AT-LARGE GATEWAY
At-Large Regional Policy Engagement Program (ARPEP)
At-Large Review Implementation Plan Development
Page History
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Rec. | Sub-Task | ImplementationTask | Status | Notes |
| 4.1 |
| ExternalEducation. | Complete | AllocatedtothePolicyStaffinsupportoftheALAC,theALAC,RegionalLeadership,ALSes,andotherrelevantpartiestoensurethatthesystemisinteractivewithICANNwideactivities. |
4.1(a) | Establish the ICANN Academy, an annual training program for new At-Large ALS members, modeled after aspects of the ICANN Fellowship and Diplo Foundation. | Complete | See: At-Large ICANN Academy Expanded Working Group Workspace
The intent is to establish a Pilot Program during the ICANN Meeting in Toronto in October 2012. | |
4.2 | InternalEngagement. | Complete |
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| 4.2(a) | Establish an engagement program for existing At-Large ALS members, to be conducted year- round and modeled after certain aspects of the Diplo Foundation (specifically, this is the At-Large Capacity Building Program). | Complete | See: LACRALO Capacity Building Budget Request
See: AFRALO Dakar Events See: LACRALO San Jose Events Allocated to the ALAC Chair, the Executive Committee, and the Director for At-Large. The intent is for this program to start (be funded for) FY2012. |
| 4.2(b) | Make available Confluence pages for communication with ICANN. | Complete | See: RALO Confluence Pages |
| 4.2(c) | Make available to ALSes the use of an Adobe Connect Room. | Complete | See: RALO Adobe Connect Rooms |
4.3 |
| Externaloutreachandrecruitment. | Complete |
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| 4.3(a) | Request that selected At-Large members be funded to attend non-ICANN meetings (e.g., the IGF, the Consumer Electronics Show (CES), etc.). | Complete | The ALAC made this request in FY11, FY12, and FY13. FY11 and FY12 requests were not accepted; FY13 request is still being evaluated.
This request is supported by the fact that At-Large should constitute an essential part of ICANN's global outreach process. |
| 4.3(b) | Request that the ALAC be invited and funded to participate in all outreach programs launched by ICANN. | Complete | In accepting such invitations, the ALAC should be given the option to send At-Large members as representatives who are located within the region of the specific outreach event. This request is supported by the fact that At-Large should constitute an essential part of ICANN's global outreach process. |
| 4.3(c) | The aim of the At- Large is to have at least one ALS in every country. | Complete | Allocated to the At-Large Outreach Sub- Committee. To accomplish this task, the At-Large will use outreach items such as teleconferences, webinars, promotional materials; and invitations to various meetings and events. |
4.3(d) | Recommend that each RALO start an individual member program. | Complete | Allocated to the Director for At-Large and the RALO Leaders. | |
4.3(e) | Continue collaborating with ICANN Communications on Beginner’s Guides devoted to topics relevant to At-Large. | Complete and ongoing |
Allocated to the ICANN Communications Department, ALAC Chair, Executive Committee, Director for At-Large, and RALO leaders.
The goal should be to produce one Guide for each ICANN Public Meeting.
In close collaboration with ICANN Communications, At-Large has already co-produced a Beginner’s Guide to Domain Names and Beginner’s Guide to Internet Protocol (IP) Addresses.
Future Beginner’s Guides include “Participating in ICANN” and “CyberSavvy.” | |
4.3(f) | Recommend to the RALOs that they formalize their outreach/“inreach” role in whatever way each finds appropriate (e.g., by including in their Rules of Procedure). | Complete and ongoing | Allocated to the Director for At-Large and the RALO Leaders. | |
| 4.4 | ExplorewhetheradditionalmeasuresneedbetakentoinvolveindividualInternetusersinAt‐Largework,wheretheywishtocontributeintheirpersonalcapacities. | Complete | AllocatedtothePolicyStaffinsupportoftheALAC,At-LargeRulesofProcedureWorking Group,RegionalLeadership,RALOs,andotherrelevantpartiestoensurethatthesystemisinteractivewithICANNwideactivities. | |
| 4.5 | Internalleadershipengagementanddevelopment. | Completeandongoing | ||
| 4.5(a) | Increase significantly the ALAC’s creation of “inreach” materials aimed at leadership engagement and development throughout At-Large (including brochures, radio programs, podcasts, webinars, and online videos). | Complete | For purposes of encouraging continued engagement of ALSes, this task has been allocated to the standing committee of the ALAC on Inreach | |
4.5(b) | Create job descriptions for ALAC members, liaisons and other At-Large leaders that include qualification requirements, responsibilities and objective criteria for performance evaluation. | Complete | Allocated to the At-Large Rules of Procedure Working Group and the At-Large Metrics Working Group. | |
4.5(c) | Create and implement a transparent sanctions process for nonperformance of ALAC, RALO, and ALS members. | Complete and ongoing | Allocated to the At-Large Rules of Procedure Working Group and the At-Large Metrics Working Group. | |
4.5(d) | In collaboration with ICANN’s Nominating Committee (NomCom), create a process for the midterm replacement, both of NomCom appointments to the ALAC and of ALAC appointments to the NomCom. | Complete | Allocated to the At-Large Rules of Procedure Working Group. |
Rec. | Sub-Task | ImplementationTask | Status | Notes |
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| 5.1 |
| IdentifybarrierswithinALACprocessesusedtocontributetostrategicplanningandproposefollow‐up. | Complete | Allocated to the ALAC Chair, the Executive Committee, the Director for At-Large, and RALO leaders. |
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| 5.1(a) | Ratify the strategic planning process reflected in the flowchart titled “Figure C-1: Proposed At-Large Strategic Planning Process.” | Complete | See: At-Large Policy Development Page See: Figure C-1 | |
| 5.1(b) | Review and amend the ALAC’s strategic planning process yearly, in line with annual amendments to ICANN’s overall Strategic Plan. | Complete | See: At-Large Policy Development Page
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| 5.1(c) | Conduct periodic “SWOT” (strengths, weaknesses, opportunities and threats) analyses of the At-Large strategic planning process, in conjunction with the RALOs and compare the results of these analyses to identify areas that have improved or deteriorated. | Complete | Allocated to the ALAC Chair, the Executive Committee, the Director for At-Large, and RALO leaders.
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| 5.1(d) | Articulate the ALAC’s and At-Large’s vision and mission. | Complete | See: ALAC/At-Large Vision Statement
See: ALAC vote results endorsing the At-Large Visions Statement as Proposed by the At-Large Improvements Taskforce. | |
| 5.1(e) | Use appropriate metrics to ensure that the ALSes are diverse, effective and well informed. | Complete | See: ALAC Metrics Sub-Committee Allocated to the Metrics Sub-Committee and the ALAC as a whole.
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5.1(f) | Initiate, develop and maintain an institutional knowledge management and retention system for At-Large. | Complete and ongoing | Allocated to Policy Staff in support of the ALAC and At-Large Members as past and present Members of the ALAC and At-Large Community and will be required to integrate with required future ICANN wide systems. | ||
| 5.1(g) | Encourage the five RALOs to coordinate their outreach and “inreach” policies in order to facilitate the search for new skill sets needed within At-Large. | Complete and ongoing | Allocated to the ALAC Chair, the Executive Committee, the Director for At-Large Director for At-Large, and RALO leaders. | |
| 5.1(h) | Continue actively pursuing At-Large growth, for ICANN’s overall benefit. | Complete and ongoing | Allocated to the ALAC Chair, the Executive Committee, the Director for At-Large, and RALO leaders. | |
| 5.1(i) | When requesting ALAC outreach project funding, the ALAC emphasizes their role not only as a strategic resource benefiting the ALAC and RALOs but also as part of a wider ICANN legitimacy process. | Complete | Allocated to the ALAC Chair, the Executive Committee, the Director for At-Large, and RALO leaders. | |
| 5.1(j) | Continue to encourage ICANN to prioritize & increase funding for outreach. | Complete and ongoing | Allocated to the ALAC Chair, the Executive Committee, the Director for At-Large, and RALO leaders. | |
5.2 |
| IdentifybarrierswithinALACprocessesusedtocontributetooperationalplanningandproposefollow‐up. | Complete |
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| 5.2(a) | Ratify the operational and financial planning process reflected in the flowchart titled “Figure C-3: Proposed At-Large Operational and Financial Planning Process.” | Complete | The ALAC has determined that, for this action item to be effective, it must be performed on a recurring schedule. |
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The item has been completed previously in |
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Proposed At-Large Operational and Financial Planning Process.”
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February 2012. Each January, the ALAC and Policy Staff in support of the ALAC have will consider when it should be next repeated by the At-Large community. |
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See: Figure C-3 | |||||
| 5.2(b) | Acknowledge and encourage a continuation of the better collaboration between the ALAC and ICANN’s Finance Staff seen in preparing the FY2012 Budget. | Complete | This proposal is in addition to the fact that most At- Large operational planning is done by Policy Staff in support of the ALAC. | |
| 5.2(c) | Conduct periodic “SWOT” (strengths, weaknesses, opportunities and threats) analyses of the At-Large operational and financial planning process, in conjunction with the RALOs (as WT C did), and compare the results of these analyses to identify areas that have improved or deteriorated. | Complete | See: At-Large Improvement WT C SWOT Analysis
In the first SWOT analysis conducted by WT C, the main barriers to operational and financial planning were identified as the ALAC’s being slow to react; translation processes being slow, and translations not being available for all documents; the ALAC members’ potential conflicts of interest; a lack of travel funding, putting At-Large in a second-class tier; and not enough informational materials for the ALSes. | |
| 5.2(d) | Formalize the process by which the ALAC collects operational demands from the RALOs and includes them in its operational plans. | Complete | ||
| 5.2(e) | Clearly estimate and document the time required for the ALAC’s operational processes (e.g., responding to a call for Public Comments) and use these estimates to formalize its operational processes. | Complete | The Director for At-Large has consulted with the ICANN Staff responsible for the implementation of the Public Comment Enhancements regarding Recommendation 8 of the ALAC/At-Large Improvements Implementation Project. Following discussion between the Director for At-Large, the ALAC Chair and the Chair of the ALAC/At-Large |
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and use these estimates to formalize its operational processes.
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Improvements Taskforce, the ALAC confirmed its understanding that the guidelines for Public Comments recognize flexibility in extending the Public Comment period beyond the minimum requirements. The ALAC may, on a case-by-case basis, request extensions of 5, 10, 15, 21 or 30 days (in exceptional circumstances). Such requests will be made directly to the Staff person responsible for the specific Public Comment period thereby notifying them that the ALAC intends to submit a comment. The ALAC further requests that a Staff response to such requests for an extension to a Public Comment period be granted or denied in an expeditious manner. If the request is denied, the ALAC may use its right to submit advice to the ICANN Board as per the ICANN Bylaws. |
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We note that the ATRT implementation process includes the following relevant text: |
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16. Publicnoticeandcommentprocessesshouldprovideforbotha distinct “Comment” cycle and a “Reply Comment” cycle that allows community respondents to address and rebut arguments raised in opposing parties’ comments. |
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17. Aspartofimplementingrecommendations15and16,timelinesforpublicnoticeandcommentshouldbereviewedandadjustedtoprovideadequateopportunityformeaningfulandtimelycomment.CommentandReplyCommentperiodsshouldbeofa fixed duration. |
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The ALAC and its Improvements Taskforce established that the ALAC Chair, the ALAC Executive Committee and the Director for At-Large will continue to monitor this issue and will provide input to the Senior Director for Participation and Engagement and the Board PPC. | |||||
5.2(f) | Continue requesting face-to-face funded general assemblies (GAs) for each RALO every three years and an At-Large Summit. | Complete |
The Events Roadmap has been submitted to ICANN Finance for their review. | ||
5.2(g) | Continue to assist the RALOs in completing their annual ICANN requests for funding, as needed, in terms of writing, packaging and advocacy. | Complete | The item has been completed previously in February 2012. Each January, the ALAC and Policy Staff in support of the ALAC have will consider when it should be next repeated by the At-Large community. | ||
| 5.3 | ReviewongoingPolicyStaffinsupportoftheALAClevelsandbudgetallocationsandincreasesupportasprovidedthroughoutthisproject,consistentwiththerecommendationsinFinalReport. | Complete | AllocatedtotheALACChairandtheDirectorforAt-Large. | ||
5.3(a) | Continue to monitor its level of needed Policy Staff in support of the ALAC and ICANN’s commitment to and progress in filling open positions. | Complete | As of September 2011, all allotted positions for Policy Staff in support of the ALAC had been filled. | ||
5.3(b) | The ALAC and Policy Staff in support of the ALAC should develop an annual support agreement | Withdrawn | This task is no longer relevant due to the following changes within ICANN in recent years (i.e., since submission of the ALAC Review Final Report). An increase in Policy Staff in support of the ALAC (as of September 2011, all allotted positions for Policy Staff in support of the ALAC had been filled. |
6.1 | ReviewofadditionalAt‐Largeinformationthatwouldbeuseful,subsequenttoimprovementsinfinancialreporting. | Complete | |
6.1(a) | Encourage the same high level of input into ICANN’s annual financial planning from ALSes & RALOs. | Complete |
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