Network Working Group IAB Advisory Committee Request for Comments: 3716 IETF Category: Informational March 2004 The IETF in the Large: Administration and Execution
Status of this Memo
This memo provides information for the Internet community. It does
not specify an Internet standard of any kind. Distribution of this
memo is unlimited.
Copyright Notice
Copyright (C) The Internet Society (2004). All Rights Reserved. Abstract
In the fall of 2003, the IETF Chair and the IAB Chair formed an IAB
Advisory Committee (AdvComm), with a mandate to review the existing
IETF administrative structure and relationships (RFC Editor, IETF
Secretariat, IANA) and to propose changes to the IETF management
process or structure to improve the overall functioning of the IETF. The AdvComm mandate did not include the standards process itself.
This memo documents the AdvComm’s findings and proposals.
Table of Contents
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . 2
1.1. Overview of the AdvComm Work Process and Output. . . . 3
1.2. Scope. . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3. Next Steps . . . . . . . . . . . . . . . . . . . . . . 4
2. Observations . . . . . . . . . . . . . . . . . . . . . . . . 4
2.1. Current IETF Support Structure . . . . . . . . . . . . 4
2.1.1. What the Term IETF Includes in this Document . 4
2.1.2. Functions. . . . . . . . . . . . . . . . . . . 4
2.1.
3. Support. . . . . . . . . . . . . . . . . . . . 6
2.2. Observed Stress Points . . . . . . . . . . . . . . . . 8
2.2.1. Stress Points Observed by IETF Leadership. . . 8
2.2.2. Stress Points Observed by Organizations
Supporting the IETF. . . . . . . . . . . . . . 10
2.3. A final Observation. . . . . . . . . . . . . . . . . . 10
3. Stand Facing the Future: Requirements for a Successful
IETF Administration. . . . . . . . . . . . . . . . . . . . . 10
3.1. Resource Management. . . . . . . . . . . . . . . . . . 10
3.1.1. Uniform Budgetary Responsibility . . . . . . . 10 IAB Advisory Committee Informational [Page 1]
3.1.2. Revenue Source Equivalence . . . . . . . . . . 11
3.1.3. Clarity in Relationship with Supporting
Organizations. . . . . . . . . . . . . . . . . 11
3.1.
4. Flexibility in Service Provisioning. . . . . . 11
3.1.5. Administrative Efficiency. . . . . . . . . . . 11
3.2. Stewardship. . . . . . . . . . . . . . . . . . . . . . 12
3.2.1. Accountability for Change. . . . . . . . . . . 12
3.2.2. Persistence and Accessibility of Records . . . 12
3.3. Working Environment. . . . . . . . . . . . . . . . . . 12
3.3.1. Service Automation . . . . . . . . . . . . . . 12
3.3.2. Tools. . . . . . . . . . . . . . . . . . . . . 13
4. Advisory Committee Advice . . . . . . . . . . . . . . . . . 13
4.1. Proposed: (Single) Formalized IETF Organizational
Entity . . . . . . . . . . . . . . . . . . . . . . . . 13
4.1.1. Comments on the Necessity of this
Formalization. . . . . . . . . . . . . . . . . 14
4.2. Possible Structures. . . . . . . . . . . . . . . . . . 14
4.2.1. ISOC . . . . . . . . . . . . . . . . . . . . . 15
4.2.2. ISOC Subsidiary. . . . . . . . . . . . . . . . 15
4.2.3. Completely Autonomous Organizational Entity. . 16
4.3. Who Can Decide . . . . . . . . . . . . . . . . . . . . 17
5. Security Considerations. . . . . . . . . . . . . . . . . . . 17
6. Acknowledgements . . . . . . . . . . . . . . . . . . . . . . 17
7. Informative References . . . . . . . . . . . . . . . . . . . 18
A. IAB Advisory Committee Charter . . . . . . . . . . . . . . . 19
B. Input from the current IETF and IAB Chairs . . . . . . . . . 20
C. Consultation with ISI: RFC Editor . . . . . . . . . . . . . 21
D. Consultation with Foretec/CNRI: Secretariat and Meeting
Planning . . . . . . . . . . . . . . . . . . . . . . . . . . 32
E. Consultation with ICANN: IANA Protocol Parameter
Assignment . . . . . . . . . . . . . . . . . . . . . . . . . 35
Author’s Address . . . . . . . . . . . . . . . . . . . . . . 39
Full Copyright Statement . . . . . . . . . . . . . . . . . . 40 1. Introduction
In the fall of 2003, the IETF Chair and the IAB Chair formed an IAB
Advisory Committee (AdvComm), with a mandate to review the existing
IETF administrative structure and relationships (RFC Editor, IETF
Secretariat, IANA) and to propose changes to the IETF management
process or structure to improve the overall functioning of the IETF. This purpose was defined in the IAB Advisory Committee (AdvComm)
charter, copied in Appendix A. The AdvComm mandate did not include
the standards process itself.
IAB Advisory Committee Informational [Page 2]
The tangible output of this committee is a set of observations and
recommendations for the IETF’s executive structure - how the IETF
might be organizationally (re)structured so that it can effectively
and efficiently carry out its administrative activities. As a
necessary preamble to that, a description of the current issues and
future requirements is presented. The output does not represent any decision-making or implementation -- see Section 1.3 for a discussion of follow-on steps.
1.1. Overview of the AdvComm Work Process and Output
The AdvComm was formed in September 2003, and carried out its work
over the course of the following 2 months, prior to the IETF58 in
November of 2003.
The AdvComm’s membership included many of the individuals who are, or have been, volunteered to manage the IETF’s inter-organization
administrative relationships in recent years. The first phase of the committee’s work, therefore, included sharing and discussing the body of tacit knowledge about those relationships. This included the
input from the current IETF and IAB Chairs in Appendix B, and yielded the IETF organizational structure information in Section 2.1.
The committee also sought input from the other end of the key
existing administrative relationships (RFC Editor, Secretariat, and
IANA). The output of those efforts is included in Appendix C,
Appendix D, and Appendix E, and these were also used as the basis for the observations in Section 2.
From these inputs, the committee drew together a list of requirements for successful future IETF administration, documented in Section 3.
Finally, the committee put together some advice for how the IETF
might consider reorganizing its administrative structure to meet
those requirements moving forward -- Section 4.
1.2. Scope
The AdvComm endeavored to stay focused on the IETF executive
structure -- the collection of organizations that work together to
bring the IETF’s work to reality. However, by virtue of the very
fact that those relationships exist to get the work done, it was
important to bear in mind the work being done in the IETF PROBLEM
working group and IESG proposals for change, even as the committee
endeavored not to infringe on the scope of those efforts. The
objective is that these observations and proposals should be relevant for today’s IETF and any near-term evolutions that are deemed
appropriate.
IAB Advisory Committee Informational [Page 3]
1.3. Next Steps
This documents the state of the AdvComm’s thinking at the end of a
two month process, and brings the currently-chartered work of the
AdvComm to a close.
Next steps include review of this material by the community, and
specific proposals for action that will be put forward by the IAB and IETF Chairs.
2. Observations
2.1. Current IETF Support Structure
2.1.1. What the Term IETF Includes in this Document
RFC 3233 ([1]) provides a definition of the IETF, in terms of its
work and its participation.
This document discusses the collection of organizations that work
together to support the effort described in RFC 3233. In this
document, the term "IETF" explicitly includes the IESG, WGs, IAB,
IRTF, and RGs. This inclusive sense accords with considerable common usage of the term "IETF". Formally, the IAB and IRTF are chartered
independently of the IETF. However, rather than coming up with a new term to encompass "the IETF and all its friends", the common usage is followed here.
2.1.2. Functions
The work of the IETF is supported by a specific set of functions. It is useful to distinguish between the functions and the organizations which provide those services, as outlined in the table below. In
some cases a single organization provides multiple services, but the functions are logically distinct.
IAB Advisory Committee Informational [Page 4]
Function Known as Organization
(within the IETF)
--------- ---------------- ------------
IESG Support Secretariat Foretec/CNRI
IAB Support ISOC/Secretariat ISOC, Foretec/CNRI WG Support Secretariat Foretec/CNRI
Community Support Secretariat Foretec/CNRI
IETF Meetings Secretariat Foretec/CNRI
RFC Publication RFC Editor USC/ISI
Standards Status Record RFC Editor USC/ISI
Parameter Reg. IANA ICANN
Legal, insurance, etc. (largely invisible) Provided by ISOC
Table 1. IETF functions, labels and organizations
In more detail, the functions can be broken down as follows:
IESG Support
Telechats
Communications
IETF document tracking
Working document management (mailing list, website, repository)
IAB support
Telechats
Communications
Working document management (mailing list, website, repository)
WG support
Charters
Milestone tracking
Workspace (website, mailing list)
Working document archive (mailing list archives, document
repository)
Community Support
Website
IETF mailing list
Announcements
I-D repository
IAB Advisory Committee Informational [Page 5]
RFC Publication
Website
RFC editorial
Document publication
RFC repository management
Official standards status record
IETF Meetings
Planning
Meeting Proceedings
Protocol parameter registration
Creation of registries
Assignment of protocol parameters
Management of accessible registry repository
Legal, insurance, etc.
Legal support
Liability insurance for IAB, IESG, WG chairs, etc.
Miscellaneous
2.1.
3. Support
A presentation of the scope and depth of support that created the
IETF and has allowed it to continue to contribute would require a
discussion of history that is rich, vibrant, and completely beyond
the scope of this document. However, a very brief introduction to
some of the current pillars is needed to understand where the IETF is today.
ISOC: Since 1992, ISOC has been the organizational home of the
IETF. This activity is part of its more general mission of
serving as the international organization for global coordination and cooperation on the Internet, promoting and maintaining a broad spectrum of activities focused on the Internet’s development,
availability, and associated technologies.
Foretec/CNRI: The Corporation for National Research Initiatives
(CNRI) was founded in 1986, and since 1987, CNRI has served the
community by providing IETF Secretariat services. Until the early 1990s, CNRI provided legal assistance to the IETF and the IETF
Secretariat. After ISOC was founded, ISOC assumed overall legal
responsibility for the substantive workings of the IETF including the efforts of the IETF chair, the IESG, the IAB, the area
IAB Advisory Committee Informational [Page 6]
directors and the working group chairs. CNRI assumed operational responsibility for the substantive workings of the IETF
Secretariat. In 1998, in order to decrease overhead costs on the activities, the Secretariat was reorganized placing Secretariat
employees including the IETF Executive Director in a CNRI for-
profit subsidiary (Foretec Seminars, Inc.). Foretec was founded
in 1997, in anticipation of the Secretariat becoming self-
supporting. CNRI and its subsidiary have continued to improve the operation of the Secretariat, as appropriate, and maintain a
trained staff.
USC/ISI: The role of the RFC Editor, and USC/ISI, is detailed in RFC 2555. The RFC document series is a set of technical and
organizational notes about the Internet (originally the ARPANET), beginning in 1969. For 30 years, the RFC Editor was Jon Postel, a research scientist and manager in the Networking Division of the
USC Information Sciences Institute (ISI), with the function
gradually evolving into a team headed by him. The RFC Editor
activity is currently organized as a project within ISI, using the ISI infrastructure, and supported by a contract with ISOC. The
RFC Editor is the publisher of RFCs and is responsible for the
final editorial review of the documents, as well as the
maintenance of the online repository and index of those documents. ICANN: The Internet Corporation for Assigned Names and Numbers
(ICANN) is the non-profit corporation that was formed in 1998 to
assume responsibility for the IP address space allocation,
protocol parameter assignment, domain name system management, and root server system management functions previously performed under U.S. Government contract by IANA (at ISI) and other entities.
The support picture (who does what) can be described as follows:
Secretariat at Foretec/CNRI
IESG Support
IAB Support (working document management)
WG Support
Community Support
IETF meetings
RFC Editor at USC/ISI
[Supported by ISOC, based on a contract between USC/ISI and ISOC] RFC publication Maintenance of standards status record
IAB Advisory Committee Informational [Page 7]
IANA/ICANN
[Relationship defined by Memorandum of Understanding: RFC 2860]
Protocol parameter registry
ISOC
IAB Support (Telechats)
Funds RFC Editor
Misc IAB/IESG expenses
Provides insurance for IAB, IESG, WG chairs, etc.
The available resources to support these activities are:
Meeting fees -- through Foretec
ISOC members’ contributions for standards
ICANN for IANA
Volunteers/their employers (where applicable):
IETF participants
WG chairs
Document editors
IETF NomCom
IESG
IAB
IAB ExecDir
2.2. Observed Stress Points
The AdvComm noted several properties of the current IETF
organizational environment that cause stress in the system. These
have been noted both from the point of view of the IETF leadership as well as that of organizations supporting the IETF.
2.2.1. Stress Points Observed by IETF Leadership
The current IETF funding and operational structure is dependent on
IETF meeting attendance. Therefore, the most obvious stressor that
has emerged within the last two years is the decline in that
attendance. This trend, which has continued unabated, has resulted
in a decline in IETF revenue (detailed in the IETF chair presentation at IETF 56 [2]), even as the requirements of the IETF operation are
remaining constant or increasing.
IAB Advisory Committee Informational [Page 8]
The result has been a budget deficit for operations which began in
2002, and is forecasted to continue until at least 2004, even after a substantial increase in meeting fees. The continuing deficits have
depleted working capital, making the IETF less robust against
potential future budgetary disappointments.
The financial stress is real, but the IETF leadership has noted
several other stressors that are impediments to finding and
implementing solutions to the fiscal issues. Some obvious solutions are not implementable in the current IETF structure.
The rest of the stressors listed in this section should be understood as issues for which relief is necessary, particularly in the light of needing to properly address and implement solutions to the financial stress.
The current documentation of IETF processes and structure is, in
places, vague about the distribution of responsibility for management and oversight of the IETF administrative relationships. This makes
it opaque to the IETF community, and sometimes leaves the leadership in a poor position to manage effectively.
Additionally, the informality of the relationships with some of the
organizations that are carrying out key IETF functions compounds the problem of determining who has responsibility, and how IETF community consensus and desires are reflected in the activity.
As a separate issue, important IETF institutional memory is recorded nowhere other than peoples’ minds in many cases -- which requires
significant transmission of oral history for IETF leadership
transition to be effective.
Apart from the institutional memory, other important IETF
institutional records are spread across various organizations, and
searching for the set of relevant documentation (especially when this is necessary long after the recording) can be challenging.
Another stressor relates to the need to scale support processes in
terms of reducing latency for mechanical processes. That is, a
decrease in the amount of manual labor required for the simpler tasks between the organizations, would make more resources available to
focus on the special cases. Lack of automation in the basic request services has been known to cause undue delay or failure in processing simple, routine tasks. However, automation also requires resources
and significant management in order to make sure it fulfills the
community’s requirements.
IAB Advisory Committee Informational [Page 9]
2.2.2. Stress Points Observed by Organizations Supporting the IETF
Supporting organizations report difficulties in determining
authoritative channels for directions -- either too many inputs, or
no clear authority for resolution of change requests.
In the absence of written agreements, supporting organizations may
not be clear from whom to take direction. Even where agreements
exist, the authority to provide direction may not be clear. The
genesis of both problems is that the IETF relies on external bodies
for support, but does not have sufficiently clear external
relationships to allow it to provide input as to its requirements or direction on what services it desires.
2.3. A Final Observation
This section attempts to capture a snapshot of the current state of
the IETF organization, without undue fixation on the causes for
arriving at the current state. However, it seems clear from the
observations that the current state does not provide an adequate
structure from which to reach into the future: some changes are
needed within the IETF administrative and executive structure.
3. Stand Facing the Future: Requirements for a Successful IETF
Administration
This section follows the set of observations with a set of
requirements for a properly-functioning IETF administrative
structure. These requirements are offered as the AdvComm’s
description of what the IETF needs, without addressing immediately
the degree to which they are available with the current environment. That is, these are "requirements", not "requirements for change".
3.1. Resource Management
3.1.1. Uniform Budgetary Responsibility
The IETF has operated in times of financial wealth and times of
economic cutbacks in the industry. It is reasonable to expect that
the future holds similarly variable trends. Therefore, it is
important that the IETF organization has the ability to make the
decisions to match its needs at a given point in time, i.e.,
budgetary autonomy. At this particular moment, there are hard
choices to make, and the AdvComm believes that it is the IETF
leadership, with the advice and consent of the IETF community, that
needs to make them.
IAB Advisory Committee Informational [Page 10]
3.1.2. Revenue Source Equivalence
The IETF is currently supported by money from multiple sources,
including meeting fees, donations from interested corporate and non- corporate entities, and donations in kind of equipment or manpower.
The IETF needs to be able to consider all sources of income, and all expenses involved in running the IETF, as pieces of one budget, to be free to adjust all items on the occasions when the income from the
different sources varies, and to allocate funds as reasonably
required.
The usual caveats apply: that donations not threaten the
independence of the IETF, and that donations are easier when they are tax deductible.
3.1.3. Clarity in Relationship with Supporting Organizations
While the IETF needs to be able to manage its revenue streams against its expense expectations, it also needs to respect the needs of
supporting organizations to manage their own affairs. That is, the
text above does not suggest that the IETF should micro-manage the
financial affairs of supporting organizations.
However, the very clear requirement is for clarity in the
distribution of rights, responsibilities, and accountability in those relationships. The usual mechanism for documenting such clarity is
in contract form. Thus, the IETF needs to have clear contractual
relationships with the organizations supporting basic services,
including meeting organization, secretarial services, IT services,
etc.
3.1.
4. Flexibility in Service Provisioning
The IETF needs to be able to raise money for, and fund the
development of, additional services as appropriate. This includes
the development of tools for participants, repository management,
etc.
3.1.5. Administrative Efficiency
The IETF’s needs should be met with the minimum of overhead. This
implies that there needs to be the possibility of combining work
efforts where appropriate, and generally avoiding duplication of
effort.
IAB Advisory Committee Informational [Page 11]
3.2. Stewardship
The requirements described below focus primarily on the needs of the IETF administration on a day-to-day basis. However, responsible
management includes stewardship for future IETF work.
3.2.1. Accountability for Change
The IETF needs to be responsible for changing its administrative
structure to meet the community’s evolving needs. As such, the
administration needs to remain uniquely accountable to the IETF
community.
This also means that the distribution of responsibilities must be
clear to the IETF community, in order to permit it to comment on
current actions or future plans, and also to allow it to take action when its needs are not being adequately addressed.
An implication of this is that responsibility for financial
management within the IETF needs to sit with individuals who are
accountable within the IETF organizational structure.
3.2.2. Persistence and Accessibility of Records
Much of the work of the IETF is focused on reaching decisions and
declaring closure. However, responsibility does not stop with the
declaration of completion. There are any number of reasons that
history must be adequately documented so that future work can review substantive records, and not rely on oral history.
Therefore, the IETF needs to maintain and support the archiving of
all of its working documents in a way that continues to be
accessible, for all current and future IETF workers.
3.3. Working Environment
Part of the job of administering the IETF is identifying and ensuring the continued support of the tools and working environment necessary to support the ongoing activity.
3.3.1. Service Automation
Wherever human judgment is not required in order to complete an
action, services should be automated to provide the most friction-
free path and minimal delay in completing the action.
IAB Advisory Committee Informational [Page 12]
More processes could be accomplished without requiring human
judgment. Wherever possible, these processes should be identified,
clarified, and automated.
Note that this is not intended to imply ALL processes should be
automated! Rather, by reducing the friction incurred in steps that
are truly mechanical, more time and energy will be available to
properly treat those that require individual judgment.
3.3.2. Tools
Whether housed in an IETF-supported location or offered by individual contribution, the PROBLEM WG has identified the need for more tool
support for working groups and specification development. The IETF
needs to be able to identify, develop and support an adequately rich, consistent set of tools for getting the standards work done.
4. Advisory Committee Advice
The Advisory Committee discussed the material and observations,
described in this document, at great length. To the AdvComm, it
appeared clear that some level of IETF administration organizational change is needed to address the stressors and meet all of the
requirements outlined in Section 3.
4.1. Proposed: (Single) Formalized IETF Organizational Entity
In order to ensure an IETF structure that is capable of meeting the
requirements outlined above, the AdvComm recommends that the IETF be more formally organized. This would allow the IETF to take full
responsibility for, and management of, the resources required to
accomplish its work (as described in Section 3.1), provide and
maintain the necessary work environment for current work (as
described in Section 3.3), and provide appropriate stewardship of the institutional information required for all aspects of current and
future work of the organization (as described in Section 3.2).
Some proposed models for establishing such a formalized effort are
described in the following sections. Some of the key expectations,
irrespective of the final implementation of formalism, are:
o the administration of the IETF would remain accountable to the
IETF leadership and community; the goal would be to ensure that
lines of responsibility and accountability were clearer;
o this formalized IETF would be responsible for managing financial
resources (revenue and expenses) directly;
IAB Advisory Committee Informational [Page 13]
o this formalized IETF would be directly signatory to agreements
with other organizations, and would therefore be able to negotiate and administer any appropriate contracts;
o however implemented, this would require a small staff complement
(e.g., one full-time person) responsible to no other organization than the one chartered with the IETF’s mission;
o nevertheless, it remains a non-goal to create an organizational
entity that exists simply for the purpose of continuing to exist. This should be executed with the minimum formality needed in order to address the identified requirements.
4.1.1. Comments on the Necessity of this Formalization
An important question is: what does this proposed formalization
provide that cannot be provided by the status quo? The AdvComm
believes that an appropriately implemented formalization of the IETF would permit the unification of the resource management, decision
making and stewardship that is imperative to providing clarity and
ensuring a viable future for the IETF. The AdvComm further believes that this is simply not possible to implement within the existing
distributed and informal arrangement of responsibilities.
Naturally, the act of forming such an organization does not
immediately satisfy the requirements outlined in Section 3. It is
not a silver bullet. Changing the formal structure will not, for
example, change the financial status of the IETF. However, the
AdvComm believes it would provide the necessary basis from which the required decisions could be made and acted upon.
In short, the AdvComm believes that we first have to place the
responsibility for defining the IETF’s administrative environment
with specific people who are accountable to the IETF community. Then these people can take the detailed decisions that will change the
IETF’s administrative environment to fulfill its requirements.
4.2. Possible Structures
Section 4.1 was deliberately vague on the nature of the formal
organizational entity that might provide the proper environment,
focusing instead on the key components of any implementation of such a formalization, and how the formalization activity would address the requirements laid out in Section 3.
IAB Advisory Committee Informational [Page 14]
Having thus determined that formalization of the IETF is seen as a
necessary step, the basic framework for 3 potential implementations
of it are described below. Note that these are not complete
proposals, nor is enough detail available to recommend a particular
path. The IETF leadership might select one to explore in greater
detail, to formulate an action proposal with sufficient detail to
make a decision to act.
4.2.1. ISOC
The IETF is organized as an activity of the Internet Society. One
potential path for increased formalism of the IETF’s administration
would be to further define that relationship. This model anticipates dedication of ISOC personnel to form the "small staff complement",
and would make ISOC responsible for all of the IETF’s financial
resources and expenses.
This approach should be relatively straightforward to implement,
given ISOC’s existing legal relationship with the IETF activity, and its status as signatory for IETF-related contracts (e.g., RFC
Editor).
This proposal is consistent with the goal of minimizing the amount of formalization needed to meet the requirements of the IETF.
However, the general mission of ISOC is broader than the
standardization activity of the IETF, and the ISOC Board of Trustees must stay focused on apportioning resources to meet that broader
mission. Would this approach allow the clear lines of responsibility that are called for in Section 3?
4.2.2. ISOC Subsidiary
A modification of the proposal of housing the IETF central body
within ISOC is to create a legal not-for-profit subsidiary of ISOC,
with a mandate that is specifically focused on the IETF’s mission.
This subsidiary would become the legal entity responsible for
managing the IETF’s resources and expenses, and would become
signatory to any other legal instruments on the IETF’s behalf.
As a distinct legal entity in its own right, the subsidiary would be independently responsible for achieving its mission. That level of
independence addresses the concern raised against the notion of
further formalizing the IETF within ISOC directly -- that the IETF
mission might be disrupted by the organization’s need to tend to
other aspects of ISOC’s broader mission. The role of the IETF
community, and the ISOC parent, in defining and supporting that
mission would be spelled out in the creation of the legal body.
IAB Advisory Committee Informational [Page 15]
The IETF might additionally consider what the most appropriate
governance model would be for this approach. If it is desirable to
remove some of the administrative burden from the IESG and IAB, such a subsidiary might have its own Board of Trustees, composed of
members appointed by IETF and ISOC. Such a Board would be
responsible for reviewing activities and ensuring that the
organization’s efforts were adequately in line with its mission, its finances were in order, and so on. The subsidiary would report to
its Board of Trustees. Other governance models are certainly
possible, and a Board of Trustees is not a requirement for this
approach.
At the same time, as a subsidiary organization, the expectation is
that the relationship with ISOC would remain a close one: the
subsidiary would benefit from ISOC’s existing infrastructure and
support (a conservative approach to adding formalism and structural
overhead to the IETF activity), while the relationship would continue to provide a channel for the IETF to support ISOC in achieving that
broader mission, with continued contribution of technical expertise
and support of activities.
This approach would require more work to create than simply housing
the work at ISOC. The subsidiary would have to be created and
rights/responsibilities adjusted between it and ISOC in order to
ensure that both have the necessary resources and frameworks to carry out their missions.
4.2.3. Completely Autonomous Organizational Entity
To complete the picture, a third option has to be considered. Instead of creating a subsidiary of ISOC as a separate legal entity, an
entirely new legal entity, "IETF, Inc.", or "IETF, LLC", could be
created for the sole purpose of managing IETF administrative
activities.
This would offer the IETF complete autonomy with all the attendant
rights and responsibilities. In particular, an independent IETF
would at a minimum, need to operate much like a startup for the first few years of its existence, with all the related financing and growth issues, and survival risks. Given all the organizational change
taking place within the IETF during the same period, the AdvComm
believes that the financial and political risks of such an approach
should not be under-estimated.
For example, it would be necessary for the IETF to obtain initial
working capital sufficient to handle the commitments for the first
few meetings. While it would be conceivable to raise working capital from advance meeting fees, such a financing plan would not leave much IAB Advisory Committee Informational [Page 16]
margin for error; were one or more of the initial meetings to run in the red, the survival of a fledgling IETF could be in jeopardy. Given the economic environment, it probably should not be assumed that
working capital could be raised purely from corporate donations,
especially during an initial period in which staff required to
solicit and manage donations would not be available.
Additionally, the impact that such a move would have on ISOC’s
ability to carry out its mission and the IETF’s standing with
governmental organizations needs to be considered.
4.3. Who Can Decide
The AdvComm believes that the IETF leadership, acting with the advice and consent of the IETF community and ISOC, have the ability and the responsibility to act on the recommendation to formalize the IETF.
5. Security Considerations
This document does not describe any technical protocols and has no
implications for network security.
6. Acknowledgements
The AdvComm sincerely appreciates the time, effort and care of the
RFC Editor, IANA, Secretariat and Secretariat organizations in
providing input, responding to the AdvComm’s questions, and
reviewing/correcting the consultation text shown here in the
appendixes.
The members of the IAB Advisory Committee that prepared this report
were:
o Bernard Aboba
o Harald Alvestrand (IETF Chair)
o Lynn St.Amour (ISOC President)
o Fred Baker (Chair, ISOC Board of Trustees)
o Brian Carpenter
o Steve Crocker
o Leslie Daigle (IAB Chair, chair of the committee)
o Russ Housley
o John Klensin
IAB Advisory Committee Informational [Page 17]
7. Informative References
[1] Hoffman, P. and S. Bradner, "Defining the IETF", BCP 58, RFC
3233, February 2002.
[2] Alvestrand, H., "IETF Chair plenary presentation, http://
https://www.doczj.com/doc/156959507.html,/proceedings/03mar/slides/plenary-3/index.html",
March 2003.
[3] Postel, J. and J. Reynolds, "Instructions to RFC Authors", RFC
2223, October 1997.
[4] Reynolds, J. and B. Braden, Eds., "Instructions to Request for
Comments (RFC) Authors", Work in Progress.
IAB Advisory Committee Informational [Page 18]
Appendix A. IAB Advisory Committee Charter
Date: Tue, 02 Sep 2003 16:34:58 -0400
From: Leslie Daigle
Subject: Formation of IAB Advisory Committee
To: IETF-Announce: ;
I would like to announce the formation of an IAB advisory
committee, as described below.
Thanks,
Leslie,
for the IAB.
=================
IAB Advisory Committee on IETF Administration Relationships
The purpose of the committee is to review the existing
IETF administration relationships (RFC Editor, IETF Secretariat,
etc.) and propose IETF management process or structural changes
that would improve the overall functioning of the
IETF. Any such proposal will be subject to review and
acceptance by the IAB and IETF plenary. Note that the scope of the
advisory committee does NOT include proposed changes to the standards development processes (e.g., WG organization, IESG management of
documents or working groups, etc.).
The committee is chaired by the IAB Chair, Leslie Daigle, and
consists of:
o Bernard Aboba
o Harald Alvestrand (IETF Chair)
o Lynn St.Amour (ISOC President)
o Fred Baker (Chair, ISOC Board of Trustees)
o Brian Carpenter
o Steve Crocker
o Leslie Daigle (IAB Chair, chair of the committee)
o Russ Housley
o John Klensin
Additional input is welcome. The committee will also make a
particular effort to seek out further input as needed. --
IAB Advisory Committee Informational [Page 19]
Appendix B. Input from the Current IETF and IAB Chairs
Input contributed by Harald Alvestrand (IETF Chair) and Leslie Daigle (IAB Chair).
Looking at the administrative overview of the IETF activity, there
are a number of things that work well:
o support organizations are committed to the work of the IETF;
o the volunteers of the IETF WGs can (mostly) concentrate on their
engineering work, not economics;
o money has (so far) been sufficient to cover the costs.
However, there are also a number of challenges:
o lack of persistent records of the whole organization’s efforts -- of working documents, meeting materials, communications. Also,
* lack of organization of records -- even when data is stored, it can be hard or impossible to access when no longer current
(e.g., it may reside on some former WG chair’s hard drive)
* history records are kept spottily (lists of wg chairs and old
versions of charters, to mention some);
o few safeguards against the "hit by a bus" problem -- much
information about relationships is not documented, and must be
transferred as oral tradition. This means that significant
overlap is needed when personnel changes;
o IETF leadership responsibilities are not clearly identified --
typically handled by IETF and IAB Chairs, with some advice and
consent from IESG and IAB, but that makes it possible to challenge every change decision;
o contracts do not clearly identify responsibility for executive
direction. Some contractual relationships are not documented, or are not visible to the IETF leadership;
o variable, and often unclear, documentation of responsibilities
between IETF leadership and other organizations. This makes it
hard to determine how and where to discuss and effect improvements for the IETF that affect one or more support organization’s
activity;
IAB Advisory Committee Informational [Page 20]
The way 的用法 Ⅰ常见用法： 1)the way+ that 2)the way + in which（最为正式的用法） 3)the way + 省略（最为自然的用法） 举例：I like the way in which he talks. I like the way that he talks. I like the way he talks. Ⅱ习惯用法： 在当代美国英语中，the way用作为副词的对格，“the way+ 从句”实际上相当于一个状语从句来修饰整个句子。 1)The way =as I am talking to you just the way I’d talk to my own child. He did not do it the way his friends did. Most fruits are naturally sweet and we can eat them just the way they are—all we have to do is to clean and peel them. 2）The way= according to the way/ judging from the way The way you answer the question, you are an excellent student. The way most people look at you, you’d think trash man is a monster. 3）The way =how/ how much No one can imagine the way he missed her. 4）The way =because
组织部简介及职能 Company number：【WTUT-WT88Y-W8BBGB-BWYTT-19998】
设计与艺术学院团总支学生会组织部简介及职能 简介：组织部是学院党团共建工作的助手，也是学院团总支学生会工作的重要组成部门，具体负责全院团支部的思想建设和组织建设，不断加强对各班团员青年的思想政治教育工作，及时解决各班团支部建设中存在的问题，从而有效组织和指导各团支部开展学校团委和学院团工委的各项活动。组织部在长期的工作过程中逐渐形成了严谨、高效、规范、创新的工作作风。 职能：日常工作和特色活动。 日常工作 1、做好团员发展工作，按时收缴团费，做好团员证的注册、补办以及团组织关系转入（出）。 2、召开团支书例会，及时下达学习文件及有关指示精神，引导和监督各年级团支部认真开展团组织活动。 3、了解团员的思想、工作情况，及时做好反馈工作并对团员进行思想教育和纪律教育，并编写学期初的思想动态。 4、负责对各班的团干部进行考察和培训，提高其素质和工作能力，做到权责分明，指导他们认真、切实地开展团支部活动，以及协助党代表开展本班团支部的党建工作。
5、优秀团员、团干部、团支部以及优秀党员、党代表的评选表彰:每学期都要对各团支部以及党代表的工作予以考核评比,对于表现突出的组织和个人给予表彰。 特色活动 1.优秀学生座谈会，旨在让各位同学在新学期伊始，大家就回家的所见，所闻，所感，所想进行交流。以促进同学之间的相互了解，和同学之间的友谊。为大家进行思想碰撞提供绝佳的机会。 2.团日活动，及时了解各位同学在生活，学习中遇到问题。以便尽快解决。我们还会就一些热点问题展开讨论。给大家交流提供机会。 除了以上几项基本工作以外，组织部始终坚持为广大同学服务，贡献的坚定信念，尽我所能与其他各部门鼎力合作，共同完成团总支学生会的工作。总之，组织部的行动中贯穿着哪个地方需要“组织”就去哪里的“方针”，颇有管家的风范。
The way的用法及其含义（二） 二、the way在句中的语法作用 the way在句中可以作主语、宾语或表语： 1.作主语 The way you are doing it is completely crazy.你这个干法简直发疯。 The way she puts on that accent really irritates me. 她故意操那种口音的样子实在令我恼火。The way she behaved towards him was utterly ruthless. 她对待他真是无情至极。 Words are important, but the way a person stands, folds his or her arms or moves his or her hands can also give us information about his or her feelings. 言语固然重要,但人的站姿,抱臂的方式和手势也回告诉我们他(她)的情感。 2.作宾语 I hate the way she stared at me.我讨厌她盯我看的样子。 We like the way that her hair hangs down.我们喜欢她的头发笔直地垂下来。 You could tell she was foreign by the way she was dressed. 从她的穿著就可以看出她是外国人。 She could not hide her amusement at the way he was dancing. 她见他跳舞的姿势，忍俊不禁。 3.作表语 This is the way the accident happened.这就是事故如何发生的。 Believe it or not, that's the way it is. 信不信由你, 反正事情就是这样。 That's the way I look at it, too. 我也是这么想。 That was the way minority nationalities were treated in old China. 那就是少数民族在旧中
组织部工作职责范文 干部工作岗位职责 第一条、负责贯彻执行和结合实际研究制定选拔任用干部的标准、程序，做好区管科级干部的推荐、考核、任免、调配等工作的准备、材料收集、材料归档； 第二条、负责科级后备干部的选拔、培养、管理工作，拟定选拔培养科级后备干部规划，建立后备 __和档案，做好科级后备干部的选拔、考核、调整、补充、审批、呈报工作，及时提出后备干部工作的建议和意见，切实抓好后备干部队伍建设； 第三条、负责处级后备干部信息的选拔、培养、管理工作，并做好有关工作；及时将后备干部登记表，考察材料、民主推荐情况、民主评议情况、考核情况、培养和奖惩情况等，按照干部管理权限，对后备干部材料实行统一管理。实现管理工作的规范化、科学化。 第四条、负责抓好领导班子和领导干部的思想作风建设，以加强和改进思想工作作风为重点，以增强各级领导班子的创造力、凝聚力、战斗力为目标，加强思想教育，推进制度建设，解决突出问题，营造良好环境，努力塑造领导班子和干部队伍新形象，总结推广加强领导班子建设的典型经验；
第五条、负责领导班子宏观管理工作，贯彻党的干部工作方针政策，并按要求研究制定干部工作方面的办法和规定； 第六条、负责领导班子民主生活会以及质量测评工作，认真做好准备，广泛征求基层干部群众和社会各界对领导班子及成员的意见和建议，对征求到的意见要进行认真梳理和反馈，确保区级领导班子民主生活会质量； 第七条、负责科级干部选拔任免向市委组织部备案工作，按照市部要求，保证上报表格和材料达到完整、准确、及时、全面的要求； 第八条、负责干部挂职锻炼工作，根据干部培养和工作的实际需要，拓宽干部挂职锻炼选派渠道，丰富挂职锻炼的形式和内容，积极探索干部挂职锻炼的长效机制，促进干部挂职锻炼选派管理工作的制度化、规范化； 第九条、负责抓好干部人事制度改革工作，干部工作的宣传报道以及干部信息、资料收集、综合、上报和反馈工作，承担部领导交办的文稿草拟和其他工作。 第十条、完成部领导交办的其他工作。
定冠词the的用法： 定冠词the与指示代词this ,that同源,有“那(这)个”的意思,但较弱,可以和一个名词连用,来表示某个或某些特定的人或东西. (1)特指双方都明白的人或物 Take the medicine.把药吃了. (2)上文提到过的人或事 He bought a house.他买了幢房子. I've been to the house.我去过那幢房子. (3)指世界上独一无二的事物 the sun ,the sky ,the moon, the earth (4)单数名词连用表示一类事物 the dollar 美元 the fox 狐狸 或与形容词或分词连用,表示一类人 the rich 富人 the living 生者 (5)用在序数词和形容词最高级,及形容词等前面 Where do you live?你住在哪? I live on the second floor.我住在二楼. That's the very thing I've been looking for.那正是我要找的东西. (6)与复数名词连用,指整个群体 They are the teachers of this school.(指全体教师) They are teachers of this school.(指部分教师) (7)表示所有,相当于物主代词,用在表示身体部位的名词前 She caught me by the arm.她抓住了我的手臂. (8)用在某些有普通名词构成的国家名称,机关团体,阶级等专有名词前 the People's Republic of China 中华人民共和国 the United States 美国 (9)用在表示乐器的名词前 She plays the piano.她会弹钢琴. (10)用在姓氏的复数名词之前,表示一家人 the Greens 格林一家人(或格林夫妇) (11)用在惯用语中 in the day, in the morning... the day before yesterday, the next morning... in the sky... in the dark... in the end... on the whole, by the way...
大学生组织部1分钟自我介绍 大学生组织部1分钟自我介绍篇一 尊敬的同学们： 大家好！能站在这里参加学生会的竞选，我很高兴也很激动，更要感谢大家对我的支持和信任，谢谢大家。我首先作一下自我介绍，我叫陈然，来自大一（1）班，是（1）班班长、体育委员及治安部大一负责人之一。 泰戈尔有句话：“天空中没有鸟的痕迹，但我已飞过。”而我想说：“天空中没有鸟的痕迹，但我正在飞翔”。我想成为学生会组织部的一员，希望在同学们的协助下，我相信我可以把学生会的工作做得更好、更出色。我是一个十分有上进心人的，任何事不做则已，做则一定做好。俗话说：“海阔凭鱼跃，天高任鸟飞”。 作为我自己，我需要一个更广阔的空间来展示自己的能力。“欲穷千里目，更上一层楼”，只有站得更高才会看得更远，我希望这次加入学生会组织部是我进步的台阶，我更希望贡献自己微薄的力量，协助学生会组织部搞好各项工作。 相信我，相信您的眼光。我愿意为学生会尽我所能。最重要的，我喜欢这里！ 谢谢！ 大学生组织部1分钟自我介绍篇二
尊敬的学院领导，你们好！ 我自愿申请加入学校学生会组织部，这对于我来说是一次鞭策与提高，也是对我的一次锻炼和考验，我申请加入这个组织，并力争为学校教学管理做出自己的一份贡献。 我认为学院纪检工作责任很大，它是学院的重要管理组织，不仅担任学院学生会其他工作的开展监督检查督促等职能，更能以自己的表率作用促进学校的管理工作上新台阶，更能激发学生的学习热情，使他们养成良好的习惯，使学生的精神面貌发生新的变化。 因此，它对于促进学院学生的管理工作有着重要的意义。可以说学院纪检工作是学院管理工作的重中之中，是管理之基，是服务之本，因此我申请加入这个组织。 如果我加入这个组织，我将感到无上光荣，我将严格要求自己，模范遵守学院各项纪律和规定，对照标准找差距，使自己的自身素质的提高，端正学习的态度，树立远大的理想，树立正确的人生观，价值观，珍惜时间，刻苦学习，做遵守纪律的榜样，做认真学习的榜样，为学院实现更大的发展，为学院创造新的辉煌做出自己的贡献，我将从现在起向这一目标奋进，请学院领导批准我的请求。
“tｈｅwａｙ+从句”结构的意义及用法 首先让我们来看下面这个句子: Ｒead the foｌloｗｉnｇpassagｅａnd talkａbout ｉt wi ｔh your classmaｔes．Try tｏｔeｌl whaｔyｏu thiｎk ｏf Tom aｎd ｏｆｔhe ｗay the chiｌｄrenｔrｅated ｈim. 在这个句子中，ｔhe waｙ是先行词,后面是省略了关系副词that或in whｉch的定语从句。 下面我们将叙述“the ｗaｙ+从句”结构的用法。 1.tｈe wａy之后，引导定语从句的关系词是tｈat而不是hoｗ,因此，<<现代英语惯用法词典＞＞中所给出的下面两个句子是错误的：Ｔhｉs is ｔｈeｗayｈowｉtｈａppened. This is the way how he ａlwａｙs treats me. 2．在正式语体中,thaｔ可被in which所代替;在非正式语体中，ｔhat则往往省略。由此我们得到theｗay后接定语从句时的三种模式：1) tｈe ｗaｙ＋ｔhａt-从句２）the way +ｉn whiｃh－从句3) the ｗay +从句 例如：Ｔｈe way(in whiｃh ，thａt) ｔhｅｓｅｃomｒade ｓloｏｋａｔｐrobｌems is wrong．这些同志看问题的方法
不对。 Ｔｈｅｗａy(that ,ｉn ｗhiｃh)yoｕ’ｒe doinｇit is comple ｔeｌy crａzy.你这么个干法,简直发疯。 Wｅａdmiｒｅd him for thｅｗay ｉｎｗhｉch he fａｃeｓdiｆficultieｓ． Waｌlａｃe ａｎd Ｄarwiｎｇreed ｏn the way ｉｎwhi ｃh ｄｉfｆｅrｅnt forms ｏf life had ｂegｕn.华莱士和达尔文对不同类型的生物是如何起源的持相同的观点。 Thｉs is ｔｈe ｗaｙ（tｈａｔ) hｅdｉd it. I lｉkeｄｔhe waｙ(ｔhat) ｓｈeｏｒganized ｔhe ｍeetｉng． 3.theｗay(tｈat)有时可以与hｏw(作“如何”解）通用。例如： That’s tｈe ｗaｙ(tｈaｔ) shｅspoke. = Tｈat’s how shｅspoke.
设计与艺术学院团总支学生会组织部简介及职能 简介：组织部是学院党团共建工作的助手，也是学院团总支学生会工作的重要组成部门，具体负责全院团支部的思想建设和组织建设，不断加强对各班团员青年的思想政治教育工作，及时解决各班团支部建设中存在的问题，从而有效组织和指导各团支部开展学校团委和学院团工委的各项活动。组织部在长期的工作过程中逐渐形成了严谨、高效、规范、创新的工作作风。 职能：日常工作和特色活动。 日常工作 1、做好团员发展工作，按时收缴团费，做好团员证的注册、补办以及团组织关系转入（出）。 2、召开团支书例会，及时下达学习文件及有关指示精神，引导和监督各年级团支部认真开展团组织活动。 3、了解团员的思想、工作情况，及时做好反馈工作并对团员进行思想教育和纪律教育，并编写学期初的思想动态。 4、负责对各班的团干部进行考察和培训，提高其素质和工作能力，做到权责分明，指导他们认真、切实地开展团支部活动，以及协助党代表开展本班团支部的党建工作。
5、优秀团员、团干部、团支部以及优秀党员、党代表的评选表彰:每学期都要对各团支部以及党代表的工作予以考核评比,对于表现突出的组织和个人给予表彰。 特色活动 1.优秀学生座谈会，旨在让各位同学在新学期伊始，大家就回家的所见，所闻，所感，所想进行交流。以促进同学之间的相互了解，和同学之间的友谊。为大家进行思想碰撞提供绝佳的机会。 2.团日活动，及时了解各位同学在生活，学习中遇到问题。以便尽快解决。我们还会就一些热点问题展开讨论。给大家交流提供机会。 除了以上几项基本工作以外，组织部始终坚持为广大同学服务，贡献的坚定信念，尽我所能与其他各部门鼎力合作，共同完成团总支学生会的工作。总之，组织部的行动中贯穿着哪个地方需要“组织”就去哪里的“方针”，颇有管家的风范。
表示“方式”、“方法”，注意以下用法： 1.表示用某种方法或按某种方式，通常用介词in(此介词有时可省略)。如： Do it (in) your own way. 按你自己的方法做吧。 Please do not talk (in) that way. 请不要那样说。 2.表示做某事的方式或方法，其后可接不定式或of doing sth。 如： It’s the best way of studying [to study] English. 这是学习英语的最好方法。 There are different ways to do [of doing] it. 做这事有不同的办法。 3.其后通常可直接跟一个定语从句(不用任何引导词)，也可跟由that 或in which 引导的定语从句，但是其后的从句不能由how 来引导。如： 我不喜欢他说话的态度。 正：I don’t like the way he spoke. 正：I don’t like the way that he spoke. 正：I don’t like the way in which he spoke. 误：I don’t like the way how he spoke. 4.注意以下各句the way 的用法： That’s the way (=how) he spoke. 那就是他说话的方式。 Nobody else loves you the way(=as) I do. 没有人像我这样爱你。 The way (=According as) you are studying now, you won’tmake much progress. 根据你现在学习情况来看，你不会有多大的进步。 2007年陕西省高考英语中有这样一道单项填空题： ——I think he is taking an active part insocial work. ——I agree with you_____. A、in a way B、on the way C、by the way D、in the way 此题答案选A。要想弄清为什么选A，而不选其他几项，则要弄清选项中含way的四个短语的不同意义和用法，下面我们就对此作一归纳和小结。 一、in a way的用法 表示：在一定程度上，从某方面说。如： In a way he was right.在某种程度上他是对的。注：in a way也可说成in one way。 二、on the way的用法 1、表示：即将来(去)，就要来(去)。如： Spring is on the way.春天快到了。 I'd better be on my way soon.我最好还是快点儿走。 Radio forecasts said a sixth-grade wind was on the way.无线电预报说将有六级大风。 2、表示：在路上，在行进中。如： He stopped for breakfast on the way.他中途停下吃早点。 We had some good laughs on the way.我们在路上好好笑了一阵子。 3、表示：(婴儿)尚未出生。如： She has two children with another one on the way.她有两个孩子，现在还怀着一个。 She's got five children，and another one is on the way.她已经有5个孩子了，另一个又快生了。 三、by the way的用法
（一）办公室（信访办公室） １、协助部领导综合协调、处理本部政务和日常事务，做好内部科室协调、对外联系和接待工作，负责部内的保卫、内务管理、后勤服务等工作； 2、负责会议组织、秘书事务、文电处理、文书档案管理和机要保密工作； 3、负责本部信访工作，负责财务的综合管理和协调工作，搞好本部办公用品的购买和固定资产的登记管理，以及协调车辆管理调度等工作； 4、负责印章的保管和使用； 5、负责修订部内管理的有关规章制度并组织实施； 6、承办本部机构编制、干部人事、老干部服务和党群工作，完成部领导交办的其他工作。 电话: 传真： （二）研究室 1、负责全县组织系统调研工作，负责有关干部管理和党建工作的理论探讨、政策研究工作，及时调查了解党的基层组织建设、干部工作和人才工作情况，为部领导决策提供建议和方案； 2、承担或参与综合性报告、总结、重要文件和领导讲话稿的起草工作；
3、负责全县组工信息的编发和上报工作； 4、制定研讨课题，指导各乡镇党委的调研工作。 电话: 传真： （三）组织科 1、负责全县基层组织建设的宏观指导和管理； 2、指导各镇党的组织的领导班子建设和换届选举； 3、指导乡镇（社区）和县直单位领导班子召开民主生活会； 4、负责党员教育、管理与发展工作的宏观指导； 5、承办党员组织的关系转移手续和党费的管理； 6、负责全县党组织、党员统计和分析工作； 7、负责全县党员教育和发展新党员工作的宏观管理的指导。 电话: 传真： （四）干部科（公务员管理科） 1、按照干部管理权限、负责对股级以上领导干部的考察、考核、任免、调配工作及办理退休、工资和职级待遇的审批手续，负责股级干部的备案审查和审批等工作； 2、负责全县各级后备干部的培养、考察工作； 3、指导全县各级领导班子的思想政治作风建设。 （五）干部监督科（举报中心） 1、负责县管干部的监督审查工作；
欧洲标准E N简介 WTD standardization office【WTD 5AB- WTDK 08- WTD 2C】
欧洲标准E N简介 1.欧洲标准化委员会CEN（European Committee for Stadardization）简介 为了适应欧洲共同市场采用统一标准的需要，1951年欧洲炼钢联盟ECSC（European Coal and Steel Community）成立，两年之后钢铁产品术语协调委员会COCOR （Coordinating Commission for the Nomenclature of Iron and Steel Products）产生。 在随后30年过程中COCOR率其工作组（其成员由ECSC成员国的标准委员代表组成，具体负责钢分类和产品工作）编制了涉及面很广的钢铁标准手册，它不但有术语标准，还有关于钢产品的尺寸、质量和试验方法的协调统一标准，称为欧洲煤钢联标准 ——EURONORM S ，然而ECSC成员国并没有义务一定要采用EURONORM S 。多数情况下，各 成员国在本国范围里仍采用各自的标准。60年代初由欧洲经济联盟EES（European Economic Community）和欧洲自由贸易联盟EFTA（European Free Trade Association）的成员国国家标准团体成立了欧洲标准化委员会CEN和欧洲电工标准化委员会CENLEC（European Committee for Electrotechnical Standardization）其分工恰似国际标准化组织ISO和国际电工标准化组织IEC，他们既要协调成员国之间的标准和制订区域性标准，又要在国际场合下维护本地区的利益。其与ECSC不同的是，它的成员国必须无条件采用这两个组织颁布的欧洲标准Ens(European Standards)作为本国标准。 二、CEN的组织机构
The way的用法及其含义（一） 有这样一个句子：In 1770 the room was completed the way she wanted. 1770年，这间琥珀屋按照她的要求完成了。 the way在句中的语法作用是什么？其意义如何？在阅读时，学生经常会碰到一些含有the way 的句子，如：No one knows the way he invented the machine. He did not do the experiment the way his teacher told him.等等。他们对the way 的用法和含义比较模糊。在这几个句子中，the way之后的部分都是定语从句。第一句的意思是，“没人知道他是怎样发明这台机器的。”the way的意思相当于how；第二句的意思是，“他没有按照老师说的那样做实验。”the way 的意思相当于as。在In 1770 the room was completed the way she wanted.这句话中，the way也是as的含义。随着现代英语的发展，the way的用法已越来越普遍了。下面，我们从the way的语法作用和意义等方面做一考查和分析： 一、the way作先行词，后接定语从句 以下3种表达都是正确的。例如：“我喜欢她笑的样子。” 1. the way+ in which +从句 I like the way in which she smiles. 2. the way+ that +从句 I like the way that she smiles. 3. the way + 从句(省略了in which或that) I like the way she smiles. 又如：“火灾如何发生的，有好几种说法。” 1. There were several theories about the way in which the fire started. 2. There were several theories about the way that the fire started.
组织部简介 一．部室性质 组织部是一个严谨的部门，起纽带作用，是协调团委加强全院共青团思想建设、组织建设及共青团干部的培养和管理的重要职能部门。 组织个团支部开展活动，并负责做好团干部量化考核工作、鉴定工作，组织开展团员年度考评及团内评优评先等工作。 二．工作要求 认真负责，忠于职守，严谨高效，务实创新 三．部室风气 团结进取，积极热情 四．部室宗旨 知行合一，行胜于言 五．工作简介 1．熟练掌握全院各团支部的基本情况，了解基层团组织的活动，组织生活、团总支委员等情况。 2.组织并监督各团支部按时优质的开展团日活动（如团支部风采大赛、校风校纪建设月等）。 3．加强组织建设领导管理各团支组织部的相关工作。 4．负责团干部思想政治教育工作，定期了解团干部的思想状况。 5．制定落实团学干部培训计划，培训方式以培训教育工作积极开展。 6．负责做好团干部量化考核工作、鉴定工作，组织开展团员年度考评及团内评优评先工作。 7．做好团员证的注册和管理工作，做好团员登记、团费收缴、团员组织关系转接等工作。 8．负责各团支部“推优”（推荐优秀团员入党）并完成各团支部党员发展对象的申报、审核、确定等工作。 9．负责我院入党积极分子的培训教育以及积极分子党课考试工作。 10．配合各党支部、团支部做好党员、团员的档案建立和管理工作，做好组织工作中的各种数据统计和材料收集以及党费的收缴工作。 11. 协助党支部组织开展党员民主生活会以及党内评优评先工作，进行监督及时做好汇总和报告工作。 12. 协助党支部进行党员组织活动，组织生活工作.
13．负责新生团支部的建立，高年级班委换届及班委的调动等工作。 14．在需要时，及时协同配合其它部室开展工作。 15．完成团委交办的其它任务。 六．部室成员： 由1名部长，2名副部长，6名干事组成。
way 的用法 【语境展示】 1. Now I’ll show you how to do the experiment in a different way. 下面我来演示如何用一种不同的方法做这个实验。 2. The teacher had a strange way to make his classes lively and interesting. 这位老师有种奇怪的办法让他的课生动有趣。 3. Can you tell me the best way of working out this problem? 你能告诉我算出这道题的最好方法吗？ 4. I don’t know the way (that / in which) he helped her out. 我不知道他用什么方法帮助她摆脱困境的。 5. The way (that / which) he talked about to solve the problem was difficult to understand. 他所谈到的解决这个问题的方法难以理解。 6. I don’t like the way that / which is being widely used for saving water. 我不喜欢这种正在被广泛使用的节水方法。 7. They did not do it the way we do now. 他们以前的做法和我们现在不一样。 【归纳总结】 ●way作“方法，方式”讲时，如表示“以……方式”，前面常加介词in。如例1； ●way作“方法，方式”讲时，其后可接不定式to do sth.，也可接of doing sth. 作定语，表示做某事的方法。如例2，例3；
校团委组织部简介与工作职责 校团委组织部，是负责全校共青团员思想教育、各级团组织的建设及各级团干培养和考核的职能部门。主要工作为加强基层团组织建设和团员教育管理，完善各项规章制度，进行团籍管理；推进以团校培训暨各级团干培训为核心的基层团干部的培训管理及考核; 提高基层团干部及校级学生干部的政治、思想道德素质和工作能力；组织、协调、配合校团委内部各项活动；对院系团委各部门工作进行监督和考核，制定校团委部门评优制度以及组织全校团组织的先进集体和先进个人的评选；负责业余党校的工作和推荐优秀团员作为党的发展对象的工作（简称＂推优＂）． 组织部在长期的工作过程中积淀形成了“务实、规范、开拓、奉献、团结、创新、严谨、高效＂这样独具特色的组织文化，同时，注意科学管理方法的运用，积极推进目标化管理、项目化管理、规范化管理和人性化管理，是一支具有很强战斗力和凝聚力的团的骨干队伍。目前下设；秘书处、组织处和团务处。各处室间协调配合，共同推动组织部各项工作的开展。
院团委组织部为你创造一个交流的平台，关注你的成长；为你提供一个发展的机遇，期待你的成熟。今天，你与“组织＂有约，明天，成功将与你有约。 院团委组织部的工作职责为： 1、执行团委例会制度，定期召开组织部、分团委组织部门会议，传达学院党委和团的文件精神，布置落实组织工作。 2、制定学期团的组织生活计划，指导各级团组织过好团的组织生活，做好考核并及时组织交流总结。 3、负责对院团委委员、分团委主要团干的考核与管理，加强对全院各级团干部的培养、指导和考察，定期办好团干培训班（团校）。 4、抓好团内奖惩工作。及时掌握团员中的先进典型并做好评优表彰工作；对违纪团员及时进行批评教育及处理，受理团员申诉。 5、定期做好发展新团员工作，办理超龄团员离团手续。 6、搞好团员登记、团籍注册和统计工作，收缴团费，接转团组织关系，协助做好团籍档案管理工作。
t h e-w a y-的用法
The way 的用法 "the way+从句"结构在英语教科书中出现的频率较高, the way 是先行词, 其后是定语从句.它有三种表达形式:1) the way+that 2)the way+ in which 3)the way + 从句(省略了that或in which),在通常情况下, 用in which 引导的定语从句最为正式,用that的次之,而省略了关系代词that 或 in which 的, 反而显得更自然,最为常用.如下面三句话所示,其意义相同. I like the way in which he talks. I like the way that he talks. I like the way he talks. 一.在当代美国英语中,the way用作为副词的对格,"the way+从句"实际上相当于一个状语从句来修饰全句. the way=as 1)I'm talking to you just the way I'd talk to a boy of my own. 我和你说话就象和自己孩子说话一样. 2)He did not do it the way his friend did. 他没有象他朋友那样去做此事. 3)Most fruits are naturally sweet and we can eat them just the way they are ----all we have to do is clean or peel them . 大部分水果天然甜润,可以直接食用,我们只需要把他们清洗一下或去皮.
市委组织部机构职能 机构职能 市委组织部是市委主管组织工作和干部工作的综合职能部门。 （一）研究和指导党组织特别是党的基层组织建设，探索和指导各类新的经济组织中党组织的设置和活动方式，研究和提出党内生活制度建设的意见，协调、规划和指导党员教育工作和党建理论研究，主管党员的管理和发展工作。 （二）提出各县（区）和市直各部门以及其他列入市委管理的领导班子调整、配备的意见和建议，负责市管干部的考察和办理任免、工资、待遇、退（离）休审批手续，指导领导班子的思想政治建设，负责各县（区）、乡镇和市直机关科级干部的备案审查和宏观管理工作，承办相关干部的调配、交流、挂职及安置事项。 （三）研究制订干部队伍建设的意见，组织落实培养选拔中、青年干部和后备干部、妇女干部及党外干部工作。 （四）从宏观上研究和指导党的组织制度和干部人事制度的改革，制订或参与制订组织、干部、人事工作的重要制度。 （五）综合指导党的机关，人大、政协机关，群众团体和民主党派机关参照执行（管理）国家公务员制度的工作。 （六）负责组织、干部工作的检查督促，了解反映犯有严重错误干部的审查和调查工作等。及时向市委反映重要情况，提出建议。 （七）主管干部教育工作。制订干部教育工作的规划，对各县（区）和市直单位的干部培训工作进行协调、指导、检查，组织市管干部和一定层次干部的培训。
（八）参与制订知识分子政策。负责知识分子工作的检查、指导、综合、协调。负责市管优秀专家和拔尖人才的选拔管理。 （九）负责全市计算机干部信息，多媒体干部音像资料收集、管理及报送工作。 （十）负责退（离）休干部工作的宏观管理。 （十一）承办市委和上级组织部门交办的其他事项。 科室职能 内设机构及职能： （一）秘书科 主管本部机要、秘书、信访、文印、文书，负责本部会务组织、文电处理、文件审核及归档、督办检查和机关保密工作，负责本部的人事、工资福利、劳动保险、医疗、计划生育及本部退休人员管理、慰问工作，负责本部的财务、物资、房产、车辆、卫生管理和接待等工作，办理部领导交办事宜。 （二）调研科 负责全市党的组织建设和干部工作有关方针、政策的综合研究，调查了解市管各级领导班子和干部队伍建设的情况，为部领导决策提供意见和方案，承担干部人事制度改革的综合研究和宏观指导，协调、指导全市组织部门的调研信息工作，主办部刊《惠州组工通讯》，负责组织、干部工作的宣传报道以及本部信息、资料收集、综合、上报和反馈工作，承担部领导交办的文稿草拟和其他工作。 （三）组织科 研究和指导农村党组织的建设，研究和提出农村党员队伍建设的意见，协
way的用法总结大全 way的用法你知道多少，今天给大家带来way的用法，希望能够帮助到大家，下面就和大家分享，来欣赏一下吧。 way的用法总结大全 way的意思 n. 道路,方法,方向,某方面 adv. 远远地，大大地 way用法 way可以用作名词 way的基本意思是“路,道,街,径”,一般用来指具体的“路,道路”,也可指通向某地的“方向”“路线”或做某事所采用的手段,即“方式,方法”。way还可指“习俗,作风”“距离”“附近,周围”“某方面”等。 way作“方法,方式,手段”解时,前面常加介词in。如果way前有this, that等限定词,介词可省略,但如果放在句首,介词则不可省略。
way作“方式,方法”解时,其后可接of v -ing或to- v 作定语,也可接定语从句,引导从句的关系代词或关系副词常可省略。 way用作名词的用法例句 I am on my way to the grocery store.我正在去杂货店的路上。 We lost the way in the dark.我们在黑夜中迷路了。 He asked me the way to London.他问我去伦敦的路。 way可以用作副词 way用作副词时意思是“远远地,大大地”,通常指在程度或距离上有一定的差距。 way back表示“很久以前”。 way用作副词的用法例句 It seems like Im always way too busy with work.我工作总是太忙了。 His ideas were way ahead of his time.他的思想远远超越了他那个时代。 She finished the race way ahead of the other runners.她第一个跑到终点,远远领先于其他选手。 way用法例句
t h e_w a y的用法大全
The way 在the way+从句中, the way 是先行词, 其后是定语从句.它有三种表达形式:1) the way+that 2)the way+ in which 3)the way + 从句(省略了that或in which),在通常情况下, 用in which 引导的定语从句最为正式,用that的次之,而省略了关系代词that 或 in which 的, 反而显得更自然,最为常用.如下面三句话所示,其意义相同. I like the way in which he talks. I like the way that he talks. I like the way he talks. 如果怕弄混淆，下面的可以不看了 另外，在当代美国英语中,the way用作为副词的对格,"the way+从句"实际上相当于一个状语从句来修饰全句. the way=as 1)I'm talking to you just the way I'd talk to a boy of my own. 我和你说话就象和自己孩子说话一样. 2)He did not do it the way his friend did. 他没有象他朋友那样去做此事. 3)Most fruits are naturally sweet and we can eat them just the way they are ----all we have to do is clean or peel them . 大部分水果天然甜润,可以直接食用,我们只需要把他们清洗一下或去皮. the way=according to the way/judging from the way 4)The way you answer the qquestions, you must be an excellent student. 从你回答就知道,你是一个优秀的学生. 5)The way most people look at you, you'd think a trashman was a monster. 从大多数人看你的目光中,你就知道垃圾工在他们眼里是怪物. the way=how/how much 6)I know where you are from by the way you pronounce my name. 从你叫我名字的音调中,我知道你哪里人. 7)No one can imaine the way he misses her. 人们很想想象他是多么想念她. the way=because 8) No wonder that girls looks down upon me, the way you encourage her. 难怪那姑娘看不起我, 原来是你怂恿的
目次 1、ITU介绍 (2) 1.1 ITU的历史和组成 (2) 1.2 ITU的结构 (2) 1.3 ITU-R研究组结构 (2) 1.4 ITU-R SG5的组成 (3) 1.5 ITU-R WP 5D (3) 1.5.1 ITU-R WP 5D介绍 (3) 1.5.2 ITU-R WP5D在2008年7月会议后的最新组成 (3) 1.5.3 各组工作范围和职责 (4) 1.6 ITU与3GPP关系 (4) 2 3GPP组织介绍 (5) 2.1 3GPP介绍 (5) 2.2 3GPP工作范围和目标 (5) 2.3 合作伙伴及成员 (6) 2.4 与其他标准组织的关系 (7) 2.4.1 与3GPP2&Wimax的关系 (7) 2.4.2 与其他标准组织的关系 (7) 2.5 3GPP主要工作成果 (7) 2.6 内部组织结构 (7) 2.7 各组工作范围和职责 (9) 2.8 3GPP工作方法流程 (10) 3 3GPP2 (11) 3.1 3GPP2介绍 (11) 3.2 3GPP2组织结构 (11) 4 CCSA (12) 4.1 简介 (12) 4.2 组织结构 (13) 4.3 TC5介绍及组织结构 (13)
1、ITU介绍 1.1 ITU的历史和组成 ITU（International Telecommunication Union）是电信界最权威的标准制定机构，简称国际电联，成立于1865年5月，1947年10月成为联合国的一个专门机构，总部设在瑞士日内瓦。 经过100多年的变迁，1992年12月改革后的ITU下设电信标准部门（ITU-T）、无线电通信部门（ITU-R）、电信发展部门（ITU-D）。每个部门下设多个研究组（Study Group）。每个研究组下设多个工作组（Working Group或Working Party）。 ITU成员由各国电信主管部门组成，也接纳经主管部门批准的从事电信的企业和研究机构参与。 ITU现在由189个成员国,620个行业成员,100合作成员组成。 1.2 ITU的结构 ITU为了便于无线电管理和协调，人为把世界分为三个区域，包括： ◆Region1：由欧洲、俄罗斯、中亚、西亚和非洲组成，主要的区域组织为欧洲的 CEPT，标准制定由欧洲的ETSI完成； ◆Region2：由南北美洲组成，主要的区域组织为CITEL，但美国的FCC起较大作 用； ◆Region3：由东亚、东南亚、南亚、伊朗和大洋州组成，主要的区域组织例如中 国CCSA、日本ARIB。 1.3 ITU-R研究组结构 Study Group 1(SG 1)-Spectrum management ?Working Party 1A(WP 1A)-Spectrum engineering techniques ?Working Party 1B(WP 1B)-Spectrum management methodologies and economic strategies ?Working Party 1C(WP 1C)-Spectrum monitoring Study Group 3(SG 3)-Radiowave propagation ?Working Party 3J(WP 3J)-Propagation fundamentals ?Working Party 3K(WP 3K)-Point-to-area propagation ?Working Party 3L(WP 3L)-Ionospheric propagation and radio noise ?Working Party 3M(WP 3M)-Point-to-point and Earth-space propagation Study Group 4(SG 4)-Satellite services ?Working Party 4A(WP 4A)-Efficient orbit/spectrum utilization for FSS and BSS ?Working Party 4B(WP 4B)-Systems, air interfaces, performance and availability objectives for FSS,BSS and MSS, including IP-based applications and satellite news gathering ?Working Party 4C(WP 4C)-Efficient orbit/spectrum utilization for MSS and RDSS