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Click here to review the = spreadsheet with the regional budget proposals.
Click here to = visit the FY12 At-Large Budget Development Workspace
The At-Large Advisory Committee (ALAC), on behalf of the At-Large commun= ity consisting of five Regional At-Large Organizations (RALOs) grouping mor= e than 125 At-Large Structures (ALSes) worldwide, welcomes the opportunity = to contribute to the Framework for the FY12 Operating Plan and Budget.
Especially welcomed are the continuing improvements to the process which= this year sees the introduction of a new template to be filled and include= d with every proposed project. Our thanks go to Akram Atallah and Juan Ojed= a in explaining the new procedures and spending significant time both on co= nference calls with ALAC but also with our RALO communities, as well as in = meetings taking place during the ICANN AGM in Cartagena, Colombia.
This submission by ALAC has been guided by the information gathered at t= hose numerous meetings. Its input process has been extensively discussed at= all levels, from ALS to RALO leadership, RALO to ALAC and ALAC to ALAC Exe= cutive Committee. It reflects the needs of the At-Large community whilst fo= llowing the essential guidelines that:
In line with a key strategic goal in At-Large, to implement a complete b= ottom-up input process, the bulk of the input to this document comes from e= xtensive work performed at the RALO level. The ALAC has strived to perform = the function of information collation, ordering into broad lines of similar= project types, whilst taking care of not performing any kind of top-down f= iltering. We believe that grass-root input is key to our process because it= warrants the need for ICANN to act locally, in line with:
In collating project proposals, we have also paid particular attention t= o the Accou= ntability and Transparency Review Team=E2=80=99s (ATRT) Final Recommendatio= ns. We believe that there is full agreement with its findings and that = some of the projects proposed by our RALOs stem directly from the aim to im= prove ICANN=E2=80=99s accountability and transparency.
The variety of projects proposed by RALOs is impressive. With each regio= n having developed its plan separately from the other regions, it was surpr= ising to see the commonality that existed in between regions.
In the interest of clarity, we have therefore opted to categorize them i= nto seven (7) subject areas as follows:
In closing this introduction, a strong reminder: At-Large growth is a fu= ndamental part of its success. A running budget with no provision of growth= leads to anemic operation of At-Large, akin to running a corporation with = no R&D and no capital investments. With ICANN=E2=80=99s capital being i= ts volunteers, a lack of capital investment in At-Large beyond a conservati= ve operating budget risks seeing this extraordinary resource dry up and it = is only through a sustained campaign of in and out-reach that the core of I= CANN=E2=80=99s bottom-up experiment will succeed.
A local General Assembly (GA) is a physical meeting of all local At-Larg= e Structures, organized by the RALO to be held in conjunction with either a= n ICANN meetings taking place in the region, or at another key Internet Sta= keholder meeting within the region (e.g. APRICOT, LACNIC/LACTLD, IGF or reg= ional IGF, INET, etc.)
A proposed timeline of RALO At-Large summits involves the conducting of = a RALO GA in each of the five regions of the world at least every three yea= rs.
Our wish is to see communities thrive locally by bringing our ALSes toge= ther and generating synergies that are beneficial to ICANN as a whole. Ther= e is widespread evidence that a few days of F2F interaction gets matters co= mpleted in a significantly shorter time frame than via online communication= .
Part of ICANN=E2=80=99s core strategic objectives is to raise its profil= e internationally. One of the key ways of achieving such potential is to ta= ke part in regional and international Internet Events outside ICANN meeting= s. So far, this has been done by individuals in ALSes around the world, som= etimes wearing more than one hat, and not necessarily wearing an ICANN At-L= arge hat. RALOs all propose a presence in their own area =E2=80=93 and the = cost/return potential of this participation is further improved thanks to t= he ability of RALOs to call upon their local ALSes to reduce costs and maxi= mize impact.
o ICANN At-Large Presence at three (3) major i= nternational consumer-focused IT conferences. For the first trial, this= program proposes three initial events: CES (USA), CEBIT (Germany), Compute= x (Taiwan). This proposal is directly linked to ICANN=E2=80=99s internation= al image building outside of its own circle. At-Large Structures have what = is required locally to produce high Return on Investment (ROI)
o Attendance at the Pacific Community Networks Associatio= n Conference (representation by regional members) =E2=80=93 this associ= ation is extensively involved with facilitating education of the public abo= ut the Internet in local communities
As mentioned earlier in this document, a thriving At-Large is only possi= ble through constant international growth. Capacity building is a key const= ituent at the heart of At-Large and is possible locally thanks to the local= knowledge held by ALSes. Attendance at some local events promotes capacity= building with a manner exceeding efforts made by possible high-level ICANN= initiatives because it involves the grassroots. RALOs are therefore very k= een to be involved in such initiatives.
One of ICANN=E2=80=99s marked lag with regards to its functions, has bee= n recognized to be the lack of easily understood material for the consumpti= on of the general user and non-industry participants. Some may call this ou= treach and in-reach material, whilst other would call it marketing. At-Larg= e Structures being ICANN=E2=80=99s face with the public, have suffered from= this lack of material, or from material which was ill-suited to the audien= ces they were addressing. As a result, it is possible to see a spontaneous = call for documentation and other material to be produced in plain language,= whether English or otherwise. Whilst it is understood that an initiative i= s underway in ICANN=E2=80=99s Publicity and Marketing Department, At-= Large Structures=E2=80=99 suggestions as to the most needed frontline mater= ial are shown below.
This section expands on the outreach/in-reach material to be developed, = to reach further than using classical printing matter. The aim of further o= utreach is to really make use of today=E2=80=99s technology and of today=E2= =80=99s Internet to enter the realm of active outreach through campaigning = and viral marketing.
Ongoing work is required to translate key policy documents, briefing mat= erials, presentations and transcripts into Spanish, French or Portuguese. L= ACRALO suggests making a budget available for documents to be translated on= demand (http://) provided a threshold interest is shown from ALSes. This g= oes in-line with ICANN=E2=80=99s enhanced translation strategy within its i= nternationalization program.
One specific project proposed by NARALO= , involves the reduction of Economics, Ownership and Trust barriers to poli= cy-critical data through the establishment of an advisory working group= which will produce one or more documents with the help of legal and techni= cal experts. This could then be used by lawmakers, stakeholders, and decisi= on makers to base their decisions on asset of first hand facts.
As mentioned in the ALA= C 2011-2014 Strategic Plan statement, a key ongoing project remains the= organization of a second ICANN At-Large Summit. The first At-Large Summit held in Mexico City in March 2009 having yielded s= uch benefits as to motivate At-Large Structures to work together, to produc= e a flurry of useful material, in-reach momentum can only be kept through r= egular Summits.
This project requiring careful planning, it is expected that activity in= the period FY11-FY13 will be stimulated through the Regional General Assem= blies (GAs) described earlier in this document. An At-Large Summit requirin= g a substantial investment both in cash and in resources, the ALAC recommen= ds that this process be given a budget of its own through a sinking fund to= be topped up yearly, in time for a summit to take place at a suitable time= in the FY13-16 period.
Confirming last year=E2=80=99s ALAC FY11 Budget Proposal, this Project s= hould be undertaken in conjunction with outreach and participation activiti= es with other SOs and ACs, in particular, the GAC, the ccNSO, and possibly = the Stakeholder Groups of the Non-Contracted House of the GNSO, and with th= e full support of ICANN=E2=80=99s Global Partnerships department. The ALAC = is actively searching for a synergy with those partners aiming at increasin= g and improving Public Participation and the development of a healthy Inter= net Eco-system.
The ALAC is aware that a special challenge for a second Summit has mater= ialized in setting its agenda to coincide with the key lines of the ICANN S= trategy. With the help of SOs and ACs, we aim to be able to strengthen the = ability of the ALAC, with its unique RALO and ALS configuration, to serve a= s an integral asset which is able to better contribute to achieve the strat= egic goals of ICANN.
It aims to reach this achievement entirely through a grassroots-based bo= ttom-up process.
The above proposals were prepared in good faith by all five (5) Regional= At-Large Organization (RALO) regions, following the new format and procedu= res which were presented during conference calls and the face to face meeti= ng in Cartagena.
Historically, both ALAC and RALOs have seen their hard work in making a =
thoughtful proposal, disappear into a =E2=80=9Cblack box=E2=80=9D and have =
received no feedback whatsoever from their failed applications.
Whilst the ALAC believes that all of the above projects are worthy of seri=
ous consideration, it would appreciate a comprehensive explanation from the=
ICANN Financial Planning Department for projects that are not retained thi=
s year. Lack of feedback would only serve to kill enthusiasm and thwart the=
ALAC into carrying out its mission to expand worldwide.
We trust that the new atmosphere of enhanced collaboration and transparenc=
y between ALAC and ICANN makes =E2=80=9Cblack boxes=E2=80=9D a thing of the=
past.