ALAC Improvements Taskforce Proposal Tables

WT A proposes that the ALAC…

Recs addressed

Tasks addressed

Status

Submit to the Board the following revision to ICANN Bylaws XI.2.4.a, drafted in collaboration with Legal: 
The At-Large Advisory Committee (ALAC) is the primary organizational home within ICANN for individual Internet users. The role of the ALAC shall be to consider and provide advice on the activities of ICANN, insofar as they relate to the interests of the individual Internet users.  This includes policies created through ICANN’s Supporting Organizations, as well as the many other issues for which community input and advice is appropriate. The ALAC, which plays an important role in ICANN’s accountability mechanisms, also coordinates some of ICANN's outreach to individual Internet users.

1,10, 11

1.1, 1.1.1, 1.1.2, 1.1.3, 1.2, 1.2.1, 1.2.2, 1.3, 1.3.1, 1.3.2, 1.3.3, 10.1, 11.1, 11.1.1, 11.1.2, 11.1.3

Completed

Submit to the Board the following revisions to ICANN Bylaws XI.2.4.j, drafted in collaboration with Legal:
The ALAC is also responsible, working in conjunction with the RALOs, for coordinating the following activities:...
Participating in the ICANN policy development processes and providing input and advice that accurately reflects the views of individual Internet users;…

1, 11

1.1, 1.1.1, 1.1.2, 1.1.3, 1.2, 1.2.1, 1.2.2, 1.3, 1.3.1, 1.3.2, 1.3.3, 11.1, 11.1.1, 11.1.2, 11.1.3

Completed

Form a Working Group (WG) to conduct a complete review of the ALAC’s Rules of Procedure.

This review should include consideration of the role, selection process and term length of the ALAC Chair and Vice Chairs.  (Any change of the term length of the ALAC Chair, as suggest by recommendation task 1.4, would require a change to the ALAC’s Rules of Proceure.)

1

1.4

Must begin

Tasks not addressed in Rec 1

Reason

None

WT B proposes that the ALAC…

Recs addressed

Tasks addressed

Status

Establish a Working Group (WG) to ensure that the At-Large information already available is organized properly and easily accessible by end users.

3

3.1

In progress

Introduce to the ALSes selected information-dissemination, communication and collaboration tools (such as Posterous, Twitter Twibes, mobile-device compatibility) and provide training.

3, 7

3.1, 3.1.1, 3.1.2, 7.1, 7.2, 7.3, 7.5

In progress

Promote further use of the At-Large Calendar to the ALSes.

3

3.1, 3.1.1, 3.1.2

In progress

Create and distribute a brief orientation/instruction package about the information-dissemination, communication and collaboration tools introduced to the ALSes.  (TheALS Starter Kit already includes some of this information.)

3

3.1, 3.1.3

In progress

Tasks not addressed in Rec 3

Reason

None

WT B proposes that the ALAC…

Recs addressed

Tasks addressed

Status

Establish the ICANN Academy, an annual training program for new At-Large ALS members, modeled after aspects of the ICANN Fellowship and Diplo Foundation.

The intent is to begin this program during the ICANN Meeting in Toronto in October 2012.  

4

4.1, 4.1.1, 4.1.2, 4.1.3, 4.1.4, 4.6

In progress

Establish an engagement program for existing At-Large ALS members, to be conducted year-round and modeled after certain aspects of the Diplo Foundation (specifically, this is the At-Large Capacity Building Program to begin in Dakar in Oct 2011).

The intent is for this program to start (be funded for) FY2012.

4

4.2, 4.2.1, 4.2.2, 4.2.3, 4.6

In progress

Make available to each ALS a Confluence page for two-way communication with ICANN (for example, see AFRALO ALS Confluence pages).

4

4.2, 4.2.1, 4.2.2, 4.2.3, 4.6

Completed

Make available to each ALS the use of an Adobe Connect Room for meetings, etc. (for example, see AFRALO ALS Adobe Connect Room).

4

4.2, 4.2.1, 4.2.2, 4.2.3, 4.6

Completed

Request that selected At-Large members be funded to attend non-ICANN meetings (e.g., the IGF, the Consumer Electronics Show (CES), etc.).

The ALAC made this request for FY11, but it was not approved. 

This request is supported by the fact that At-Large should constitute an essential part of ICANN's global outreach process.

4

4.3, 4.3.1, 4.3.1.1, 4.3.2, 4.6

In progress

Request that the ALAC be invited and funded to participate in all outreach programs launched by ICANN (including the New gTLD Program outreach road show). 

In accepting such invitations, the ALAC should be given the option to send At-Large members as representatives who are located within the region of the specific outreach event.

This request is supported by the fact that At-Large should constitute an essential part of ICANN's global outreach process.

4

4.3, 4.3.1, 4.3.1.1, 4.3.2, 4.6

Must begin

Invite potential At-Large members from countries currently without any ALS to a series of outreach teleconferences aimed at reaching the goal of having at least one ALS in every country.

4

4.3, 4.3.1, 4.3.1.1, 4.3.2, 4.6

Must begin

Recommend that each RALO start an individual member program.

This proposal is scheduled for further discussion in the Regional Leadership Meeting in Dakar.

4

4.3, 4.3.1, 4.3.1.1, 4.3.2, 4.4, 4.6

In progress

Continue collaborating with ICANN Communications on Beginner’s Guides devoted to topics relevant to At-Large.

The goal should be to produce one Guide for each ICANN Public Meeting. 

This Beginner’s Guide series was initiated by At-Large.  In close collaboration with ICANN Communications, At-Large has already co-produced a Beginner’s Guide to Domain Names and Beginner’s Guide to Internet Protocol (IP) Addresses.  Two more are currently in the pipeline.

4

4.3, 4.3.3, 4.6

In progress

Recommend to the RALOs that they formalize their outreach/“inreach” role in whatever way each finds appropriate (e.g., by including in their Rules of Procedure).

4

4.3, 4.3.4, 4.6

In progress

Increase significantly the ALAC’s creation of “inreach” materials aimed at leadership engagement and development throughout At-Large (including brochures, radio programs, podcasts, webinars, and online videos).

For examples of work in progress, see At-Large and RALO Brochures. 

4

4.5, 4.5.1, 4.6

In progress

Create job descriptions for ALAC members, liaisons and other At-Large leaders that include qualification requirements, responsibilities and objective criteria for performance evaluation.

For work in progress, see Resolution on Position Description for ALAC Members and ALAC Liaisons.

4

4.5, 4.5.1, 4.6

In progress

Create and implement a transparent sanctions process for nonperformance of ALAC, RALO and ALS members. 

The relevant metrics and sanctions should be consistent across all RALOs.  The sanctions should be progressive, including the withholding of travel support and ending with the replacement of the member. 

4

4.5, 4.5.2, 4.5.3, 4.5.5, 4.6

In progress

Create, in collaboration with ICANN’s Nominating Committee (NomCom), a process for the midterm replacement both of NomCom appointments to the ALAC and of ALAC appointments to the NomCom. 

4

4.5, 4.5.4, 4.5.4.1, 4.5.5, 4.6

Must begin

Tasks not addressed in Rec 4

Reason

None

WT C proposes that the ALAC…

Recs addressed

Tasks addressed

Status

Ratify the strategic planning process reflected in the flowchart titled “Figure C-1:  Proposed At-Large Strategic Planning Process” (see Appendix 2), by which the ALAC could contribute to ICANN’s strategic planning.

This flowchart depicts the strategic planning process used by the ALAC and At-Large for planning FY2012.  If ratified by the ALAC, it would formally replace the ALAC/At-Large’s previous process, depicted in “Figure C-2:  Previous At-Large Strategic Planning Process” (see Appendix 2).

5

5.1, 5.1.1,
5.1.1.1, 5.1.2, 5.1.3

Must begin

Ratify the operational and financial planning process reflected in the flowchart titled “Figure C-3:  Proposed At-Large Operational and Financial Planning Process” (see Appendix 2), by which the ALAC could contribute to ICANN’s operational and financial planning.

This flowchart depicts the operational and financial planning process used by the ALAC and At-Large for planning FY2012.  If ratified by the ALAC, it would formally replace the ALAC/At-Large’s previous process, depicted in “Figure C-4:  Previous At-Large Operational and Financial Planning Process” (see Appendix 2).

5

5.2, 5.2.1, 5.2.1.1, 5.2.2, 5.2.3

Must begin

Review and amend the ALAC’s strategic planning process yearly, in line with annual amendments to ICANN’s overall strategic planning process.

5

5.1, 5.1.1

In progress

Conduct periodic “SWOT” (strengths, weaknesses, opportunities and threats) analyses of the At-Large strategic planning process, in conjunction with the RALOs (as WT C did), and compare the results of these analyses to identify areas that have improved or deteriorated. 

In the first SWOT analysis conducted by WT C, the main barriers to strategic planning were identified as a lack of a high level strategy for At-Large, lack of mechanisms to identify skills shortages, lack of skill transfer, lack of inclusion metrics (geographic, societal, gender) and lack of funding.

5

5.1, 5.1.1, 5.1.1.1

In progress

Articulate ALAC’s and At-Large’s vision and mission. 

WT C suggests the following wording:  “The mission of the ALAC is to facilitate the voice of the individual end users of the Internet within the policy development and other activities of ICANN.”

5

5.1, 5.1.2, 5.1.3, 5.2.3

In progress

Use appropriate metrics to ensure that the ALSes are diverse, effective and well-informed.

These measures could gauge, for example, the production of Beginner’s Guides and podcasts.

5

5.1, 5.1.2, 5.1.3, 5.2.3

In progress

Initiate, develop and maintain an institutional knowledge management and retention system for At-Large.

5

5.1, 5.1.2, 5.1.3, 5.2.3

In progress

Encourage the five RALOs to coordinate their outreach and “inreach” policies in order to facilitate the search for new skill sets needed within At-Large.

5

5.1, 5.1.2, 5.1.3, 5.2.3

In progress

Continue actively pursuing At-Large growth, for the overall benefit of ICANN.  

The goal is to have at least one ALS in every country.  (At-Large has continued to increase its number of ALSes; as of 27 September 2011, there were 136.)

5

5.1, 5.1.2, 5.1.3, 5.2.3

In progress

In attempting to get the ALAC’s outreach projects funded, emphasize their role not only as a strategic resource benefiting the ALAC and RALOs but also as part of a wider ICANN legitimacy process.

5

5.1, 5.1.2, 5.1.3, 5.2.3

In progress

Acknowledge and encourage a continuation of the better collaboration between the ALAC and ICANN’s Finance staff seen in preparing the FY2012 Budget. 

This proposal is in addition to the fact that most At-Large operational planning is done by ICANN staff.

5

5.2, 5.2.1

Completed

Conduct periodic “SWOT” (strengths, weaknesses, opportunities and threats) analyses of the At-Large operational and financial planning process, in conjunction with the RALOs (as WT C did), and compare the results of these analyses to identify areas that have improved or deteriorated. 

In the first SWOT analysis conducted by WT C, the main barriers to operational and financial planning were identified as the ALAC’s being slow to react; translation processes being slow, and translations not being available for all documents; ALAC members’ potential conflicts of interest; a lack of travel funding, putting At-Large in a second-class tier; and not enough informational materials for the ALSes.

5

5.2, 5.2.1, 5.2.1.1

In progress

Formalize the process by which the ALAC collects operational demands from the RALOs and includes them in its operational plans. 

5

5.2, 5.2.2

In progress

Clearly estimate and document the time required for the ALAC’s operational processes (e.g., responding to a call for Public Comments) and use these estimates to formalize its operational processes.

5

5.2, 5.2.2

In progress

Continue requesting face-to-face funded general assemblies (GAs) for each RALO every three years and an At-Large Summit.

5

5.2, 5.2.2

In progress

Continue to monitor its level of needed staff support and ICANN’s commitment to and progress in filling open staff positions. 

As of September 2011, all allotted At-Large staff positions had been filled.

5

5.3

In progress

Continue to encourage ICANN to prioritize and increase funding for outreach activities.    
                                                                                                             

5

5.1, 5.2, 5.2.1

In progress

Continue to assist the RALOs in completing their annual ICANN requests for funding, as needed, in terms of writing, packaging and advocacy.

5, 6

5.2, 6.1

In progress

Tasks not addressed in Rec 5

Reason

5.3.1  ALAC and staff should develop an annual support agreement

This task is no longer relevant due to the following changes within ICANN in recent years (i.e., since submission of the ALAC Review Final Report):
   -  An increase in staff resources dedicated to At-Large (as of September 2011, all allotted At-Large staff positions had been filled);
   -  Closer collaboration between At-Large and both the At-Large staff and other ICANN staff;
   -  The ALAC’s (and other communities’) more effective and proactive inclusion in ICANN’s strategic, operational and budgetary planning processes (exemplified by the development of ICANN’s 2009-2010 Operational Plan and 2011-2013 Strategic Plan); and
   -  An increased acceptance across ICANN’s communities and staff of the purpose of the ALAC within ICANN’s multi-stakeholder model.

WT C proposes that the ALAC…

Recs addressed

Tasks addressed

Status

Encourage the same high level of input into ICANN’s annual financial planning from the ALSes and RALOs as was demonstrated in the planning for FY2012.      
                                                                                                                  

6

6.1

In progress

Continue to encourage ICANN to increase its level of detailed disclosure regarding the process of financing the ALAC and At-Large. 

The ALAC acknowledges that this level significantly improved for FY2012.

6

6.1

In progress

Continue to monitor the accommodations given to At-Large representatives at ICANN Meetings to ensure they are equal to those of other funded communities.