DRAFT PROPOSAL TO ADDRESS CAPACITY BUILDING WITHIN ICANN - Prepared by Salanieta Tamanikaiwaimaro

CAPACITY BUILDING

It is impossible to define the nature of capacity building if one does not examine ICANN’s core function where it coordinates the following:-

• Allocation and assignment of the three sets of unique identifiers for the internet, which are;
• Domain names;
• Internet Protocol addresses and Autonomous System Numbers;
• Protocol port and parameter numbers;
• Operation and evolution of the DNS Root Name Server System;
• Coordinates Policy Development reasonably and appropriately related to these technical functions.

Why Should There be Capacity Building?

There is a clear demand for capacity development within ICANN and also to the global community to enable meaningful participation. Meaningful participation is to be able to understand the issues and engage in constructive and robust dialogue on issues. The Internet Universe by its very construct is complex and for the specific coordination aspects of ICANN it is inherently critical that the methodology of such a capacity development initiative is properly teased out to suit the growing needs of ICANN.

Mode of Capacity Building

Currently the Global Partnership Arm of ICANN have been attending various Network Operator Group Summits (NOGs) around the world. This coupled with Roadshows, including ICANN meetings which run trainings such as DNSSEC at the meeting venues have provided for on the ground trainings. However, one of the recommendation of the Working Group in this instance is to adopt the Face to Face and the E Learning. The Face to Face mechanism can harness existing F2F programmes run by ICANN already and improve upon them by creating greater cohesion. However web based learning should also be of equal priority if not top priority as far as methodology goes.

Utilisation of the Internet

The issue of Access

Recognising that one of ICANN’s Mission is to coordinate Policy Development reasonably and appropriately, it follows that even within ICANN’s fabric of operations, it has always ensured that regions of the world are covered, that no one is excluded, where everyone is given the opportunity to participate whether as Government, Private Sector or Civil Society.

To this end, to be effective and create systemic impact it is critical that the methodology for addressing the development needs in the “knowledge divide” is conquered using that very thing which brings us together, the Internet.

 Innovative police space requires innovative capacity development and this has to evolve from the finite traditional training mechanisms to the interactive dynamics that learning over the Internet brings.

Bridging the Knowledge Divide in our Regions

The geographical diversity within the At Large where we are separated by distance and time zones are challenges that we have to deal with as a community within At Large and as RALOs within At Large seek innovative ways to encourage participation within their membership and also solicit new membership, the need to develop ubiquitous means to accelerate capacity building attempts become a necessity. The challenge of bridging the knowledge divide within our RALOs as it is the RALOs combined that make up the At Large community.

Methodology

It is critical that our methodology and aligns itself to the vision of ICANN and also to encourage wider access.

Step 1 Identify and Assess Existing Trainings Done within ICANN and potential partners and work with ICANN At Large Staff to coordinate information from other Departments and identification of possible delivery systems. Identify how many ALS’s exist within At Large

Step 2 Map existing partners, potential partners and human resources within ICANN At Large Community in developing solutions and Identification of Training Areas through an Online Survey

Step 3 Engage discussions on the creation of solutions that can assist in bridging the knowledge divide and build capacity to enable people to actively participate in global policy processes through regional involvement prior

Step 4 Develop solutions and assess budgetary requirements for the various solutions for presentation before the ALAC Finance and Budget Sub- Committee

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Step 1 Identify and Assess Existing Trainings Done within ICANN and potential partners and work with ICANN At Large Staff to coordinate information from other Departments and identification of possible delivery systems

Existing Trainings Done within ICANN and potential partners

ICANN has been active in bringing training and some examples include the following:-

• ICANN has since its inception run trainings during ICANN meetings such as DNSSEC etc’;
• ICANN’s Global Partnership has been very involved in organising trainings and awareness in various regions around the world[1\|file:///C:/Users/User/Documents/ICANN/DRAFT%20PROPOSAL%20TO%20ADDRESS%20CAPACITY%20BUILDING%20WITHIN%20ICANN.doc#_ftn1] ;
• ICANN – has a strong Fellowships Programme that was an initiative birthed out of Global Partnership arm;
• ICANN Global Partnership has played a huge role in creating awareness, trainings in the various Network Operator Groups (NOGs);
• Regional Internet Registries (RIR)  such as AFRINIC, APNIC, RIPE NCC, LACRINIC, and ARIN have conducted IPv6 Trainings, Labs etc and ICANN Global Partnership supports these Trainings by sending resource persons etc;
• International Telecommunications Union – usually broader ICT topics but the training is limited to its members;
• Internet Society (ISOC) – they give Fellowships and recently partnered with Diplo Foundation to offer capacity building- there are members of the ICANN community who are active within the ISOC space;
• Diplo Foundation – Online trainings on Internet Governance with tutors and assessments;
• Summer Schools on Internet Governance – European, Latin American; etc
• Neotelis;

Possible Delivery Systems

Possible Delivery systems in terms of bridging the knowledge divide include face to face training and the use of web based platforms. We should list all the trainings that have been offered by ICANN through face to face methods so that we do not duplicate and can synergistically share experiences, resources and ride on existing platforms.

Open the ICANN Academy beyond At Large and to all other communities within ICANN such as GAC, ccNSO, GNSO etc. This will enable parties to draw from a broad range of expertise and facilities. It is sustainable to utilise both the face to face training approach with web based trainings.

Face to Face Training

Given that the ICANN coordinates training in various parts of the world through the Global Partnership Arm, it is reasonable to suggest that this is coordinated with them. This existing mechanism is already a decentralised approach as Global Partnership is strategically placed and positioned in regions around the world. Various RALOs can hold these trainings when they have their regionageneral assemblies or summits etc or work alongside regional Internet Governance Forums.

Trainings have been done around the regions in the world and it makes sense to partner with them and extend collaboration in this area. This is sustainable and RALOs can be made aware of where these trainings are taking place and encourage regional participation whenever there is training near them.

The ICANN Academy initiative is also an excellent initiative.

Web Based Platform

It may be worthwhile to explore existing web based platforms and how they are utilised to enable a suitable means within which members within the respective RALOs can build capacity in line with ICANN’s mission and objectives. This involves harnessing the internet and utilising web based platforms to empower communities. The advantage of this is that you can have multiple trainings across jurisdictions without leaving the comfort of one’s home and yet accessing trainings in a flexible manner.

This can involve identifying web based platforms:-

• UNCTAD uses web based platforms to deliver e commerce training;
• ITU uses web based platforms to deliver e training on ICT issues;
• Diplo Foundation uses web based platforms to deliver training on internet governance etc in multiple languages;
• Educational institutions around the world use Moodle;
• The application of Shareable Content Object Reference Model (SCORM);

Content is developed along with course modules and specialists on various subjects selected to assist with the development of the curriculum. 

Current RALO Penetration Rate

Caveat

I had prepared these statistics based on my request for figures on the mailing list and LACRALO is the only one with the updated statistics from their dashboard. They need to be updated and were as recent as before Christmas but gives us a general idea of spread. Once the dashboard is updated, I want to do an indepth analysis of reach. I do not intend to claim to know the challenges that exist for the other RALOs and this is merely to discuss reach. The other point is that ICANN counts both countries and territories. For example in the Pacific, we have 22 countries and territories and 16 of these are independent nation states but if we go by way of ccTLDs issues, they include Territories. Using the Pacific for example this includes American Samoa etc.

APRALO Challenges

APRALO is working towards “Inreach” and “Outreach” within its regions. Whilst there are 73 countries within APRALO, only 16 countries and territories have accredited At Large Structures. This represents 21.92% penetration into the APRALO region.

There are challenges with getting Iranians, Pakistanis and Burmese visiting certain jurisdictions. There are also visa challenges for instance a Nepali Passport Holder has trouble getting into Macau (澳門) from Hong Kong or China. For countries in the Pacific that fall within the Asia Pacific region, the cost of transportation is exorbitant.

We see the ICANN Academy as something that existing members of APRALO from as far as Lebanon, Iran, Pakistan, India, China, Japan, Korea, Cambodia, Nepal to Solomon Islands, Kiribati, Tuvalu etc  that people can go through training programmes to assimilate quickly into the ICANN ecosystem and effectively and meaningfully contribute to ICANN policy processes.

 AFRALO Challenges

Of the 54 countries and territories within the AFRALO region only 15 countries and territories have accredited At Large Structures. This represents 27.78% penetration rate into the AFRALO region.

LACRALO Challenges

Of the 33 countries and territories, 15 countries and territories have accredited At Large Structures. This represents 45.45% penetration rate into the LACRALO region.

NARALO Challenges

Of the 51 countries and territories within the Americas only 3 countries and Territories have accredited At Large Structures. This represents 5.66% penetration rate into the NARALO region.

EURALO Challenges

Of the 76 countries and territories within the EURALO region only 14 countries have accredited At Large Structures. This represents 18.42% penetration rate into the EURALO region.