The 2nd At-Large Summit (ATLAS II) | |||||
Final Declaration | |||||
No. | Recommendation | Recipient | Thematic Group Source | Assignees | Notes |
1 | ICANN should continue to support outreach programmes that engage a broader audience, in order to reinforce participation from all stakeholders. | ICANN Board; ICANN Staff | TG1 |
| |
2 | ICANN should increase support (budget, staff) to programmes having brought valuable members to the community. | ICANN Board; ICANN Staff | TG1 |
|
|
3 | ICANN should continue to shape an accountability model reaching not only Board members but all parts of the ICANN community, in order to develop a more transparent and productive environment | ICANN Board; ICANN Staff; ICANN Community | TG1 |
|
|
5 | ICANN should examine how best to ensure that end-users remain at the heart of the accountability process in all aspects pertaining to the transition of stewardship of the IANA function. | ICANN Board; ICANN Staff; ICANN Community | TG1 |
|
|
6 | ICANN’s MSM should serve as the reference in encouraging all participants (individuals or parties) to declare and update existing or potential conflicts-of-interest, each time a vote takes place or consensus is sought. | ICANN Board; ICANN Staff; ICANN Community | TG1 |
|
|
7 | A periodic review of ICANN's MSM should be performed to ensure that the processes and the composition of ICANN’s constituent parts adequately address the relevant decision-making requirements in the Corporation | ICANN Board | TG1 |
|
|
9 | ICANN should open regional offices with a clear strategy, subject to a cost-benefit analysis, focusing on the areas where the access to the Internet is growing, and where such growth is more likely to occur. | ICANN Board; ICANN Staff | TG2 |
|
|
11 | ICANN must implement a range of services to facilitate access according to various criteria (gender; cultural diversity) and user needs (disabilities, etc…). | ICANN Board; ICANN Staff | TG2 |
| ICANN can meet it's strategic goals for inclusion and diversity through the implementation of services that embraces the various communities which have historically suffered from barriers of access. ICANN should use caption technology for all its calls, meetings and presentations. This tool not only makes all ICANN activities and programs accessible to Deaf, blind and low vision consumers, but also the English only calls to be translated into multiple languages courtesy of Google translate. Having the captions available in English also helps people in the ICANN community whose first language is not English as most people can read English even if they can not speak or understand it. |
13 | ICANN should review the overall balance of stakeholder representation to ensure that appropriate consideration is given to all views, proportionally to their scope and relevance. | ICANN Board | TG2 |
|
|
14 | ICANN should adjust its contractual framework to minimize conflict between its requirements and relevant national laws. | ICANN Board; ICANN Staff | TG2 |
| |
15 | ICANN should examine the possibility of modifying its legal structure befitting a truly global organization, and examine appropriate legal and organizational solutions. | ICANN Board | TG2 |
|
|
16 | ICANN needs to improve their direct communications regardless of time zones. | ICANN Board; ICANN GSE Staff | TG2 |
|
|
20 | Input the user perspective, wherever necessary, to advance accountability, transparency and policy development within ICANN. | ICANN Board | TG3 |
|
|
21 | Encourage public campaigns on using the Internet for education, information, creativity and empowerment. | ICANN Board; GSE Staff | TG3 |
|
|
23 | The roles and jurisdiction of the Ombudsman should be expanded. The ICANN website should provide a clear and simple way for the public to make complaints. | ICANN Board; ICANN Staff | TG4 |
|
|
25 | To enhance ICANN's community effort on building a culture of Transparency and Accountability, as called for in the recommendations of ATRT2, oversight of the Board's decisions now requires an effective mechanism of checks and balances, capable of providing true multi-stakeholder oversight and effective remedies. | ICANN Board; ICANN SO and Acs | TG4 |
|
|
26 | Current policy management processes within ICANN are insufficient. ICANN must implement a workable Policy Management Process System, available for use across the SO/ACs, in order to: • enhance Knowledge Management, • improve the effectiveness of all ICANN volunteer communities, • improve cross-community policy-specific activity, • enhance policy development metrics, • facilitate multilingual engagement, • create a taxonomy of policy categories, • provide policy development history as an aid for newcomers. | ICANN Policy Staff; ICANN Board | TG5 |
|
|
27 | The Board must implement ATRT2 Recommendation 9.1, regarding Formal Advice from Advisory Committees. | ICANN Board | TG5 | ||
35 | The ICANN Board should hold a minimum of one conference call with the At-Large Community in between ICANN Public Meetings. | ALAC; ICANN Board | TG5 |
|
|
40 | ICANN should offer a process similar to the Community Regional Outreach Pilot Program (CROPP), but applicable to short lead-time budget requests not related to travel. | ICANN Board; ICANN Staff | TG5 |
|
|
41 | The ALAC should work with the ICANN Board in seeking additional sources of funding for At-Large activities. | ALAC; ICANN Board | TG5 |
|
|
42 | ICANN should enable annual face-to-face RALO assemblies, either at ICANN regional offices or in concert with regional events. | ALAC; ICANN Board | TG5 |
|
|