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This SWOT analysis relates to Rec. 6: At-Large should develop accurate cost models.
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
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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.
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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
ADD ALS CONTRIBUTIONS HERE | C.T -
THREATS
C.T.1 - Limiting ALAC's budget could:
1. Directly and severely affect outreach capability 2
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
ADD ALS CONTRIBUTIONS HERE |
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