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Strengths | |
\[Suggestion: is increasing\] |
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\[Should this be under operational? It's strength of operational processes, right?\] |
- At Large is ICANN's conscience
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\[Suggestion: At-Large, as ICANN's conscience, brings unique considerations to strategic planning\] |
Weaknesses
- Specific details of At-Large strategy are not well defined or easily understood
- Translations:
1. Number is limited
2. Delays exist
- Lack of clear strategic targets for the whole At-Large community (ALSes, RALOs, and ALAC)
Opportunities
- Ability to feed local and global issues into ICANN strategy
- Very powerful communication channel
- Useful tool for ICANN outreach
- Local ALSes can help with local events (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 on various scenarios, for At-Large's future future
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\[Is "based on alternative scenarios" (stated in meeting) needed?\]
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\[Are the next two pts too redundant? Should they be combined?:\] |
- The potential exists for better understanding with ICANN Strategy team
(OCL:OK - suggest replacing above 2 lines with:
- A better understanding between At-Large and the ICANN Strategy team could lead to increased use of At-Large as a strategic resource the latter.) - Seth - any suggested word-smithing?a strategic resource for ICANN
- Public Participation should be strengthened, so as to be more related to participation could be strengthened by integrating the Public Participation Committee's strategy with At-Large 's processes, by staff and Board (public participation committee) facilitated by Staff
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\[Unclear. Is first Public Participation here the Committee? Seems to be, since capitalizedTried to simplify. Then why is the committe in parens, but not capitalized? Please clarify. And be sure to capitalize where you mean the committee only \-\- Public Participation Committee\] |
(OCL: noted: My take on this is:
- Public participation should be strengthened, by integrating the strategy of the Board's Public Participation Committee with At-Large processes, with staff in full synchronization.
-
Also, does this capture/simplify part about Staff?\] |
- Consultation and coordination between RALOs should be strengthened
Threats
- Lack of funding limits outreach
- Lack of volunteers reduces time spent on strategic issues
- Lack of established feedback loop from ICANN
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\[Should it say what this could do/risk?\]
- Loss of ICANN credibility if At-Large does not grow
- If bottom-up process is broken or At-Large strategy is not considered:
1. Loss of local support
2. Loss of stakeholder input
- Competition
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\[Seems as though this should be heading for below; if so, pls number pts. below in usual format\] |
- ICANN's control by government-led agencies
- Competition / Another from another agency similar to ICANN
- International pressure limits ICANN's revenue
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Strengths | ||||||
\[No longer under Stategic Planning. In meeting, decided to move from there to here.\] | Weaknesses | |||||
\[Why was "maturity" capitalized?\] | ||||||
Opportunities | ||||||
\[You do NOT mean Public Participation Committee here, do you?\] |
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\[What kinds of actions? Pt. right above refers to policy advice\] |
Threats
- Lack of means Wiki Markup \[Unclear. "Means"? Suggestion: Lack of funding \-\- and then state what it risks\]
- Less operational exposure Wiki Markup \[Could do what? Or this could result from what?\]
- Lack of volunteers Wiki Markup \[Could do what related to operational planning? Or do you mean lack of volunteers could result from poor operational planning?\]
Budget (related to Rec. 6)
Strengths | Weaknesses | ||||
Opportunities | Threats |
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