A. SWOT on ALAC/At-Large strategic planning
This SWOT analysis relates to Rec. 5: ALAC should develop strategic/operational plans as part of ICANN’s planning process.
A.S - STRENGTHS
A.W - WEAKNESSES
A.O - OPPORTUNITIES
A.T - THREATS
B. SWOT on ALAC/At-Large operational planning
B.S - STRENGTHS
B.W - WEAKNESSES
B.O - OPPORTUNITIES
B.T - THREATS
C. SWOT on ALAC/At-Large budgetary planning
C.S - STRENGTHS C.S.1 - Membership diversity can bring talent C.S.2 - In-house knowledge of budgetary requirements within At-Large C.S.3 - Improved consultation among the RALOs and their representatives on ALAC C.S.4 - Cost-effective actions C.S.5 - Experience sharing among RALOs C.S.6 - A bottom-up budget structure for At-Large
C.W - WEAKNESSES C.W.1 - Lack of established feedback loop from ICANN C.W.2 - Communication problems ICANN finance C.W.3 - No possibility of ROI figure - "investing in At Large is like investing in R&D" C.W.4 - ICANN currently only source of funds for At Large C.W.5 - Lack of clear funding schedule/calendar with regards to face to face general assemblies introduces uncertainty C.W.6 - We need to improve our interaction with the staff during the budget planning process.
C.O - OPPORTUNITIES C.O.1 - ALAC/At-Large could provide information regarding At-Large budgetary needs in a more timely manner and in the required format
C.T - THREATS C.T.1 - Limiting ALAC's budget could: 1. Directly and severely affect outreach capability 2. Allow for fewer or no face-to-face meetings (including but not limited to GAs, ICANN meetings, Summits, RALO meetings, other "inreach" efforts, etc.) a. Possible consequences could include ALSes' abandoning At-Large, reducing At-Large's usefulness and legitimacy