IETF with a different culture and industry perspective. Although it is important to recognize and correct the serious organizational problems currently facing the IETF, many of these problems have existed for years, and the IETF has been successful Wasserman, Editor Expires December 2003 6 IETF Problem Resolution Process June 2003 in spite of these issues. We should not overreact to these issues with sweeping revolutionary changes to the IETF structure and processes. Instead, we should focus on developing a culture of continuous operational improvement through which we can evolve our organizational structure and processes to make them more scalable and effective. We should take this opportunity to develop the mechanisms and processes that we can use to continually monitor and improve our organizational effectiveness, both in good times and bad times. The IETF currently has a large amount of valuable work underway, and care should be taken not to disrupt or delay that work while we address our organizational problems. The IETF is also fortunate to have a large number of extremely talented and dedicated individuals that serve in formal and informal leadership roles throughout the organization. We should be careful not to alienate or disenfranchise our leaders and key contributors while making organizational or process changes. 4 Problem Decomposition The problem statement document lists seven root cause problems currently facing the IETF: - Participants in the IETF do not share a common understanding of its mission; - The IETF does not consistently use effective engineering practices; - The IETF has difficulty handling large and/or complex problems; - Three stage standards hierarchy not properly utilized; - The IETF's workload exceeds the number of fully engaged participants; - The IETF management structure is not matched to the current size and complexity of the IETF; - Working group practices can make issue closure difficult; and - IETF participants and leaders are inadequately prepared for their roles. Each of these problems can be decomposed into several areas for improvement, some of which can be addressed in the near-term while others require longer-term consideration. It is also important to note that the problem statement lists problems that have been reported by some members of the IETF. Although all of these problems are believed to exist, not all of these problems are present in all parts of the IETF, and some of these problems may in fact be symptoms of other problems. Wasserman, Editor Expires December 2003 7 IETF Problem Resolution Process June 2003 4.1 Decomposition of Mission Problem In order to determine the best organization and processes for the IETF to fulfill its mission and achieve its goals, we need to reach a common understanding of the mission and goals of the IETF. Although it should be possible to understand the mission and goals of the IETF with no disruption to our current processes, it would be most valuable as part of a longer-term effort to align the organization and priorities of the IETF with its mission. As part of understanding our mission, the IETF will need to identify our stakeholders and understand how we serve them. We will need to define the scope of the IETF, so that it is possible to determine what is in-scope and out-of-scope for the organization. We will also need to define our goals and priorities, and learn how to recognize and measure our own progress and success. Once we reach consensus on the mission and goals of the IETF, we should develop educational programs or resources to expose new participants to these principles, so that they can be quickly acclimated to the IETF culture. 4.2 Decomposition of the Engineering Practices Problem The IETF lacks effective engineering practices in four major areas: 1. Failure to clearly define the scope of the work, engineering trade-offs and acceptance criteria for each project. 2. Lack of effective mechanisms for issue tracking and/or document change control. 3. Lack of effective processes to ensure quality throughout the development of IETF work items, such as intermediate acceptance criteria or formal review processes. 4. Sufficient focus on milestones, and recognition or rewards for individuals or groups that achieve timely, high quality execution. Some of these areas (issue tracking and revision control) would require that tools are made available to WG chairs and editors, and that IETF participants (at various levels) are educated in how to use them. The other areas concern the formation and process management of IETF WGs, and would require documentation and adoption of effective engineering processes within IETF WGs. 4.3 Decomposition of the Complex Problems Problem The IETF has effective mechanisms for dealing with well-defined problems of limited scope. These problems are well handled in IETF WGs, where experts in a given technology can convene and solve the problems specific to one technology area. However, we are much Wasserman, Editor Expires December 2003 8 IETF Problem Resolution Process June 2003 less effective at resolving complex problems that affect more than one IETF WG or area. Today most communication between WG chairs, especially across area boundaries, goes through the IESG. Some inter-WG or inter-area communication problems could be alleviated by greater communication and coordination directly between the chairs of related WGs. There are some near-term efforts underway that are intended to increase communication between WG chairs. Other complex problems involve higher-level issues, such as unified architecture or highly-coordinated multi-area efforts. As part of any IETF reorganization, we should consider management structures that will allow us to achieve a better focus on architectural and cross-area issues. 4.4 Decomposition Standards Hierarchy Problem There are several problems with the IETF's three-step standards process. These problems can be grouped as follows: - The three standards-track steps are not used effectively within the IETF. - The IETF standards-track is not well understood by the users of IETF standards. - The current standards process does not make it easy for users to locate a set of related documents, such as an architectural framework and associated protocols. - The IETF does not have an effective way to maintain IETF standards. Major changes to the standards-track should only be considered as part of a longer-term process that includes an understanding of our mission and goals. However, there may be near-term changes that we could make to better maintain current IETF standards, or to make them more accessible to users. [OPEN ISSUE: Is this the correct balance between near-term and long-term changes to the standards-track? Or could we consider changes to the three-step process (i.e. to make it a two-step process) in the near-term?] 4.5 Decomposition of the Engagement Problem The engagement problem can be decomposed into three primary issues: - Some WGs do not have sufficient participation, and WG documents are often produced by very small groups of people, perhaps with limited expertise in some relevant areas. - WG documents are not adequately reviewed by people outside of the originating WG. Wasserman, Editor Expires December 2003 9 IETF Problem Resolution Process June 2003 - People lose interest in longer-lived WGs, especially when protocols take a very long time to develop. When too few people, or people representing too few areas of expertise, review WG documents this can result in poor quality output. We need to find ways to increase the effectiveness of document review at all levels. Quality processes based entirely on a gatekeeper at the end, whether that gatekeeper is the IESG or a WG review board, tend to result in a lower focus on quality by other participants. So, it is likely that instituting better quality processes throughout document development, including acceptance criteria and review at several stages, would increase the focus of WG participants on document quality. When the interest of document editors or key contributors starts to flag, this can cause serious problems for a WG. This most often happens when WGs are floundering, or when charters are so loose that WGs lose focus. It also happens when WG documents get delayed in AD review and/or IESG review for long periods with little feedback, or when the WG lacks consensus to progress its documents. Improvements to our processes for chartering, tracking or managing WGs could help to alleviate many of these problems. Training for WG chairs in how to manage difficult situations and disruptive contributors might help, as well. We also need to better understand what motivates people to become deeply engaged in the IETF and to remain engaged. It is possible that expanding the number of formal leadership positions and/or coming up with more effective ways to acknowledge our top technical contributors could encourage more people to become, and remain, deeply engaged in IETF 4.6 Decomposition of the Management Scaling Problem There are several issues grouped into the concept that the management structure of the IETF is not well matched to the size and complexity of the organization. One or two of these problems might be addressed by near-term solutions, but resolving the primary problem will require some type of IETF reorganization. There are four major areas for improvement that are grouped under this problem: - The current organization of the IETF does not scale. IESG members are running too many WGs, reviewing too many documents, etc. Most IESG members have dozens of direct reports (WG chairs, directorate members, etc.). In its current form, there are very few people who could do a good job as an IESG member, and the huge time commitment and responsibilities of this role make it very difficult to find qualified people who are willing to serve on the IESG. - Current IESG members and other IETF leaders are overloaded. Wasserman, Editor Expires December 2003 10 IETF Problem Resolution Process June 2003 - The IETF selection processes have tended to select leaders (IESG, IAB and WG chairs) from the same small pool of people. The IETF needs to identify and develop additional leadership, and to delegate real authority and influence to a larger group. - The IETF is not effective at identifying and developing new leaders, and we lack sufficient recognition for the contributions of IETF participants. - One or two IESG members can block WG documents indefinitely (in AD review or IESG review). Some level of IETF reorganization is needed to improve in the first two areas. This should be undertaken as part of the longer-term improvement effort. In parallel with a longer-term IETF reorganization, however, some relief could be achieved by modifying IESG internal processes to remove the potential for one or two IESG members to indefinitely delay a WG document, either on purpose or due to work overload. The I-D tracker has already resulted in some improvement in this area, as it has created visibility regarding how and why a document is being delayed, but it may not have resolved all of the issues in this area. The IESG may also be able to take near-term steps, with community visibility and agreement, to transfer or delegate more work to WG chairs, to directorates, to the IAB, or to other to people in formal or informal leadership positions. If additional leadership positions are needed for this purpose, the IESG should consider creating them. The IESG could also help to expand the leadership pool of the IETF by actively seeking interested and qualified people for leadership positions, and by using more open processes for the selection of WG chairs and other influential positions. 4.7 Decomposition of the Working Group Practices Problem Although "rough consensus" is considered a core value of the IETF, consensus-based decision making works best in smaller groups with a common viewpoint and common goals. Somehow we need to resolve the apparent conflict between our core values regarding rough consensus, and our desire to be an effective organization with several thousand participants. Although consensus-based decision making has some inherent issues, there are some problems in the IETF that exacerbate these issues: - WG chairs may lack the skills and training to deal with common behavior problems that undermine or prevent consensus. - IETF participants are often unaware of how the IETF decision-making processes are intended to work. Wasserman, Editor Expires December 2003 11 IETF Problem Resolution Process June 2003 - WG chairs and participants often lack good conflict resolution skills. Each of these issues could be addressed through training or other educational resources. 4.8 Decomposition of the Preparedness Problem The IETF could benefit from training and educational resources that increase the preparedness of IETF participants and leaders at all levels. The IETF currently has formal training programs for new attendees and for new working group chairs. However, our current training programs could use some improvement. There are also several other groups who could benefit from training or other forms of development (web tutorials, on-line resources, references, mentoring, etc.), including continuing attendees, experienced WG chairs, document editors and IESG members. There is an effort underway to improve the IETF's internal education programs, and we recommend that it be continued. 5 Process Recommendations It is the overall recommendation of this document that we pursue near-term improvements to resolve IETF problems in parallel with a longer-term effort to reorganize the IETF and improve our standards processes. None of the efforts suggested in this document should be blocked pending the completion and publication of this document. Ongoing efforts should continue, and new efforts should start as soon as there is IETF consensus that they are worthwhile. In our improvement processes, we should attempt to focus our near- term improvements on areas that are less likely to be substantially modified by our longer-term efforts, thus minimizing the likelihood of making our own efforts obsolete. 5.1 Near-Term Improvements Many of the problems currently facing the IETF can be resolved, or mitigated, through near-term improvements to our current IETF organization and processes. Many of these near-term improvements are completely separable, and there is no reason to aggregate these efforts into a single IETF WG. It is also unnecessary that all of these changes be directed by the (already overworked) IESG. However, in order to prevent the chaos and confusion that could be caused by trying to change everything at once, it is recommended that we choose a few high priority areas for improvement and focus on making improvements in those areas. In choosing which areas to pursue first, we should consider the following criteria: Wasserman, Editor Expires December 2003 12 IETF Problem Resolution Process June 2003 - We should address our most urgent, important problems. - The areas chosen should be cleanly separable, to allow multiple improvements to be carried out in parallel with minimal interference. - We should maximize the benefit vs. the cost of making the improvements (i.e. look for low hanging fruit). - As much as possible, we should focus on improvements that are less likely to be completely invalidated by a longer- term reorganization of our management structure. This might be accomplished by focusing on improvements at the WG and participant levels, rather than at the IESG/IAB level. In the sections above, we have identified several areas that could benefit from near-term improvements, including: 1. Improve WG quality processes and the effectiveness of document reviews at all levels. 2. Increase the availability and use of issue tracking and document sharing/revision control software in the IETF. 3. Improve training and resources for IETF leaders and participants at all levels. 4. Improved communication between WG chairs to identify and resolve inter-WG and inter-area problems. 5. Consider IETF processes or structures to better maintain IETF standards. 6. Modify IESG-internal processes to make it impossible for one or two IESG members to indefinitely delay a document. 7. Modify IESG processes to delegate more responsibility to WG chairs, to directorates, to the IAB or to people in other formal or informal leadership positions. 8. Modify the WG chair selection processes to widen the group of people considered, and consider ways to develop more leaders for the IETF. 9. Initiate regular AD review of WG milestones and progress. Applying the criteria outlined above, it would make the most sense to address areas 1, 2, 3, 4 and 5 through immediate short-term efforts. These are high-priority issues, they are sufficiently separable to be pursued in parallel, they place minimal additional burden on the IESG, and they are the least likely to be affected by an IESG/IAB-level reorganization of the IETF, or by subsequent changes to the standards-track document process. Specific recommendations for how to proceed in each of these areas are made in the following sections. Wasserman, Editor Expires December 2003 13 IETF Problem Resolution Process June 2003 The IESG should consider internal changes to address areas 6, 7 and 8. Area 9 would require a substantial time commitment from IESG members, so it is not suggested that near-term improvements be pursued in this area, unless the IESG believes that the near-term benefits would justify the effort. 5.1.1 Suggestions to Improve WG Quality Processes A working group should be formed in the General Area of the IETF to make improvements to the WG quality processes, including: The WG (re-)chartering process, the quality processes used by IETF WGs, and the effectiveness of IETF reviews at all levels. It should be the goal of this WG to improve the quality and timeliness of WG work output. This WG would be chartered to resolve the non-tools- related portions of the Engineering Practices problem (section 4.2) the WG-related portions of the Engagement Problem (section 4.5), and the non-training-related portions of the WG Practices problem (section 4.7). A great deal of efficiency and synergy can be achieved by adopting common processes throughout an organization. However, it is a strength of the IETF that WG chairs are given a great deal of latitude to choose their own processes and tools, based on the size and nature of their WGs. So, in general, processes and tools should be made available to WGs and WG chairs, not forced upon them. 5.1.2 Suggestions to Increase the Use of Tools Ideally, the proliferation of tools within the IETF would be accomplished via grass-roots efforts, organized by participants within the IETF. One example of this type of effort is the recent adoption of Jabber for use during IETF meetings. However, it is also possible that the IESG could designate functional leaders for specific tools-related efforts and support those leaders in organizing those efforts. It also might be helpful for the IETF to set-aside some technical and systems resources, to make useful tools available to WGs and participants throughout the IETF. These efforts should resolve the tools-related portions of the Engineering Practices problem (section 4.2). 5.1.3 Suggestions to Improve Training The current WG chairs and newcomer's training efforts should be continued and expanded as possible to cover training for other groups. This effort is expected to address the Preparedness problem (section 4.8), and the training-related portions of the Mission Problem (section 4.1) and the WG Practices problem (section 4.7). Wasserman, Editor Expires December 2003 14 IETF Problem Resolution Process June 2003 5.1.4 Suggestions to Increase WG Chair Communication Some efforts are already underway to allow WG chairs to meet each other, and to given them opportunities to establish communication channels. These efforts include WG chair socials and training sessions for experienced WG chairs. These efforts should be continued. The IESG could help to promote chair-to-chair communication by encouraging direct communication between WG chairs when multi-WG issues arise. However, most of the responsibility for establishing effective chair-to-chair communications channels lies with the individual WG chairs. We should stop relying on the IESG to resolve inter-WG issues, and start communicating with each other directly regarding inter-WG issues. These efforts may help to alleviate the Complex Problems problem (section 4.3), although a comprehensive solution to that problem would probably require some changes to the IETF management structures. 5.1.5 Suggestions to Improve Maintenance of Standards The IETF should consider proposals to improve the way that IETF standards are maintained. It might be possible for the IESG to document and implement a mechanism to maintain IETF standards without the need for a WG to enact this change. This effort should address the maintenance-related portions of the Standards Hierarchy problem (section 4.4). 5.2 Longer-term Improvements There are two major areas where we should consider longer-term efforts to improve the IETF: - Organizational structure - IETF standards-track process These two areas cannot be completely decoupled, as the roles and responsibilities of the IETF leadership are largely defined in terms of the standards process, and vice versa. Also, the standards-track process and the roles of IETF leadership are both largely defined within the same documents (RFC 2026 and RFC 2418). Therefore, a new organizational structure and any required changes to the standards-track process should be determined and enacted by a single WG, called the IETF Improvement WG (improve). The WG is encouraged to work on these issues in parallel, where possible. 5.2.1 IETF Improvement Working Group Wasserman, Editor Expires December 2003 15 IETF Problem Resolution Process June 2003 An IETF Improvement WG should be formed to resolve the Mission Problem (section 4.1), the Complex Problems problem (section 4.3), the Standards Hierarchy problem (section 4.4), the Management Scaling problem (section 4.6), and the longer-term portions of the Engagement Problem (section 4.5) This group should be empowered to make changes to the Internet Standards Process [RFC2026], The IETF WG Guidelines [RFC2418], the Nominations Committee process [RFC2727] and the charters of the IESG and IAB [IESG-CH, RFC2850], as needed to correct the problems with our current organization and standards track processes. However, the group should not make any changes in these areas until the goals and potential impacts of those changes have been carefully analyzed. 188.8.131.52 Working Group Charter and Deliverables The IETF Improvement WG will focus on three areas: - Reaching community consensus on the mission, core values, scope and goals of the IETF. - Improving the scalability and effectiveness of the IETF's management structure. - Improving the utility of the IETF's standards track document processes. This WG will follow a two-phase process. In the first phase, the WG will undertake an effort to reach community consensus regarding the mission, core values, scope and goals of the IETF. During this phase, we will also learn how to recognize and measure the success of the IETF, and we will generate performance baselines that can be used to evaluate later changes. In the second phase, the WG will determine what changes, if any, are required to the organizational structure and standards-track processes of the IETF to enable us to efficiently and effectively achieve our mission and meet our goals, while remaining consistent with our core values. Phase Two tasks will not be started until the deliverables for Phase One have been completed by the WG and submitted for publication. [OPEN ISSUE: Do we really want the Phase Two tasks to wait until after Phase One is completed? Or can work on these phases proceed in parallel?] A proposed charter for the IETF Improvement WG can be found in Appendix A. 126.96.36.199 Working Group Oversight and Management The IETF Improvement WG should be managed by the WG chair(s), using standard IETF practices and procedures, as defined in RFCs 2026 and 2418 [RFC2026, RFC2418]. In keeping with current IETF processes, Wasserman, Editor Expires December 2003 16 IETF Problem Resolution Process June 2003 the chair(s) of this WG will be chosen and managed by the General Area Director (AD). It is recommended that the General AD employ a selection process that allows for community visibility and input, similar to the process that was used to choose the chairs of the Problem Statement WG. To ensure that there is community consensus regarding the charter of this WG, the charter for the IETF Improvement WG will be developed within the Problem Statement WG and included in the final version of this document. We recommend that the IETF WG and document processes defined in RFCs 2418 and 2026 [RFC2418, RFC2026] be used for the oversight of the IETF Improvement WG. In particular: - The WG should be formed in the General Area of the IETF, with the General AD serving as the "responsible AD". - The documents produced by this WG should be submitted to the IESG for approval and publication, according to the usual IETF processes. - Any process documents that are produced by this group and approved by the IESG will be reviewed by the ISOC Board of Trustees, using the processes established for previous IETF process updates. - If necessary, any appeals based on the processes or output of this WG would be handled according to the appeals procedures defined in RFCs 2418 and 2026. 6 Conclusion The IETF has problems, and we need to work to solve those problems, both via focused near-term improvements and via a longer-term effort to build an IETF organizational structure and processes that can better handle our current size and complexity. However, the IETF is also an effective organization with a long tradition of excellence, and core values that we donÆt want to compromise in the course of improving our organization and processes. So, any major changes undertaken in the IETF should include an articulation of the IETF's mission and our core values, so that we can ensure that we build an organization that can carry out our mission in harmony with our core values. Working together, we can resolve the problems currently facing the IETF and make the IETF an even more effective, successful and fun place to work. 7 Security Considerations This document contains suggestions for processes that the IETF could use to resolve process-related and organizational problems with the IETF. Although the structure and quality of the IETF's Wasserman, Editor Expires December 2003 17 IETF Problem Resolution Process June 2003 processes may have an affect on the quality of the IETF's security- related work, there are no specific security-related issues raised in this document. 8 Normative References [IETFPROB] E. Davies (ed.), "IETF Problem Statement", draft-ietf-problem- issue-statement-02.txt, June 2003 [RFC2026] S. Bradner, "The Internet Standards Process -- Revision 3", RFC 2026, BCP9, October 1996 [RFC2418] S. Bradner, "IETF Working Group Guidelines and Procedures", RFC 2418, BCP 25, September 1998 9 Informative References [RFC2727] J. Galvin, "IAB and IESG Selection, Confirmation, and Recall Process: Operation of the Nominating and Recall Committees", RFC 2727, BCP 10, February 2000 [IESG-CH] H. Alvestrand, "An IESG charter", draft-iesg-charter-03.txt, April 2003 [RFC2850] B. Carpenter, Ed. "Charter of the Internet Architecture Board (IAB)", RFC 2850, BCP 39, May 2000 [COREVAL] http://www.ietf.org/proceedings/02nov/slides/plenary-2/sld4.htm [DOCTRN] http://www.ietf.org/proceedings/01dec/slides/plenary-3/index.html 10 Acknowledgements The contents of this document were greatly influenced by members of the Problem Statement WG editorial team: Avri Doria, Dave Crocker, Elwyn Davies, Jeanette Hofmann, Melinda Shore, Rob Austein and Spencer Dawkins. In addition to the editorial team, the following people have provided useful feedback on earlier versions of this document: Harald Alvestrand, Randy Bush, Brian Carpenter, Leslie Daigle, James Kempf, John Klensin, John Loughney, Keith Moore. The initial text for the core values section is largely based on presentations and e-mail messages authored by Harald Alvestrand. Wasserman, Editor Expires December 2003 18 IETF Problem Resolution Process June 2003 "Good times hide problems; Bad times hide successes" is taken from a presentation by Tom St. Dennis, the former President and CEO of Wind River. 11 Editor's Contact Information Comments or questions regarding this document should be sent to: Margaret Wasserman Wind River 10 Tara Blvd., Suite 330 Phone: (603) 897-2067 Nashua, NH 03062 USA Email: firstname.lastname@example.com 12 Appendix A: Suggested Charter for the Improvement WG IETF Improvement Working Group (improve) Chair(s): TBD, as described above. Area Director(s): TBD, as described above. Mailing List: TBD DESCRIPTION: The IETF Improvement WG is chartered to make improvements to the management structure and processes of the IETF to address the fundamental organizational and process problems described in the IETF Problem Statement (RFC XXXX), according to the process described in the IETF Problem Resolution Process (RFC XXXX). The IETF Improvement WG will focus on two areas: - Improving the scalability and effectiveness of the IETF's organizational structure. - Improving the timeliness and utility of the IETF's standards track document processes. This WG will follow a two-phase process. Phase two tasks will not be started until the deliverables for Phase One have been completed by the WG and submitted for publication. Phase One: Understanding our Core Values and Mission In this phase, the WG will articulate and document the core values, mission, scope and goals of the IETF. We will also learn how to recognize and measure the success of the IETF, and generate performance baselines that can be used to assess the success of later changes. The deliverables for Phase One include: Wasserman, Editor Expires December 2003 19 IETF Problem Resolution Process June 2003 - A document describing the core values of the IETF that should not be compromised as a result of any reorganization or process changes. - A document describing the mission, scope and goals of the IETF. - A document describing how the IETF can recognize and measure our own success. - A set of performance baselines that characterize the recent performance of the IETF in achieving our mission and meeting and our goals. The output of Phase One will provide a framework that can be used to determine what improvements, if any, we should make to our organizational structure and standards track processes. It will also give us a means to understand and measure the success of any improvements that we do choose to implement. Phase Two: Organizing to Achieve our Mission and Goals without Compromising Our Core Values In this phase, the WG will document whatever improvements are needed to the IETF organization and processes to allow us to effectively achieve our mission and goals without compromising our core values. In this phase, the WG will: - Determine how the WG will identify, plan and execute any necessary improvements; - Solicit possible improvements from the community, and scour the problem-statement and solutions mailing lists for proposed improvements. - Evaluate, scope and prioritize a set of improvements designed to increase the effectiveness of the IETF's organizational structure and standards track processes; - Implement the improvements (most likely by publishing BCP RFCs); and - After a suitable time, reapply the metrics developed in Phase One to determine if the improvements have been successful. Goals and Milestones: TBD Wasserman, Editor Expires December 2003 20


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A beautifully illustrated introduction to the Bible, retelling 17 beloved stories from the Old and the New Testaments for very young children. The stories are: The Creation, Adam and Eve, Noah's Arc, A Son Named Laughter, Joseph and his Amazing Coat, The Baby in the Basket, The Ten Plagues of Egypt, David and Goliath, Jonah and the Big Fish, The Birth of Jesus, The Sermon on the Mount, Four Faithful Friends, The Feeding of the Five Thousand, The Good Samaritan, The Last Supper, The First Easter, Breakfast on the Beach.
DINARA MIRTALIPOVA is a self- taught illustrator/designer. Born and raised in Tashkent, Uzbekistan, she eventually landed in snowy Ohio. Raised in Soviet Uzbek culture, she inhabited Uzbek/Russian folklore that still influences her work. For a long time Dinara has been among illustrators and designers at American Greetings. She left her creative role at American Greetings in February 2014 to pursue her ever growing freelance career and to start a new chapter as a free spirit independent designer. Currently Dinara works from her home studio in Sagamore Hills, OH.

subset: commoncrawl


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Abalone Salad
2 smalls head red leaf lettuce
1 arugula
1 small head radicchio
24 Chinese pea pods
4 Fresh medium abalone
2 Limes, juiced
1 inch fresh gingerroot
Freshly ground pepper
1 tablespoon Rice vinegar
2 tablespoons Dark soy sauce
4 tablespoons Extra-virgin olive oil
Lime or lemon wedges
Gingerroot should be peeled and grated. Rinse and dry lettuce, arugula and radicchio. Discard mushroom stems and slice tops in thin vertical slices. Rinse and dry peas. Remove abalone from shells, using handle of heavy spoon to break muscle attachments. Reserve shells. Clean abalone well, discarding undesirable parts. Clean shells thoroughly, dry and set aside. Using meat slicer, slice abalone muscle crosswise into tissue-thin pieces. If abalone can't be sliced tissue-thin, slice thin as possible and pound each slice on flat surface with mallet or flat end of cleaver until tender and almost transparent but not shredded. Combine juice of 1 lime, 1 tablespoon grated ginger and grind or two of fresh pepper in bowl. Add abalone slices and toss to coat well. Marinate 15 to 20 minutes, stirring occasionally.
Combine remaining lime juice, remaining ginger, vinegar, soy sauce and 3 tablespoons olive oil in small bowl. Tear lettuce, arugula and radicchio into coarse pieces and place in large bowl. Toss with dressing oil. Arrange greens in abalone shells or on serving plates. Set aside. Heat remaining 1 tablespoon olive oil in skillet or saute pan, add mushrooms and peas and season to taste with salt and pepper. Stir-fry briefly, just until peas turn bright green. Remove from heat
4.0 servings
Friday, December 10, 2010 - 1:02am


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When looking to move, people should always make sure that they find the best interstate moving companies to help them get through their trip. As most people know, moving is a difficult thing no matte how much stuff is being moved or how long of a distance is going to be covered. The greatest interstate moving companies could make things much easier on everyone involved. The worst interstate moving companies on the other hand, could end up causing more trouble than they help to prevent.
Interstate moving companies should be able to provide their clients with proof that they are licensed to own and operate a professional moving business. Companies are required to have a license just to move things around within a single state. Movers that transport things around more than one state will require additional licenses and permits. Companies that are not properly licensed will never be able to meet the safety and liability standards required by law, and should be avoided.
The second thing that interstate moving companies should be able to provide are references. Hearing a good couple of recommendations from people who experienced a companies services previously could help to seal the deal quickly. Hearing a bad recommendation however could tell a family that it is time to keep moving. Interstate moving companies that are able to offer more than one great reference will probably not be the type to dole out poor service.
The third thing that people should always be sure to look for with interstate moving companies is an upfront estimate. No one ever wants to be surprised by a final bill that includes several charges that were never discussed beforehand. A moving company that can provide their clients with a transparent estimate of all fees and taxes should always be on the top of every families list.


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Refining Your Novel with Megan Taylor
6 week course
Day & Time: Saturday 1pm – 3pm
Date: 12th January to 16th February, 2019
Venue: Waterstones, 1-5 Bridlesmith Gate, Nottingham, NG1 2GR
Cost: £123, £118 conc.
Code: WSN85
Using published examples and playful exercises, this series of workshops will offer participants a deeper understanding of crucial elements in novel writing (such as character, setting, point of view and structure). During this course we'll look at genre and endings and how to develop critical editing skills. There will also be advice on the practicalities of submitting, and further exercises to continue refining your unique writing voice.
Suitable as an extension to Megan's 'Beginning your Novel' course or to new participants eager to develop their writing.
About the Tutor:
Megan Taylor is the author of three novels, How We Were Lost, The Dawning and The Lives of Ghosts, as well as a short story collection, The Woman Under the Ground. Her writing has made the shortlist in several competitions, most recently in The Brighton Prize 2017 and the Walter Swan Prize, 2017-18 and she has further stories out or forthcoming in various other anthologies and journals. She is also currently in the process of completing her fourth novel. For more information please visit www.megantaylor.info


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|Districts of Faryab. (Photo credit: Wikipedia)
The incident in Faryab took place as a result of a dispute among the policemen manning a checkpoint on the Maimana-Herat highway, the provincial police chief said.
Brig. Gen. Nabi Jan Mullahkhel told Pajhwok Afghan News the attacker, Alauddin, joined the Taliban after killing three policemen and injuring the post commander.
Taliban spokesman Qari Yousaf Ahmadi said Alauddin -- a supporter of the insurgent movement -- had killed four policemen.
Separately, two fighters and as many policemen were killed on Monday when the Taliban attacked a patrol in the Wazirabad area of Khanshin district, said the governor's spokesman, Omar Zwak.
The attackers managed to flee, leaving behind the bodies of their associates, he said.
from Pajhwok
By Qutbuddin Kohi Apr 22, 2013 - 18:17


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Unbeaten Temple announces second sellout of season—seriously
How good is unbeaten Temple this season? So good that notoriously cranky fans in Philadelphia are taking notice.
For the first time in almost 40 years at its current South Philly sports complex, the Owls (5-0) have sold out a second game this season, Oct. 31 against Notre Dame, the school announced.
MORE: Top 15 college football programs since 2000 | College football Week 7: Schedule, times, dates, TV
"The energy and buzz surrounding our football program has never been greater," athletic director Dr. Patrick Kraft said. "We are looking forward to an exciting event on Halloween for our fans and the city of Philadelphia."
Temple's season-opening win against Penn State, which kicked off the Owls' best start since 1974, also was a sellout.
The Oct. 31 game against Notre Dame is the first meeting between the two schools in Philadelphia.


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Have you ever seen a woman that is so attractive, she renders you speechless? You really want to approach her and have a conversation with her but you just don't know how you would even try. To you, she is out of your league. Oh, but you shouldn't think that! All you need is a little confidence to go up to her and break the ice. WildBuddies will help gain this confidence. When you become a member of our site, you will be able to flirt with asian single women in Norwich who are just as beautiful as the lady who left you speechless. Our lovely ladies are open minded and very friendly, so you won't have a reason to feel like she is out of your league. If anything, you will be that much more anxious to speak to her.
Let's say you've settled into a particularly amusing chat room. You're having a good time reading and participating in the playful banter between other users and yourself. Someone may send you a private message and invites you to a webcam chat. This adds to your good mood and you probably feel a little flattered. Not only is this an interesting turn of events, but it is also a great way to get to know someone better. When you're in a private webcam chat, you are able to see the person on the other end of the computer. You'll be able to see the person smile and laugh when they like something you've said. It adds a new level of realness and comfort to the interaction. Just keep in mind to keep personal information to yourself. You don't want to divulge anything too personal like where you live or your telephone number—anything like that. Only when you feel comfortable with someone should you share information like that. That goes without saying, if you do feel comfortable enough to share that info, maybe you would want to take the online dating into a face to face situation. If you should go that route, both parties should always agree to meet in a public space and tell loved ones where they are going. You can never be too certain. WildBuddies only want our members to enjoy their experiences with the member they meet. We've had many successful meet ups and we care about your safety.


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City Express is intended to update citizens about services, accomplishments and plans. We welcome comments and suggestions at firstname.lastname@example.com.
To receive an email alert when City Express is published, please subscribe through our distribution service, here.
Email comments and suggestions about what you'd like us to feature in the future to email@example.com.


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Here are a few ideas to help you plan your next party, concert, corporate or special event.
Contact our office today for a pleasant experience and fast results on any of the following acts:
Future, T.I., Fabolous, Fat Joe, Trina, Young Jeezy, Lil Scrappy, Diamond
Case, Rome, Slim (from 112), K. Michelle, Keyshia Cole, Sammie, JRand, Bell Biv DeVoe, Vivian Green, Eric Benet, Faith Evans, Bobby V, Tyrese, Johnny Gill
Doug E Fresh, Rakim, Timex Social Club, Lenny Williams, Freddie Jackson, Stephanie Mills, Cameo
We specialize in hip hop, r&b, reggae, gospel and classic soul music. If you are interested in an artist not listed, we can still help. Send your offer, using the reply form below. We respond to all inquiries within 24 hours. And as always, new and first-time promoters are always welcomed.


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Consolidated Theatres – Ko`olau47-260 Hui Iwa St.
Kaneohe Hawaii 96744
Consolidated Theatres Koʻolau is tucked into the lush vegetation beneath Kaneohe′s majestic koʻolau mountain range on the Windward side of Oahu. Koʻolau features tons of kid-friendly films as well as an assortment of video and arcade games, making it the perfect place for a family outing.
Hours Of Operation: Monday to Sunday 9:30am - 11:00pm
47-388 Hui Iwa Street, Suite #12
Kaneohe Hawaii 96744
Come Sing with us, share great pupus or watch a football game. We are the cheers of you neighbor always open with a room full of smiles. We make you feel like family.
Hours Of Operation: Monday to Sunday 12:00pm - 2:00am
|Powered by Sigsiu.NET


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A very simple and basic principle in fighting is to attack in threes. Just by adding this strategy to your training regimen, you will see your fighting success improve within a month.
Let me prep this subject first. A prevalent flaw in stand-up fighting–regardless of style–is the lack of trained combinations. While most fighters do train with combinations, few fighters actually use them when fighting. My belief is that in training, not enough emphasis is placed on having core hand combinations. The result is a reliance on what comes natural while sparring, rather than falling back on what is done in training deliberately. When martial arts students are not trained by a system of preplanned techniques–with ample time to develop and absorb them–they will not use them naturally. Fighters, then, are either throwing single punches, kicks and strikes, or they are flailing their attacks without a plan. On the other hand, most training in defense is focused on single attacks. There is little need to train against good combinations because defense against single attacks provides ample protection. So when the attackers are using a single attack and the opponent responds with the appropriate answer, little progress is made, and few fighters will dominate their peers.
And so we find our way to the strategy of attacking in threes.
You should have an average of 5 to 10 combinations of techniques consisting of at least three techniques, with the footwork to get the techniques to land on your opponent. This will include punches, kicks and/or strikes (for stick fighting). At a minimum, you should train your probing attacks in 3s (such as jabs or flicks with the sticks). These strikes should be utilized in almost all attempts to attack the opponent. Most likely, your opponent will not have a good defense against all three strikes, especially if you do not repeat yourself twice in a row. Once you have identified your techniques, you should train with them in every training session, as they need to be as naturally executed as breathing. The attack in 3s can follow another attack or series of attacks, or they can precede such attacks.
The practice of attacking in threes will ensure that your opponent will be busy while fighting you, and will not have many opportunities to return fire, nor will he have time to plan an attack of his own (or counter attack). If you are working with this strategy regularly, you will be prepared to execute the attacks, while your opponent will not be prepared to defend against it.
A simple fighting strategy like this will make a world of difference in your performance, regardless of what style you practice.
Thank you for visiting my blog.


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The Fault in Our Stars Amsterdam Walking Tour
As Triton and I planned our recent family trip to Amsterdam, we needed to find a fun and interesting way to engage our two tween girls in this beautiful and historic city. Exhausted by the constant eye-rolling and audible groans (ANOTHER Walking Tour? This Church is OLD! Art Museums are BORING!), we needed something special STAT…or risk our parental sanity.
That's when it hit us: using our daughters' favorite film, The Fault in Our Stars to guide the way. The very popular teen lit book and subsequent movie are both fan favorites in our house and both girls have a "Bieber-esque" crush on the young male star in the film, Ansel Elgort.
Needless to say, the girls were sold. Parental Victory!
The Officially Unofficial Walking Tour of the Amsterdam sights in The Fault in Our Stars
Several pivotal scenes in this tearjerker take place in Amsterdam, which provides a Hollywood-perfect backdrop for heavy teen angst. Our girls were beside themselves as we retraced the steps the star-crossed teenage characters take in the movie.
There were plenty of wistful sighs as our girls sat on the bench – THE BENCH! – where the characters profess their undying love. (Hint: the bench is located at Leidsegracht 2 in the Canal District.) Meanwhile, as parents, we got to take in the iconic canals adjacent to said bench sans teenage complaints. Once again, victory!
We were on a roll. It didn't take much to get the girls to the world-class Rijksmuseum, where the characters walked hand-in-hand through the museum's archways. A quick trip inside the museum, although not in the film, was a happy sidebar for all (and the real reason for our visit). The Rijksmuseum is filled with Old Masters paintings by Rembrandt, Vermeer and others. Standing in front of Rembrandt's famous masterpiece The Night Watch was something we grownups will remember forever, and hopefully the kids will appreciate one day. Tick, tock.
Directly outside the Rijksmuseum, we ducked into a museum eatery, Café Cobra, to avoid the impromptu rain shower. We sipped hot cocoa and enjoyed a Dutch pastry. Sophia, 13-years old and utterly star struck, excused herself to stand outside in the rain looking for Ansel Elgort, who was rumored to be in Amsterdam at the time. Shockingly, he didn't show. To combat her obvious disappointment, we walked through the nearby Museumplein park and took a family selfie on the curve of a giant "S" in the outdoor art installation spelling "I am-sterdam." All was right with the world.
Winding down the day, we headed off for a fantastic dinner at Restaurant Max, which specializes in Indonesian cuisine and is frequented by locals. Very popular in Holland because of the early Dutch spice trade, Indonesian food is like a cross between Thai and Polynesian food, with sweet and spicy sauces topping delicious dishes made with meat, fish or vegetables. We sampled the famous rijsttafel (pronounced "rice-toffle"), which was like a sampler platter of all their best dishes, served family style with plenty of kid-friendly choices. Everything was so delicious we had to go back another night to try it all again!
Picking up from our movie theme success the day prior, we visited the Anne Frank House. (Hint: if you plan to visit, buy your tickets early – and I mean VERY EARLY. Like three months early.)
The Anne Frank House is incredibly popular with visitors from across the globe, and the entrance line wraps around the building and down the street. The house is small, so only a few people are admitted at a time.
Those who buy tickets in advance for the Family Tour Program enter from a different door, bypassing the line and going directly into a private room for a quick and interesting lecture on the life and history of Anne Frank. Geared toward kids, this experience includes an experience where kids can enjoy a hands-on experience while the guide narrates in the language of your choice. This family tour ticket is 14.50 euro for adults and 10 euro for kids — a bit pricier, but highly worth the savings in time.
Now, back to the movie theme. Before our trip, we watched the black-and-white 1959 movie version of The Diary of Anne Frank. Although a bit corny in that old Hollywood way, the story remains poignant and important. We wanted our girls to truly understand the tragedy that befell the Frank family and so many others. The movie educated them well.
To the girls, more important than the historical aspect of the Anne Frank House was the fact that scenes from The Fault in Our Stars were also filmed at the Anne Frank House. The lead characters toured the historic home, and our family — you guessed it — walked the VERY same steps the characters did in the movie. The girls were beside themselves in anticipation.
Then something strange happened, and it was the coolest thing about our trip in this Dad's eyes. When we entered Anne Frank's bedroom, the girls realized the true gravity of the moment. They understood they were standing in the very room that Anne Frank had occupied during those fateful years, and they were sincerely moved. When we passed into the attic where Anne Frank's actual diary is on display, they visibly teared up. We realized quickly we need not drive home the very real historical relevance of what they were seeing. They got it. Big time.
When we returned to the ground floor, we entered the video room where world leaders and movie stars like Nelson Mandela, Cate Blanchett and Oprah have recorded their thoughts about Anne Frank and her courage. Around the corner, there are two computers where you can type a message to Anne Frank, leaving your thoughts to her memory for all time.
Engrossed in the video, Triton and I lost track of the girls. We found them typing messages to Anne, and peering over their shoulders to read their sweet and profound statements, we both choked up. And in that moment it dawned on us, that our daughters were writing to Anne Frank as a peer, another teenage girl, with hope and dreams and fears just like them. Only Anne was a girl who led a very different life.
The history and significance of our trip to Amsterdam had actually sunk into their young teenage minds…and more importantly, into their hearts.
That one moment made the whole trip worth it, teen movies and all.
You may also enjoy:
- Best Amsterdam Museums for Kids
- Hilton Amsterdam Airport Schiphol – A Great Choice Among Amsterdam Hotels
- Movies That Inspire Kids to Travel
- Book Series That Inspire Kids to Travel
Hilton Mom Voyage writers receive free night certificates to use at Hilton Hotels & Resorts worldwide. To learn more, visit our About Us page.
A Cali boy his entire life, Jon prefers to be near the water at all times. He grew up in San Francisco and now lives in San…


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I've been dragging my feet since the 300k. The weather on the other hand has definitely not. Can't quite figure out how to get the March rainfall totals for Black Mountain. The Internet is great, but not that great! Let's just say "a lot". Finally, rain.
One data point is Mount Umunhum, the peak just south of Black Mountain. Last week over 9 inches of precip. Another is Stevens Creek Reservoir at the base of Montebello. As of today 65% full, after close to zero rain this winter.
Last night we stayed up to watch the weather person on TV. This morning would be wet and showery as yesterday's storm moved through. This morning looking out the window, more like partly sunny. No complaints! Like I said, meterology is a hard profession....
Packed laptop and a change of clothes and some warm stuff in a pannier. Headed off down our street on my smooth, comfortable, not exactly fast bike. That's because the new wheels are on, with the generator hub and everything! Ruffy Tuffies. Luggage on the bike. Slower but realistic.
Wow, that's hard.
Rounding the corner to Montebello Road, as usual I clank down into the little ring and keep clicking down gears. In the next-to-lowest gear I think I can do this. This is the reason for the low gears. The road is wet but loads of traction with the big tires.
Today's pictures are all of the sky.
At the Ridge vineyard at the top, a coyote sniffs through the rows of vines.
The turn around point has to be the gate because of mud issues and time constraints. It's not even cold on the descent. I head through Stevens Canyon, then south along busy Highway 9 toward Los Gatos. Los Gatos Creek Trail leads right to downtown Campbell.
Where it's time to meet a couple of folks from SBI about the auction....


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Whether Taiwan's World Health Organization (WHO) application is a health imperative or a political maneuver was the question of the day during the World Health Assembly's (WHA) meeting on Monday.
"Those with Jesus in their hearts will see Jesus. Those with Buddha in their hearts see Buddha. Those with cow feces see cow feces. All China sees in this is politics, failing to see justice and compassion," Department of Health Director-General Chen Chien-jen (
At the same time, the Chinese delegation to the WHA accused Taiwan of using observership status at the WHO as a means to bring about diplomatic ends.
China had made clear from the start how it would view international support of Taiwan's bid: "As for those few nations who keep bringing up Taiwan's application, China views this as a challenge to the `one China' policy," the leader of the Chinese delegation, Minister of Health Gao Qiang (高強), said in a speech to the assembly on Monday.
"The Taiwan problem is an internal affair that needs to be decided by the Chinese people. No nation, big or small, rich or poor, can interfere with that," Gao said.
Indeed, the only nations to vote for Taiwan despite a lack of diplomatic ties were the US and Japan.
Following the vote, Japan issued a statement explaining its decision: "In view of the universality of the WHO as an international organization, it is the view of the Japanese government that it is desirable that as many countries, NGOs [non-governmental organizations] and other [entities] take part in the work of the WHO."
Japan also cited its close geographical proximity to Taiwan and consequent vulnerability to infectious diseases in China and Taiwan as a reason for its support for Taiwan in the WHO.
By the same token, of the nations that had voted to keep Taiwan off the agenda, only the EU, represented by the Irish delegation, and Canada delivered speeches to explain their vote.
The speeches of the Irish and Canadian delegations were interpreted by Taiwanese officials as expressions of goodwill towards Taiwan, despite the `one China' policy that had ultimately decided the vote.
"For those countries that voted against Taiwan today, I can understand their predicament as they had to choose sides under the so-called `one China' policy," Chen said yesterday.
"For those who voted for Taiwan, I affirm their courage, and express gratitude," he added.
In addition to political and health considerations, the right to health, and consequently Taiwan's application, was also cast within a moral framework, with Taiwanese officials saying on more than one occasion: "Justice is on our side."
Furthermore, calling Taiwan's situation a case of "health apart-heid" has no doubt served to stir the international conscience.
Deputy Minister of Foreign Affairs Michael Kau (高英茂) went so far as to say that the US and Japanese vote to include Taiwan on the agenda carried "a lot of moral authority" in light of the two nations' monetary contributions to the WHO.
The WHA president, Pakistani Federal Minister for Health M.N. Khan, offered what he referred to as "some food for thought" at the conclusion of the three-hour-long debate on Taiwan's application.
"This is the eighth running year this has been going on. Some 170 countries from all over the world have gathered here, and the whole precious day has passed. It is almost nightfall, and the World Health Organization has not touched on one single health issue," Khan said.


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I've been working towards publication of my book for around three years now and I've had a contract for over a year. So it really threw me when I got an email from my publisher requesting my official author photo and bio — and I panicked.
I don't want people to see me with my braces and the big gaps left by the teeth I had pulled. I need time to find a good anti-wrinkle cream and figure out how to lighten the bags under my eyes. I need to lose 20 pounds (or, let's face it, 50). My platform isn't big enough. My book isn't good enough. My spiritual life isn't strong enough. I don't have enough contacts. I need more blog posts. I'm stressed. I have work piled up for the next few months. I need to make cookies. Balance my checkbook. Take a nap.
Finally, I made myself stop.
Just stop.
And I prayed — what is it, Lord? Why am I freaking out?


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PastryWiz step-by-step cake decorating instructions
famous hands courtesy of Joanne Mackley
You will need 2 covered cakes (instructions), that are ready
for decorating. We are using a 10" and a 6" round
We are using dowels and pillars to assemble the tiers, but you can use any other
stand that you like.
Send mail to PastryWiz with questions
or comments about this web site.
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For folks who themselves put a excessive diploma of significance on vogue developments, following vogue developments in youngsters's clothes appears a pure extension. Thankfully, trendy clothes designers have anticipated this want, and nearly any vogue look attainable in an grownup wardrobe could be duplicated in miniature for a cute mother or father/youngster matching set, or just to permit for decisions that each the mother or father and youngster discover interesting.
Trendy developments are favouring saturated earth tones over pastels or neons, corresponding to olive inexperienced, navy blue, or burgundy for each boys clothes and ladies. Equally, heavier materials corresponding to tweed, corduroy, and denim are making a comeback, offering each heat and sturdiness. This can be a plus for households with a number of youngsters, as sturdy garments will maintain higher to be handed all the way down to a youthful youngster because the elder outgrows them.
As at all times, hooded sweatshirts and denims stay ever standard, offering a cushty look that works properly for college or after faculty play time. For a extra completed look, layering tops or including cute equipment is a enjoyable technique to convey a baby's outfit from fundamental to unbelievable.
Daring patterns are dominating the market as properly, with swirls, hearts and flowers a modern search for ladies, whereas camouflage stays a well-liked selection for younger males. From a mother or father's perspective, the recognition of patterns corresponding to camouflage have an added bonus, in that spills and stains are much less seen than they might be in solids, they usually helpful lifetime of the garment is preserved.
No matter vogue developments you observe, crucial features of youngsters's fashions stays consolation, heat, and practicality. Essentially the most stunning outfit on the planet is ineffective if a baby cannot play in it, and no little lady must be despatched to high school in boots that, nonetheless cute, maintain her from climbing the monkey bars or taking part in soccer. Above all, it have to be remembered that youngsters are way over little mannequins to be dressed within the seasons hottest seems, they're youngsters, and as such, must be given the chance to run, climb, play, and get soiled.


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TONIGHT! West Warwick, RI- Dinner and Music Benefit Event for PAWS
A tremendous thank you to PAWS volunteer Janel Smith and the rest of the planning committee for organizing this event! PAWS is so lucky to have volunteers so giving of their time and talent!
Want to help PAWS in our life-saving work? Donate, adopt, or volunteer your time.


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Submit your review
Having never had the misfortune of needing to use our homeowners insurance, we were anxious when we found we needed to replace our roof after major hail damage. George met with us and explained the process, advised us who to speak with at our insurance company and came to meet with the insurance adjuster when he was looking at the damage. His advice helped us get started on something we were dreading. His support as we went along was invaluable. Everything went smoothly and before we knew it, we were approved for a new roof AND gutters as well as screens we had not even realized were damaged until they showed us. Premier scheduled our installation on a Friday, told us what time to expect the crew, what they would be doing, and the process after the work was done. George checked in with us the day the roof was installed. The workers were timely, courteous and listened to our requests. They were careful not to get any debris in our swimming pool or the vegetable garden. They were very polite, competent and efficient at the job, and in one day we had a whole new BEAUTIFUL roof! Gutters and screens were scheduled a couple weeks later, and that crew was as quick, efficient and skilled as the first. We could not have been happier with our experience using Premier Home Renovations. George is a man of his word. He stands behind his company and cares about his customers. He tells you how it is. The whole process between Premier and the insurance went smoothly, and we did not have to worry about a thing! We have recommended Premier to others and are happy to say that one of our close neighbors is now using them to have a roof installed. If you are not sure where to go and you need a new roof, I would not hesitate to share our wonderful experience with you. Premier Home Renovations has an excellent, well-coordinated team from their receptionist at the office to their constructions crews. A company that does what it says and maintains good business ethics is hard to find in this day and age, but Premier is one of them. Thanks for everything you did for us and for our home!
Premier Home Renovations just completed a 3 day project to repair and coat a flat roof on my home. crew always arrived on time, worked hard and left everything clean & neat. can't ask for anything more
If you want your roof examined, repaired and/or replaced, look no further than Premier Home Renovations. George Andreadis is THE MAN for the job. Had engaged the company to assist me in a decision on a property. All I can say is I thank God George came out for the job. He was thorough, punctual(actually showed up early), took his time in assessing every inch of the roof, the state of the gutters and provided a written estimate a surgeon would be envious of!!! Best of all I walked away, truly educated about roofs in simple English, not industry-speak.
I used Premier Home Renovations for my roof. They also put up gutters. They did an excellent job. The equipment they used stood out. They cleaned up very well. They didn't mess around. They were very dependable.
Team showed up promptly and finished all work to our complete satisfaction.
Everything went very well. All the workers were very proficient and did excellent work and finished in a timely manner.
Arrived on time got right to work. Replaced what they needed. Cleaned up. Very happy with job.
It went well. They checked the roof, and gave us a sample. They also explained what they were going to do when they came to do the job. It was one worker that came out, it took about two hours to complete. We feel like they're a good company, so we decided to sign the contract with them.
The workers came on time, worked fast and cleaned up all the debris. They were very polite and professional.
Crew was hard working (12 Hours First day and 10 Hours second day). Excellent job and very professional.


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Brightly coloured, bold lipstick has been a trend throughout summer and it is set to continue on through to autumn/winter 13. Take a look at some tips to make your lippy go the distance and which products you need to work the look…
1. Blot, blot and blot again. This trick is an oldie but a goody, apply your lipstick in layers, building up the colour and blotting in between so the pigment really presses into the lips.
2. For a really bright look, apply a little foundation to lips before the colour. This will give the pigments something to cling onto and will neutralise any colour from your lips so you end up with a super bold colour.
3. Use a lip pencil to fill in lips before applying your lipstick. The pencil could be in the same colour as your lipstick or a nude colour. Either way – it will add another layer and keep your lipstick in place.
4. Invest in a good make-up remover to take it all off with at the end of the day. Oil-based cleansers will be best at breaking down intense pigments.
Superstay 14 Hour Lipstick by Maybelline
While this product might not last quite 14 hours, it does stop colour transfer and bleeding with a non-drying formula at a reasonable price.
Rogue Unlimited Supreme Matte Lipstick by Shu Uemura
With a super matte finish, these lipsticks are a lovely soft formula that glide over lips for full, bold coverage.
Stay All Day Liquid Lipstick by Stilla
While at first glance this product may look like a gloss, it is in fact a densely pigmented liquid lipstick. The sponge applicator gives full coverage, but be sure to work quickly – once the product dries it won't budge!
Fancy some make-up tips from a professional? Take a look at our Professional Make-Up page for more details.


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Welcome From The President
On behalf of the McAllen Economic Development team, I would like to welcome you to the McAllen, Texas/Reynosa, Mexico international metro area. Representing the economic interests and job creation efforts of over 2.5 million residents on an international border can sometimes be challenging - but in all cases very rewarding.
The location advantages we offer are globally unique. What other location can offer your company the ability to take advantage of the best of two workforces, two legal systems, two sets of trade policies and agreements, two currencies, and the ability to manufacture products made in the United States or Mexico with one management team?
It is not just our location that makes us an attractive option for your next business expansion. When you look at the two most important factors impacting your business success: cost and availability of a skilled and trainable workforce, we really shine.
With a current labor force of over 1.02 million, a manufacturing labor force of over 136,000,a median age of 29 years and an annual population growth rate of between 1% and 2%, labor availability will not be an issue. As you look for skilled labor and skills training, we continuously have a future workforce (K-12) of over 200,000, and over 62,000 students enrolled in University, Community College and Technical programs in the metro area. Many are certified by National or International Academic, Trade and Industrial Organizations.
As you look at operating costs, McAllen is consistently ranked as having one of the lowest costs-of-living in the United States, and in the latest Boston Consulting Group Manufacturing Cost-Competitiveness Index, Mexico continues to have one of the most competitive manufacturing bases in the world.
Add to the lower cost structure, the benefits of Mexico's trade agreements with approximately 45 nations; an extremely strong work ethic and our international location can provide your company with operational flexibility and opportunity for long-term success few other locations can offer.
If the McAllen /Reynosa International metro looks as good to you as it has for the hundreds of international companies that have relocated or expanded here, let us help you take a closer look.
The McAllen Economic Development Corporation has a highly-qualified staff ready to answer your questions. They will be happy to coordinate local meetings with other managers to learn firsthand the unique advantages of doing business on an international border.
We understand your need for candid, accurate information. If you are looking for options or strategic advantage contact us!
Keith Patridge
President and CEO
Our Values
To create jobs and generate revenue for the residents of McAllen, Texas.
To be a vibrant center of innovation and economic prosperity to create tomorrow's opportunities.
Build Relationships
Commit to Integrity
Change Lives
We help ensure McAllen is a great place to live and thrive through the recruitment of companies who provide jobs, teach workplace skills, and invest in our community.
Be Flexible
The world is constantly changing- what works today may not work tomorrow. MEDC commits to stay focused on principles and goals, but flexible on the method to recruit business, create jobs and investment for our community in the most relevant way possible.
Take Ownership
At MEDC we are passionate about what we do and take pride in knowing we will do whatever it takes to care for our customers and each other by being prepared, knowledgable, and responsive to others needs.
MEDC History
- MEDC committed 56 companies and created 4,216 jobs.
- Faced with unemployment in the mid 20's, an agricultural economy decimated with two freezes, and the devaluation of the Mexican peso due to lower Mexico oil prices, the McAllen Economic Development Corporation (MEDC) was founded by Mike Allen.
- MEDC strategic objectives were to diversify the economy, improve relations with Mexico, and improve the profitability of the Foreign Trade Zone (FTZ)
- MEDC quickly grew to 6 employees and our current President, Keith Patridge, joined the organization
- In order to compete with low wages in Asian countries such as Korea, Taiwan, Singapore, and Hong Kong, MEDC focused on recruiting manufacturing companies to Reynosa, Mexico. This gave birth to the booming maquila industries in Reynosa and allowed supplier companies to set up operations in McAllen
Whirlpool became one of the first companies to commit approximately 30,000 sq. ft.
- MEDC committed 288 companies and created 43,268 jobs.
- Keith and the leadership team traveled to different cities across the country conducting as many as 5 Hit and Run Seminars to recruit businesses to McAllen/Reynosa metro
- First students enroll at South Texas Community College to provide industry needed skills
- McAllen International airport is expanded with the addition of Continental Airlines and American Airlines
- McAllen named "All American City" which was given to communities that demonstrate the following: civic engagement, collaboration, inclusion and innovation to address local issues
- McAllen ranked 3rd fastest growing metroplex in the country and is the first MSA with job growth in excess of 23% for 5 years in Forbes Magazine
- MEDC committed 272 companies and created 50,948 jobs.
- The Anzalduas International Bridge opens in 2009
- McAllen Foreign Trade Zone began offering 3rd party logistic services
- South Texas Community College became South Texas College and began offering bachelor's programs in Applied Technology
- McAllen ranked number 1 in job growth and 2nd in income growth by Forbes Magazine
- In one year MEDC committed 47 companies and created over 11,000 job in the McAllen/Reynosa metro
- MEDC committed 5 North American company headquarters to McAllen Reynosa metro
- McAllen ranked as the 4th top performing city in Milken Institute & one of the top performing metros post recession in Brookings Institute
- City of McAllen celebrates 100 years (1911-2011)
- McAllen ISD was named College Ready Gold Performance Acknowledgement School District and Top 25 district with highest number of students applying to Texas Colleges
- UT – Pan Am merges with UT – Brownsville to become University of Texas Rio Grande Valley (UTRGV)
- UTRGV School of Medicine opens in 2018 with the inaugural class of 2022
- Master planned Community Tres Lagos is formed and Texas A&M University opens
Keith Patridge
Janie Cavazos
Ralph Garcia
Justin Tutor
Michael Luna
Susie Flores
Nora Limones
Gricelda Merle
Board Members
|Adrian Villarreal
|Board Members
|President & CEO
|Alma Ortega-Johnson
|Voting Members
|South Texas/El Paso Region Bank President
|Bill Wilson
|Board Members
|Brian Disque
|Board Members
|Senior Vice President
|Brian Humphreys
|Board Members
|Executive Vice President/Chief Lending Officer
|Brian Lewis
|Voting Members
|Executive Vice President
|Chad E. Wootton
|Board Members
|Associate Vice President for External Affairs
|David Deanda
|Board Members
|David Salinas
|Board Members
|President & CEO
|Dr. Cayetano Barrera
|Advisory Board
|Board Member
|Dr. Pablo Tagle III
|Voting Members
|Board Member
|Dr. Parwinder Grewal
|Board Members
|Executive Vice President for Research, Graduate Studies, & New Program Development
|Enrique Castro
|Board Members
|General Manager
|Ernie Williams
|Advisory Board
|George Cardenas
|Board Members
|Senior Vice President/RGV Market President
|James "Jim" Darling
|Voting Members
|Jason Leal
|Board Members
|Chief Administrative Officer
|Keith Moore
|Board Members
|Financial Advisor
|Larry Delgado
|Voting Members
|Laura Warren
|Marcus Barrera
|Board Members
|Mario Reyna
|Board Members
|Dean of Business and Technology
|Mark Freeland
|Matt Wolthoff
|Voting Members
|Chief Operating Officer
|Paul Curtin
|Paul Moxley
|Vice Chairman
|Ricky Longoria
|Board Members
|Robert C. Norman
|Board Members
|Roel "Roy" Rodriguez
|Board Members
|City Manager
|Sally Fraustro-Guerra
|Voting Members
|Chairman Elect: Representing the McAllen Chamber of Commerce
|Steve Ahlenius
|Board Members
|Board Member
|Trey Pebley
|Board Members
|Board Member


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Frank Vogel: Interview
The Indiana Pacers are on a mission. So what is on head coach Frank Vogel's mind? Sure he's a great coach, but what's his favorite song?
Here is my first assignment for NUVO – Enjoy.
"How do you play for each other? How do you respect your teammates in the locker room? That's just always the message. When any situation comes up where we're struggling, we just have to make sure we stay together and play harder than the other team." -Frank Vogel
CLICK HERE for Mark Dubec interview with Frank Vogel


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What happens when supergeeks and HR meet?
I work with very bright people who have exceptional technical expertise while finding the social aspects of the workplace challenging or mystifying. They are "supergeeks", often described as "High IQ, Low EQ". This profile has qualitative similarities to Asperger's Syndrome (AS), a form of neurodiversity. AS traits are more common in STEM occupations (Scientists, Technologists, Engineers, Mathematicians).
A common topic supergeeks raise are the challenges they see themselves facing in the selection process for a new role. They are confident with the technical aspects but much less so with what they call "the HR bit". This seems to raise particular anxiety often based on an assumption they will be judged negatively.
I wondered what HR professionals might think about this and I've asked the question on a number of HR forums. Here are the main themes that came back and some of my reflections on them.
Syndrome to Strength
There is a need to move beyond tolerance to acceptance – to acknowledge and welcome the strengths that different minds bring. Someone with AS or similar traits is likely to bring tenacity, persistence, honesty, conscientiousness, an eagerness to please and an inability to be malicious – all good for business. Perhaps HR can so more to view supergeeks as "raw talent" and "rough diamonds" with a view to proactively recruiting, understanding and supporting such individuals rather than expecting them to take all the responsibility of fitting in.
Should the onus always be on different kinds of minds to fit into a role and workplace designed for and by the neurotypical? High IQ/ Low EQ or "supergeeks" can be understood as having different minds that have real value for business. Can businesses learn from neurodiversity about how different kinds of minds work and what they need to thrive? Businesses can use what is known about neurodiversity to recruit, retain and get the best from the brightest.
Personal Experiences
There are those in HR with personal experience of neurodiversity in family members. These HR professionals know first hand that neurodiversity can mean valuable talent but also have genuine concerns about how these different minds are treated in a workplace that doesn't understand them.
When I talk about neurodiversity in business, it's almost inevitable that someone approaches me afterwards to mention a family member. So awareness of the neurodiversity and the strengths and challenges that it brings already exists in business. I wonder what might be possible if those with personal experiences, particularly those in HR or other senior positions, were able to lead on raising awareness and advocating action on neurodiversity in the workplace.
Competing Priorities
HR is often under a great deal of pressure with many competing priorities. When faced with multiple applications for a post, filters are used with no explicit intention to discriminate but possibly looking for those who will fit in more easily. HR value diversity but may waiver in the face of doing something new or potentially demanding. When demands for skills are high, employers will be more willing to address this. In this situation, it might be useful to consider neurodiversity at the job design stage of the selection process, as a strategic approach to bringing different minds into the organisation.
With a shortage of STEM and many STEM having at least moderate AS traits (supergeeks), is this where an understanding of neurodiversity could be of real benefit to business? By understanding how supergeeks experience the world, neurodiversity offers business practical ways to create roles, selection processes and work environments to get best performance.
Problem or Solution?
Often the first experience an HR professional has of neurodiversity is when it is identified in an employee who is not performing – a problem to be solved. Solutions that assume neurotypicality are frustratingly ineffective. When HR, colleagues and coach do not know how to adapt what they are doing, a poor outcome is often blamed on the individual.
Businesses often misunderstand neurodiversity and are fearful of it as a result. A sense of no simple solutions and that no one "supergeek" is the same as any other means there are no shortcuts to getting it right. It is seen as time consuming and difficult thing to do.
It's true that not all supergeeks are the same. However, research into AS gives core principles that can be easily learned and applied. Solutions do not have to be onerous. Something as simple as a quiet place to work and flexible hours can make a real difference. A manager knowing these becomes a better manager – not just for the supergeek but for others as well. This knowledge expands a business' repertoire for effective performance management.
To find out more about neurodiversity and what to do with it in your business, come to our Masterclass: Managing Supergeeks, London May 2016. More information here.