Page History
...
For other times: https://tinyurl.com/y95tlt9t
Info |
---|
PROPOSED AGENDA
BACKGROUND DOCUMENTS |
Info | ||
---|---|---|
| ||
Tip | ||
---|---|---|
| ||
Guest: Sarah Berg Dial outs: Ching Chiao, Kavouss Arasteh Apologies:
Apologies: Sébastien Bachollet, Ching Chiao, |
Note |
---|
Notes/ Action Items Work plan and approach for dealing with charter questions - 12 April 2018 (002).doc Notes & Action Items – new gTLD Auction Proceeds CCWG meeting on 12 April 2018 These high-level notes are designed to help the CCWG navigate through the content of the call and are not meant as a substitute for the transcript and/or recording. The MP3, transcript, and chat are provided separately and are posted on the wiki at: https://community.icann.org/x/DLHDAw.
Roll Call
Welcome - SOI/DOI update
Exchange with external experts – Sarah Berg, Ponsonby Partners
Questions: How to leave enough structure to disburse funds, but then let ICANN get back to its mission?
Disbursement will be confined by ICANN's mission and does not allow support many charitable projects - how to define scope environment in this context?
Should we more specific about the type of awards that can be provided?
Levels of control - what is your opinion with regards to which mechanism is best suited for appropriate levels of control?
There are costs involved in any mechanism that is chosen. Costs associated with normal grant cycle, there may be specific ICANN costs. As such, not possible to give a specific number. Budget is going to depend on objectives - if you decide what is concerned success and how to make leveraged impact, that will decide how you utilise the funds and how the oversight of those funds come into play.
Need to be clear about what we are going to accomplish and how we are going to measure success. Challenge is that allocation of funds is limited through operational mission as funds cannot be allocated to topics already addressed through operational mission. How are others able or supposed to address those gaps? Inherent conflict that needs to get resolved.
ICANN's mission is purely operational, if we identify a gap, it needs to be something that requires to be solved. It may be figuring what seed money can go into another aspect that is forming on the horizon that ICANN can invest in but necessarily needs to manage. PEW selects projects that can be done within 5 years from 40 different topics. Is not necessarily scope creep - something that can be done for a certain period of time, if it doesn't succeed or meet criteria of success, you no longer fund it.
Expenses relating to impact - expenses you incur such as administrative expenses (staff costs), type of grants made, travel (related to projects funded - evaluation), reporting structures. Indirect costs - executive oversight, meetings / travels for those that make decisions. All these need to be built into the overall budget. Data exists on the size of foundations and the expense ratio (5-10%). Is there any itemized info available or only in the aggregate?
Are there any examples of other organizations that have a narrow mission but where the granting mission may have gone broader? In some instances where there would be an entire new entity, with a separate board.
Next steps / next meeting
Action item: All encouraged to start discussion on the mailing list concerning input provided by external experts (see https://community.icann.org/x/BSW8B[community.icann.org]) and any potential gaps that may need to be addressed.
|
Note |
Notes/ Action Items |