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NARALO Meeting Summary

Dec. 6, 2010

Present:  Beau, Brendler, Darlene Thompson, Evan Liebovitch, Alan Greenburg, Allan Skuce, Eduardo Diaz, Gordon Chillcott, Joly MacFie, Carrole Cornell, Kurt Pritz, Olivier Crepin-LeBlond, Gareth Shearman, Garth Bruen, Seth Reiss, Glenn McKnight, Avri Doria,

Staff:  Heidi Ulrich, Seth Greene, Matt Ashtiani

Regrets:  Joly MacFie

Agenda:

NARALO AGENDA: 17 October 2011

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The Strategic Plan evolves from year to year – this isn’t to say that it changes in major ways, but as things are accomplished over the years they are removed and then new things come up and are added.  The ICANN Mission Statement and Affirmation of Commitments are infused throughout the Strategic Plan.  Four strategic focus areas are DNS Security and Stability; Competition, Consumer Trust and Choice; Core Operations including IANA; and A Healthy Internet Governance Eco-System.  The draft Strategic Plan has been posted on October 23, 2011 for a 45 day period.  There is a clean and a red-lined version.  The red-lined version is so that people can see the changes.  The strategic plan looks into the future by:

•Describing ICANN 3-5 years from now

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•Metrics: How should progress on the plan be measured? Assess if what we currently have is the correct metric that is meaningful and relevant both internally and to the Community

It was questioned how we can be affective in our inputs into the strategic plan?  The last time we did so, it was ignored.  Answer:  There is an AFRALO general meeting in Dakar and other budgetary amounts were approved to the regions.  They have been doing more work in trying to make the next round more expressive to our needs.  (It was noted in the Skype chat that the only region why AFRALO could have a general meeting was because the other two RALOs gave up their meetings for this regions – it had nothing to do with additional budget expenditures by ICANN.)

It was also suggested that we need an At Large Academy.

Evan does not believe that the strategic planning process is worth the time and effort and believes that it is flawed.  It was suggested by Kurt that it might be better to examine the Strategic Plan every three years rather than annually but every other stakeholder group wanted it annually.  They think its an important platform for getting ALAC and At-Large objectives taken care of.

Evan believes that too much time is being spent on re-defining the strategy rather than actually addressing the problems.  Also, much time was spent with the NARALO on what we needed but when decision time came, we were cut way down on what we could spend on without being consulted with which items we really needed and which we could give up.  More rational and explaining needs to be done and rather than “community based” and “collegiality” being just catch phrases, they must be acted upon.

Kurt urges Evan to take this process seriously because everything that they do in the budget is linked to the strategic plan – all expenditures must be justified by the strategic plan.  Olivier also mentioned that the ALAC improvement plan is also being linked to the strategic plan.

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