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At-Large is increasingly focusing on individuals (both unaffiliated At-Large Members as well as members within
each ALS) instead of just ALS voting representatives. Four of the five (RALOs) allow individual members and the fifth, LACRALO, has already approved the concept and is developing the detailed rules. We will also use the ALSes to communicate with those within an ALS who may have an interest in ICANN.

RALOs have also started to identify experts on ICANN topics within their ALSes and among individual members and to increasingly engage them in ALAC’s policy work. Thus, a bi-directional flow of ICANN information continues to be strengthened.

These activities will require the production of information that is truly understandable (as identified in a recent ALAC-GAC Joint Statement) and available in multiple languages. As some of this will need to be created by At-Large staff, additional resources may be needed. We would suggest that At-Large Staff continue to work together with At-Large Leadership in looking for effective methodologies to coach and onboard new policy volunteers and leaders to facilitate the development of their skills and encourage them to stay and deepen their knowledge and expertise. Regarding the perception of unchanging leadership, statistics reporting involvement will be published

(MH) Do we need to review our application forms for ALSes and Individual members to ensure that we have active participants in our At-Large activities? Otherwise we are planning to put an inordinate amount of work in to reach whom we assume are potential participants who aren't actually there. In APRALO we have 20 names of which only about 3 or 4 are active. I never see others at our meetings etc, so why do they join? are they participating in ICANN Learn?

(JC) I think there are several aspects to be considered. 1/ Membership application – we need to do better in asking why orgs and people join a RALO – would this then become a criteria in assessing applications? 2/ Identification of experts and willing & able contributors from within ALSes and individual membership – has the adopted method(s) been successful in each RALOs, why? why not? 3/ Establish clear, member-friendly mechanisms for continued engagement, mechanisms which everybody knows apply – who does what with whom? how is it done? 4/ Then, yes to looking for effective methodologies to coach and onboard new policy volunteers and leaders. All with the understanding that everybody has limited time and energy to devote to At-Large activities.

(NA for Nadira) I could see two fold of the “Outreach an Engagement”, Outreach is one and Engagement is two.  Handling the Outreach, RALOs with its community of active ALSes to take part of the outreach within their ALSes members and to their wider community. 

(NA) Awareness programs of at-large and ALAC work comes before any community members to start in policy engagements.

(NA) Create a system of shadow mentor to those who wanted to get directly into policy work.  

(JC) I sort of alluded to proposed steps in ARIWG comments box.

(JC) I think there are several aspects to be considered.

1/ Membership application – we need to do better in asking why orgs and people join a RALO – would this then become a criteria in assessing applications?

2/ Identification of experts and willing & able contributors from within ALSes and individual membership – has the adopted method(s) been successful in each RALOs, why? why not?

3/ Establish clear, member-friendly mechanisms for continued engagement, mechanisms which everybody knows apply – who does what with whom? how is it done?

4/ Then, yes to looking for effective methodologies to coach and onboard new policy volunteers and leaders. All with the understanding that everybody has limited time and energy to devote to At-Large activities.

1. Consider further use of staff as proofreaders for non-native English speakers
2. Consider use of staff as translators for non-english participants in advice development
3. Consider further use of staff to present issues on webinars
4. (JC) Consider capacity of staff in being the librarian for At-Large's policy repository
5. (JC) Consider knowledge of staff in actual issues of policy considered by At-Large to enable them to be effective points of reference for queries, past positions, webinars etc
6. (JC) Consider capacity of staff in monitoring, distilling and applying commentary contributions by At-Large community members collected through various tools / channels, as well as usage of tools for facilitating such contributions
7. (JC) Performance review

8. (NA) A targeted policy development training program to at-large staff goes hand-in hand with at-large community development or capacity building program. Reasoning the peer learning and discussions enhances the learning.  

9. (NA) Review the job description of at-large staff to develop separate positions /roles with clear organizational structure.

10.(HM) The staff is to research the topic at hand and propose relevant material to the participants/members

(JC) ICANN Org for HR aspects, ALAC for actual implementation, with supervision also provided under CPWG leadership (or any other WG dealing with ALAC policy)

(HM) with supervision provided by the implementation working group of the ALAC

1. (HM) ALAC internal review about the role of the staff in policy making in the past
2. (JC) Identify what policy support activities ALAC / At-Large needs first
3. (JCHM) Consider capacity having one of staff in being the librarian for At-Large's policy repositorythe staff dedicated to policy issues
4. (JC) Consider knowledge of staff in actual issues of policy considered by At-Large to enable them to be effective points of reference for queries, past positions, webinars etc
5. (JC) Consider capacity of staff in monitoring, distilling and applying commentary contributions by At-Large community members collected through various tools / channels, as well as usage of tools for facilitating such contributions
6. (JC) Performance review
7. Consider further use of staff as proofreaders for non-native English speakers
8. Consider use of staff as translators for non-english participants in advice development
9. Consider further use of staff to present issues on webinars
10. (HM) ALAC internal review about the role of the staff in policy making in the past
12. Consider further use of staff to present issues on webinars
13. JC) Consider capacity of staff in being the librarian for At-Large's policy repository
14. (JC) Consider capacity of staff in monitoring, distilling and applying commentary contributions by At-Large community members collected through various tools / channels, as well as usage of tools for facilitating such contributions
15. (JC) Performance review(HM) have one of the staff dedicated to policy issues

1. (JC) Performance review

This leadership model has been developed by the incoming Chair to offer a visual representation of the new At-Large Leadership Team (ALT), as part of her preparation for future Leadership of At-Large. The ALT now includes Regional Leaders, to encourage more interaction between the ALAC and the leaders of our regional member organisations. The objective is also to ensure that decisions and other important messages from the ICANN Board (through our At-Large Board representative) and from other constituencies of ICANN (through the ALAC Liaisons) are relayed more directly to Regional Leaders and will more easily filter to the At-Large Community through RALO meetings and outreach and engagement opportunities. This issue also relates to Issue #2 which also included a comment regarding a perception of unchanging leadership which seems a little out of context in its current position.

(NA) Fitting ALT into the following At-Large structure, as it is still not the case per the document below https://www.icann.org/sites/default/files/assets/alses-beginners-guide-02jun14-en.pdf

(NA) Re-considering the ALT leadership team to be different than the ALAC members. Reasoning: to bring more leaders into ALT, ALAC, At-Large, RALO structure and reduce the work load and volunteer burnout of the current ALAC members.

Introduction of the organigram to all the members to get buy in to the organisational model and the purposes behind making the information more transparent. This is proposed to take place during the Development Session of the ALAC , Regional Leaders and Liaisons which will be held at the conclusion of ICANN63 in Barcelona. This session will also give implementation issue teams a chance to discuss their plans for the items they have been assigned, with each other and to get feedback Other organisational teams (CPWG and O&E leads will be able to share some goals and objectives for their working teams during 2019, especially as we lead up to ATLASIII.

Many of the issues raised have already been addressed in some way by the Incoming Chair. The following steps have been covered:

1. An Organigram has been developed to show a new At-Large Leadership model that is more inclusive and collaborative, as well as being more transparent and accountable. 

2. The Organigram demonstrates how leadership roles are dispersed among ALAC and Regional Leaders, as well as to key leads who take responsibility for the core tasks of At-Large - namely, Development of Policy Advice; Outreach and Engagement; and Organisational Matters 

3. Regional Leaders  have been incorporated into what is now the At-Large Leadership Team to enable them to share in ALAC discussions about key issues, and then to share any key messages with their regional members.

4. At-Large Leadership team meetings will be open to the ALAC and the public unless there are specific, usually personnel, issues to be discussed (as per any ALAC meeting). These matters will be discussed in camera.

5. A specific page on the At-Large Website will display the organigram which will be regularly updated with regards to current Working Groups and appointees to various roles that are allocated by the vote of the ALAC.

6. Roles and responsibilities of the different levels of leadership within At-Large will be more clearly defined on a page set aside for this purpose on the website, and available to all.

7. Staff will be assigned to the steps #5 and #6 as per Implementation Task #1 which is related to At-Large Wikis and the Website, and the work of At-Large.. 

(HM)8. ALT is to start making delegations to ALAC members

Any changes to personnel involvement will be recorded on the wiki spaces within one month of the change taking place

To the extent allowed by ICANN’s mission and available funding, members of At-Large and the At-Large organizations will continue to, and potentially increase, our involvement with other I* organizations as a method for increasing the visibility of At-Large, exploring areas for mutual collaboration and for attracting additional At-Large volunteers.

At-Large will continue to work closely with GSE Staff to contribute to regional outreach plans and to encourage participation in a cross-community, cross-organizational fashion.

(MH) Collaboration and coordination with Issue Teams #12, #13,and #15 which are also to do with Outreach, will be required

(MH) before we go further with our current O&E and capacity building programmes, have we really assessed the effectiveness of our current approaches to ensure that our programmes are actually achieving the proposed objectives and impacting the target groups that we want them to reach?

(AC) Agree with Maureen’s comment on metrics. A detailed rubric should be in place.

(AC) What is the objective of the Capacity Building Program?

What metrics are we using to ensure this.. therefore this item has to be linked to the Metrics item #16 as well

(NA) Coordination with I* organizations and also with ICANN cross community to conduct outreach and engagement activities, to put a clear objectives and a measurable deliverables to be set in advance.

(NA) There is also a need to do outreach and engagement within ICANN SOs/ACs, because not all of their members understand At-Large work.

• Additional travel support over what is currently available
• More promotionnal material of better quality
  

• Number of attendees of each capacity building webinar (live and recorded versions)
• Number of I* events attended by At-Large leaders and members per year
• Number of joint outreach activities held with other ICANN stakeholder groups
  

The ALAC Technology Taskforce regularly reviews various communications tools with the aim of improving At-Large participation. The At-Large Community is very diverse and the selection of any new tools must accommodate this diversity. We will also need to continue to investigate how we can overcome the lack of affordable communications for many of our participants and future participants.

(MH) This item also highlights how we can use what communication channels are available to disseminate important messages out to the wider public as well as the At-Large Community.

Some collaboration with the social media items (#8 & #9) but also with the task teams working on areas #5, #12. #13 and #15 would be appropriate, to enhance the work that is being done in O&E

As well as some metrics to assess the effectiveness of any communication channels that we implement. For example is there any way we can check how often Capacity building webinars are being accessed after their real-time presentation? Also if transcripts or recordings are being accessed by participants who cannot attend the meetings in real-time. Are their current formats relevant to what our target audiences need in order to be informed?

(Satish) Some RALOs bring out their periodic newsletters, which are useful in providing information (including policy updates and progress of initiatives) to their community. I'd like to suggest an At-Large-wide newsletter that can periodically update the At-Large community as a whole, besides also informing other AC/SOs on the activities of ALAC.

(AC) A trimester newsletter (depending on resources) could be used as an O&E tool, as well as inform the At-Large community.

(NA) At-Large various communications tools are evolving and improving, but it is not about the different tools as much as how to activate a bottom-up community driven updates.  Giving the voice of the at-large community and interacting with them that what makes the platforms/tool a success.  

As noted previously, subject to available funding, we do look for opportunities to explain At-Large and attract new participants at non-ICANN events. When opportunities have arisen where funds are available to bring a targeted group to an ICANN meeting with a good potential for future involvement, we have done so.

(MH) Collaboration and coordination with Issue Teams #5, #12,and #13 which are also to do with Outreach, will be required

(MH) before we go further with our current O&E and capacity building programmes, have we really assessed the effectiveness of our current approaches to ensure that our programmes are actually achieving the proposed objectives and impacting the target groups that we want them to reach? What metrics are we using to ensure this.. therefore this item has to be linked to the Metrics item #16 as wellusing to ensure this.. therefore this item has to be linked to the Metrics item #16 as well

(MH - in bylaws: The ALAC, which plays an important role in ICANN's accountability mechanisms, also coordinates some of ICANN's outreach to individual Internet users.

(NA) with reference to “When opportunities have arisen where funds are available to bring a targeted group to an ICANN meeting with a good potential for future involvement, we have done so.” was there a measurement of the success rates of these program? How many of those benefited from these programs continued to be engaged in ICANN SO/ACs?

(NA) A rubric is needed to make sure those invited would be worth the investment.

1. Clarify annual budget support for outreach and engagement activities for ALAC to coordinate outreach to individual internet users
2. Clarify ICANN's monitoring and evaluation procedures relating to O&E activities, as they may pertain to potential for future funding
3. Present an annual schedule of At-Large O&E activities (with metrics) for the ALAC annual report (including funding source for each activity).