Page History

Strengths                                                                           

- Membership diversity can bring brings talent
- Regional involvement and balance:
    1.  At- Knowledge of local communities
- Large outreach is pillar of ICANN's strategic influence in Internet governance
    2.  Involvement of all five RALOs is an asset
    3.  Knowledge of local communities benefits outreach planning
    4.  Knowledge of local actors (e.g., stakeholders, government leaders,
policy makers, regulators) related to ICANN and Internet ecosystem
    5.  Knowledge of possible outreach efforts
    6.  First- First hand involvement of members in Internet Governance activities governance unrelated to ICANN and domain names
- At Large Outreach is a pillar of ICANN's strategic influence in Internet governance
- At Large Strategy strategy is bottom-up and reflects the consensus of many stakeholders
- Current structure and existing processes are in place to avoid capture and allow scalability 
- Commercial as well as individual interests are not taken into account
- The fact that all of the RALOs are involved is an asset.
- We can bring our differing backgrounds and experiences to bear on the planning process and readily share these electronically
- International reach
- important number of stakeholders At-Large, as home of individual Internet users, does not take into account purely commercial or vested individual interests
- Number and diversity of stakeholders are growning
- Level of participation by stakeholders is evolving

\[Suggestion: is increasing\]

\[What is?  At-Large?\]

\[Should this be under operational? It's strength of operational processes, right?\]

\[Suggestion: At-Large, as ICANN's conscience, brings unique considerations to strategic planning\]

Weaknesses                                                                  

- Specific details of At-Large strategy are not well defined or easily understood
- Translations: 
    1.  Number is limited
    2.  Delays exist Weaknesses                                                                  
- Lack of clear overall strategy for At Large
- Lack of established feedback loop from ICANN
- Lack of roadmap and scenarios for the future of At Large
- At Large is not being used enough as a strategic resource by ICANN
- Public Participation does not appear to be related to At Large, neither by staff, nor by the Board (public participation committee)
- Translation delays
- Lack of clear strategic targets for the whole At-Large community (ALSes, RALOs, and ALAC)
- Lack of consultation and coordination between RALOs
- Lack of understanding with the ICANN Strategy team - Limited number of language translations 

Opportunities                                                                      

- Ability to feed local and global issues in into ICANN strategy
- Very powerful communication channel
- Useful tool for ICANN outreach (when you insert changes, plz make sure it is not duplicate)
- Local ALS ALSes can help for with local events (liaison with i.e., act as liaisons to local stakeholders)
- Developing countries and emerging economies provide many prospects 
- Opportunity exists to create a roadmap, based on alternative scenarios, for At-Large's future 

\[Is "based on alternative scenarios" (stated in meeting) needed?\]

\[Are the next two pts too redundant? Should they be combined?:\]

\[Unclear.  Is first Public Participation here the Committee?  Seems to be, since capitalized.  Then why is the committe in parens, but not capitalized?   Please clarify.  And be sure to capitalize where you mean the committee only \-\- Public Participation Committee\]

Threats                                                                            

- Lack of funding limits outreach
- Lack of volunteers reduces time spent on strategic issues
- Lack of established feedback loop from ICANN

\[Should it say what this could do/risk?\]

\[Seems as though this should be heading for below; if so, pls number pts. below in usual format\]

Strengths                                                                          

- Membership diversity can bring talent
Local - Local knowledge brings unbiased view of operations: 
    1     1. Lower costs of implementation implementation 
    2     2. alerting Alerting ICANN to another angle

\[Unclear.  Suggestion: Increased ability to change approach when appropriate\]

\[Must distinguish this heading from similar heading above; both refer to local knowledge; state how second one here is different than above\]

\[No longer under Stategic Planning.  In meeting, decided to move from there to here.\]

Weaknesses                                                                   

- At-Large reacts slowly
- At-Large maturity still not completely achieved

\[Why was "maturity" capitalized?\]

Opportunities                                                                      

- Strengthen Maturity maturity of At Large through establishment of improved -Large by improving processes

\[Why was "maturity" capitalized?\]

\[Unclear due to word "for."  Suggestion:  Operating plan is a useful step in preparing an accurate budget.  Also, do you mean At-Large operating plan?\]

\[What about it? How is it an opportunity?\]

\[You do NOT mean Public Participation Committee here, do you?\]

\[What kinds of actions? Pt. right above refers to policy advice\]

Threats                                                                            

- Lack of means

\[Unclear.  "Means"?  Suggestion:  Lack of funding \-\- and then state what it risks\]

\[Could do what?\]

\[Could do what related to operational planning?\]

Strengths                                                                            

- Membership diversity can bring talent
- In-house knowledge of requirements within at At-Large

\[Budgeting requirements?\]

\[What committee?  ALAC's Subcommittee on Budget and Finance?\]

Weaknesses                                                                   

- Lack of established feedback loop from ICANN
- Communication problems ICANN finance
- No possibility of ROI figure - "investing in At Large is like investing in R&D"
- ICANN currently only source of funds for At Large
- Lack of clear funding schedule/calendar with regards to face to face general assemblies introduces uncertainty
- We need to improve our interaction with the staff during the budget planning process.

Opportunities                                                                        
 
- Supply information on At Large budget  needs in a - ALAC/At-Large could provide information regarding At-Large budgetary needs in a more timely manner and in the required format .

Threats                                                                            

- Limiting BudgetALAC's budget could:
    has direct impact on outreach
    allows for no face to 1.  Directly and severely affect outreach capability
    2.  Allow for fewer or no face-to-face meetings, thus triggering ALS ALSes to abandon , leading to end of At   Large utility At-Large and, thus, potentially ending At-Large's usefulness

\[Review rewording; by face-to-face meetings, do you mean GAs, ICANN meetings, etc.?\]