ICANN|ARCHIVES

Internet Corporation for Assigned Names and Numbers

STRATEGIC PLANNING SESSION
FRIDAY 2 DECEMBER 2005
ICANN, VANCOUVER, B.C.


>>PATRICK SHARRY: WE'RE GOING TO START THE STRATEGIC PLANNING MEETING IN TWO
MINUTES' TIME.

IF YOU'RE HERE FOR THAT, YOU MIGHT LIKE TO COME A LITTLE CLOSER TO THE FRONT
SO WE CAN SEE WHETHER WE HAVE A QUORUM OR NOT.



>>PAUL TWOMEY: OKAY, CAN I ASK PEOPLE TO BE SEATED SO WE CAN GO THROUGH THIS
SESSION ON THE STRATEGIC PLAN.

AND AS I SAID BEFORE, THE STRATEGIC PLAN PROCESS HAS BEEN A VERY BOTTOM-UP
PROCESS OF DRAFTING FROM THE COMMUNITY, ALTHOUGH I MUST ADMIT, I'M LOOKING
AROUND AND ROOM AND I MUST WONDER WHETHER WE HAVE CONSULTATION FATIGUE
SETTLING IN.

WE'RE AT THE RISK HERE OF BOARD MEMBERS OUTNUMBERING MEMBERS OF THE
COMMUNITY.

BUT LET'S GET STARTED ON IT.

AND AS MANY PEOPLE KNOW, PAT SHARRY HAS BEEN HELPING US RUN THIS PROCESS UP
THROUGH ALL THE CONSTITUENCIES.

SO I'LL ALLOW PATRICK TO TAKE THINGS BACK AND TAKE US THROUGH THIS NEXT
SESSION.

BUT I WANT TO SAY HOW MUCH I APPRECIATE ALL THE EFFORT PEOPLE ARE MAKING AND
THE PROCESS THAT PEOPLE ARE FOLLOWING TO COME UP WITH THIS STRATEGIC PLAN,
AND I WANT TO REINFORCE THE COMMITTEE WE HAVE OF STARTING THE OPERATIONAL
PLANNING ASPECTS OF THIS COME JANUARY.

THANK YOU, PATRICK.

>>PATRICK SHARRY: GOOD EVENING, AND WELCOME.

WHAT I WOULD PROPOSE DOING, GIVEN THAT WE'RE HIGH IN QUALITY BUT REASONABLY
SMALL IN NUMBER IS MOVING THROUGH THESE SLIDES FAIRLY QUICKLY.

I'M HAPPY TO STOP AT ANY TIME, BUT GIVEN THE LATENESS OF THE HOUR AND THE
DEGREE OF CONSULTATION FATIGUE, WE MIGHT TRY AND MOVE IT THROUGH FAIRLY
QUICKLY.

THAT'S WHAT WE SAID WE WOULD DO.

AND WHILE YOU PROBABLY CAN'T READ EVERY DETAIL OF THAT NOW, WE ARE RUNNING A
LITTLE BIT BEHIND THAT SCHEDULE, BUT NOT HOPELESSLY SO.

AND THERE'S A GOOD REASON FOR THAT, WHICH I'LL EXPLAIN IN A MOMENT.

WE MET MOST OF THE EARLY TIME LINE MILESTONES.

IT LOOKS NOW AS IF WE WON'T HAVE THE PLAN APPROVED IN JANUARY, BUT, RATHER,
WE'LL HAVE IT APPROVED IN WELLINGTON.

AND LET ME GIVE YOU A LITTLE BIT MORE DETAIL.

AS WE PROMISED, WE DID CONSULTATION IN LUXEMBOURG IN ENGLISH, SPANISH, AND
FRENCH.

WE PUT QUESTIONS FOR COMMENT ON THE WEB SITE, ENGLISH, SPANISH, AND FRENCH.

WE GOT FEEDBACK FROM PEOPLE, AND WE CONSOLIDATED THAT INTO AN ISSUES PAPER
WHICH WE ISSUED IN ENGLISH, SPANISH, AND FRENCH.

THAT WAS SENT -- POSTED ON THE WEB SITE AND SENT TO THE CHAIRS FOR THEM TO
DISCUSS WITH MEMBERS OF THEIR COMMUNITY.

WE HELD A MEETING IN MARINA DEL REY THAT PRODUCED DRAFT KEY OBJECTIVES, IF
YOU LIKE.

THAT OBJECTIVES DOCUMENTS WAS POSTED ON THE WEB SITE.

THERE WAS AT THAT STAGE A REQUEST FROM SOME OF THE SOS AND ACS FOR AN
EXTENSION OF TIME.

AND SO WE'VE SLOWED THE PROCESS DOWN A LITTLE BIT TO ENABLE THAT TO HAPPEN.

SO THE SLOWING DOWN OF THE PROCESS IS VERY MUCH IN RESPONSE TO THE WISHES
SUPPRESSED BY THE COMMUNITY.

THE REVISED TARGET IS AN ADOPTION OF THE PLAN IN WELLINGTON.

AS PAUL SAID A MOMENT AGO, THE ONLY WAY THAT THIS WILL WORK IN THE CURRENT
PLANNING CYCLE IS IF AT THIS STAGE WE TRY TO PARALLEL PROCESS THE FINAL
STATION OF THE STRATEGIC PLAN AND THE STARTING OF THE OPERATING PLAN.

BUT THAT SEEMS TO BE A REASONABLY ACHIEVABLE THING.

WE HAD A MEETING OF CHAIRS OF THE SOS AND ACS EARLIER THIS WEEK THAT
GENERATED FURTHER DISCUSSION AND FURTHER INPUT.

WE'VE HAD CONSULTATION SESSIONS HERE IN FRENCH AND SPANISH, AND NOW IN
ENGLISH, TO LOOK AT VARIOUS DRAFTS OF THE DOCUMENTS.

WE'VE GOT TWO DOCUMENTS THAT WE CAN LOOK AT TODAY IF YOU PEOPLE HAVE THE
PATIENCE TO DO IT.

THE FIRST IS ABOUT STRATEGIC OBJECTIVES, AND THE SECOND ONE FOCUSES MORE ON
MEASURES.

SO LET'S GET TO THAT.

WHAT ARE WE LOOKING FOR TODAY?

WE'RE LOOKING FOR TWO THINGS TODAY.

ONE IS, ARE THE OBJECTIVES RIGHT?

AND THE SECOND THING, IF WE HAVE TIME, IS ARE THE MEASURES FOR THOSE THE
CORRECT ONES.

THE NEXT STEPS WILL BE TO TAKE THE INPUT FROM TODAY, THE INPUT THAT WE
RECEIVED IN SPANISH AND FRENCH EARLIER IN THE WEEK, INCORPORATE THAT INTO THE
DOCUMENT THAT YOU'RE LOOKING AT TODAY, GET THAT POSTED AND SENT OUT TO THE
COMMUNITY THROUGH SOS AND ACS, AS WELL AS ON THE WEB SITE.

AND WE'RE LOOKING FOR FEEDBACK ON THAT BY THE 31ST OF JANUARY.

THAT'S A LITTLE BIT LONGER THAN WE NIGHT NORMALLY ALLOW FOR THIS SORT OF
THING.

BUT THERE'S A NUMBER OF HOLIDAYS IN THE MIDDLE AND IN SOME PARTS OF THE WORLD
IT'S SUMMER AND EVERYONE WILL HAVE GONE TO THE BEACH.

SO WE NEED TO LEAVE A LITTLE BIT OF EXTRA TIME FOR THAT.

I THINK A JANUARY 31ST DEADLINE IN -- THE FEEDBACK I HAVE RECEIVED ON THAT IS
THAT'S QUITE AN ACHIEVABLE DEADLINE.

WE'LL THEN LOOK TO TURN THAT AROUND QUITE QUICKLY AND HAVE WHAT WE HOPE WILL
BE A FINAL DRAFT POSTED BY THE 13TH OF FEBRUARY.

SO THERE'S PLENTY OF TIME FOR THE COMMUNITY TO LOOK AT THE STRATEGIC PLAN
DOCUMENT BEFORE WE MOVE TO HAVE IT ADOPTED IN WELLINGTON.

AND, OBVIOUSLY, WE'LL TAKE COMMENTS ON THAT IN THAT TIME.

DOES THAT PROCESS MAKE SENSE?

WE'RE COMFORTABLE WITH THAT?

OKAY.

I DON'T WANT TO DWELL ON THIS SLIDE.

ALL THIS MATERIAL IS ON THE WEB SITE, OR AT LEAST IT'S IN THE PROCESS OF
BEING POSTED.

IF IT'S NOT THERE AT THE MOMENT, IT'LL BE THERE VERY, VERY SOON.

AND THAT'S A LIST.

IT'S NOT EXHAUSTIVE.

AND THE I TO X DOESN'T INDICATE ANY PRIORITY.

BUT IT'S JUST THE MAIN ELEMENTS THAT CAME OUT FROM THE COMMUNITY CONSULTATION
ABOUT THE OPPORTUNITIES AND CHALLENGES THAT ICANN WAS FACING.

I WON'T READ THROUGH THEM ALL NOW.

I'M HAPPY TO TAKE COMMENTS LATER ABOUT THEM.

BUT IN A SENSE, I DON'T WANT TO FOCUS ON THESE, BECAUSE THEY'RE NOT THE MEAT
OF THE DISCUSSION.

SO I'D LIKE TO MOVE QUITE QUICKLY TO THE STRATEGIC OBJECTIVES FOR THE NEXT
FIVE YEARS.

THERE'S FIVE OF THEM THERE, ORGANIZATIONAL EXCELLENCE IN OPERATIONS.

ORGANIZATIONAL EXCELLENCE IN POLICY DEVELOPMENT.

INCREASING INTERNATIONAL PARTICIPATION IN ICANN AND THE USE OF THE INTERNET
SYSTEM OF UNIQUE IDENTIFIERS.

INCREASING PARTICIPATION IN AND EFFICIENCY OF THE ICANN MULTISTAKEHOLDER
ENVIRONMENT.

AND WORKING TOWARDS A POST-MOU ICANN.

MARILYN.

LET ME GET YOU SOMETHING SO YOU CAN BE HEARD.



>>MARILYN CADE: WHEN WE DID THIS, I THINK WE KIND OF HAD IN THE BACK OF OUR
MIND THAT WE ARE REALLY TALKING ABOUT A POST-MOU, POST-WSIS ICANN.

I DON'T KNOW THAT WE NECESSARILY -- AND I SORT OF ASK RAIMUNDO AND -- YEAH,
OKAY -- OKAY.

>>PATRICK SHARRY: THAT'S FINE.

WE CAN MAKE THAT CHANGE.

THAT'S NOT A PROBLEM.

LET'S WORK THROUGH EACH OF THESE NOW.

AND I'D ASK PAUL, IF HE'S STILL IN THE AUDIENCE -- IS THERE A CEO IN THE
HOUSE?

THERE HE IS.

THE TIMING IS IMPECCABLE, AS ALWAYS.

PAUL, I'M WONDERING IF, WITH THE APPROPRIATE ENTRANCE THERE, IF YOU'D LIKE TO
SPEAK TO THE OPERATIONS ELEMENT.

>>PAUL TWOMEY: OH, OKAY.

SORRY.

I DID NOT --

>>PATRICK SHARRY: SORRY.

WE ON?

TRY THAT.

>>PAUL TWOMEY: ALL RIGHT.

HELLO, HELLO, HELLO.

GOOD.

SORRY, I FAILED TO UNDERSTAND MY PERFORMANCE TARGET.

THIS PAGE IS A SUMMATION OF WHAT WE RECEIVED FROM -- OR WHAT YOU HAVE
COLLATED, BECAUSE I HAVEN'T COLLATED THIS.

IT'S A COLLATION OF THINGS THAT WERE PUT FORWARD BY VARIOUS PARTS OF THE
CONSTITUENCY PROCESS, UPWARD PROCESS, FOR TRYING TO ENSURE -- MEASURING
OBJECTIVES FOR OPERATIONS.

THE FIRST, A, IS SOME SUMMATION OF THE VARIOUS OPERATIONAL FUNCTIONS INSIDE
ICANN.

SO THE IANA, VARIOUS TASKS RELATED WITH THE GTLD REGISTRIES, GTLD REGISTRARS,
CONSUMER TASKS, WHICH WE DO ACTUALLY GET A LOT OF CONSUMER-BASED COMPLAINTS,
HOW DO WE DEAL WITH THOSE.

AND SEPARATE TO THE IANA FUNCTION, WE OPERATE THE L-ROOT SERVER.

SO THERE'S L-ROOT SERVER OPERATIONS AS WELL.

THIS B IS PUTTING IN PLACE PROCEDURES FOR DEALING WITH POTENTIAL BUSINESS
FAILURE OF KEY OPERATIONAL ENTITIES.

THAT'S NOT JUST ICANN; IT'S ACTUALLY OTHER ENTITIES THAT ARE PART OF THE
NETWORK OF ENTITIES THAT ARE IN OUR ECOSYSTEM, IF YOU WOULD LIKE TO PUT IT
THAT WAY, AND WORKING THROUGH PROCEDURES FOR HOW WE WOULD DEAL WITH VARIOUS
FAILURES.

SOMEWHAT RELATED TO THAT IS DEVELOP AND IMPLEMENTING AN EMERGENCY RESPONSE
PLAN, PARTICULARLY DEALING WITH DIFFERENT EMERGENCY SITUATIONS, BOTH INTERNAL
AND EXTERNAL.

AGREEING -- AGREED PROCESSES WITH PARTNERS ENSURING FULL OPERATIONAL
REDUNDANCY, AND ALSO HAVING MESSAGING STRATEGIES.

SO, OBVIOUSLY, PART OF HANDLING WITH EMERGENCIES IS AS MUCH WHAT YOU SAY
QUICKLY AND WHO SAID IT AND MEDIA AND OTHER MESSAGES THAT ARE DELIVERED.

SO IT'S PART OF A PACKAGE OF WORKING THROUGH EMERGENCY RESPONSE PLANS.

AND THIS IS CLEARLY NOT JUST DONE BY OURSELVES; THIS IS DONE IN COLLABORATION
AND COOPERATION WITH OTHER KEY PLAYERS.

FURTHER IMPROVE THE BUDGET PROCESS AND ENSURE REGULAR LATER OF REVENUE FLOWS
CONSISTENT WITH MISSION AND OBJECTIVES.

WE'VE TALKED A LOT ABOUT THAT THIS AFTERNOON.

IMPROVE ACCESS TO TECHNICAL ADVICE AND RESOLUTION OF TECHNICAL ISSUES, WHICH
IS AN EMPHASIS UPON OUR INCREASING THE TECHNICAL CAPACITY THAT ICANN HAS
ACCESS TO AT THE STAFF LEVEL.

AND ALSO PUTTING IN PLACE A WORK FORCE PLANNING METHODOLOGY TO ATTRACT AND
RETAIN HIGH-QUALITY STAFF.

I THINK THAT ALSO INCLUDES, POTENTIALLY, SUCCESSION MANAGEMENT TYPE ISSUES AS
WELL.

THEN THERE ARE OTHER KEY ISSUES THAT THE COMMUNITY CONSULTATION RECOGNIZED AS
BEING KEY ISSUES THAT THEY WANTED TO SEE OVER THE NEXT THREE YEARS INTRODUCED
OR PURSUED.

INTERNATIONALIZED DOMAIN NAMES, ESPECIALLY AT THE TOP-LEVEL DOMAIN LEVEL.

SECURITY ISSUES.

AND DNSSEC DEPLOYMENT IS PUT UP THERE AS AN EXAMPLE.

BUT OTHER EXAMPLES INCLUDE ALSO PREVENTING HIJACKING OF NETWORK RESOURCES.

SO THERE'S A SORT OF EMPHASIS AROUND SECURITY.

NEW TLD PROCESS, WHICH WE'VE TALKED ABOUT.

WHOIS DEVELOPMENT.

AND ALSO LOOKING AT MITIGATING ABUSIVE BEHAVIOR.

NOW, SOME OF THESE THINGS, OF COURSE, WHEN THEY'RE SET AS OPERATIONAL, ARE
OPERATIONAL OF ICANN AS A WHOLE, NOT ICANN AS STAFF.

SO AN INTERACTION -- A LOT OF THIS STUFF HAS TO BE DONE IN COLLABORATION AND
WORKING THROUGH THE SUPPORTING ORGANIZATIONS POTENTIALLY ON SOME OF THE
ISSUES HERE.

SO SOME OF THIS CAN BLEED INTO PDP WORK, IT SEEMS TO ME.

AND SUSTAINABILITY, ANALYZING IMPLICATIONS OF INCREASED DEMAND ON ICANN
OPERATIONS AND POLICY PROCESSES AND DEVELOP WAYS OF IMPROVING SCALABILITY.

I ACTUALLY THINK THAT'S A VERY GOOD POINT THAT WAS PUT UP BY SEVERAL MEMBERS
OF THE COMMUNITY.

AND I THINK IT IS -- I THINK WE REALLY DO NEED TO LOOK AT ABOUT HOW DO WE
ENSURE SCALABILITY OF WHAT WE'RE FACING, NOT TO INCREASE MISSION, BUT SIMPLY
THE RECOGNITION THAT EVEN WITHIN MISSION, THERE'S INCREASED ASPECTS.

YOU HEARD SOME PEOPLE THIS AFTERNOON, FOR INSTANCE, CALLING FOR -- I THINK
SOMEBODY ACTUALLY SAID HUNDREDS OF NEW TOP-LEVEL DOMAINS.

YOU KNOW, IF SUCH A CIRCUMSTANCE WERE TO EMERGE, THERE'S CLEARLY A LOT OF
PLANNING ABOUT HOW YOU WOULD DO SCALABILITY AND WHAT ARE THE LIMITS OF
SCALABILITY.

BECAUSE I DON'T THINK IT'S A -- SUCH THINGS.

THIS IS THE ONLY PAGE, ISN'T IT?

SO THAT'S SOME OUTLINE.

AND I'M HAPPY TO RECEIVE MORE.

MARILYN'S GOT SOME COMMENTS.



>>MARILYN CADE: THANK YOU, PATRICK.

IT'S A COUPLE OF QUESTIONS, REALLY, I THINK.

IN TERMS OF JUST THINKING THAT OPERATIONAL PERFORMANCE IS NOT JUST ABOUT THE
TECHNICAL ASPECT OF OUR JOB, BUT ALSO OPERATIONAL PERFORMANCE IN THE -- GOSH,
WHAT DO I WANT TO SAY HERE?

SO PART OF OUR JOB IS OUTREACH, BROADENING PARTICIPATION, ET CETERA, ET
CETERA.

I WAS JUST KIND OF WONDERING, LIKE, WE HAVE THIS COMMENT THERE, F, "DEVELOP
AND IMPLEMENT A WORK FORCE PLANNING METHODOLOGY FOR ICANN STAFF TO ATTRACT
AND RETAIN HIGH-QUALITY STAFF."

NOW, THAT'S ACTUALLY A BROAD STATEMENT, TO ME, THAT WOULD CUT ACROSS ALL OF
ICANN'S FUNCTIONS, NOT JUST THE OPERATIONS FUNCTIONS; RIGHT?

IS -- SO --

>>PATRICK SHARRY: YES.

>>MARILYN CADE: SO THAT'S ONE POINT.

THE -- BUT I -- WHAT I DON'T SEE THERE AND WONDER IF WE SHOULDN'T ADDRESS IT
SOMEHOW, IS UNDER THE "KEY ISSUES TO BE ADDRESSED IN THIS PLAN," IS THE
ASPECT OF INCREASING AND BROADENING THE PARTICIPATION.

SO WE'VE ADDRESSED IT UNDER SUSTAINABILITY --

>>PATRICK SHARRY: HANG ON, MARILYN.

BECAUSE IT'S COMING UP IN A COUPLE SLIDE'S TIME.

YOU'RE JUST AHEAD OF US, AS ALWAYS.

>>MARILYN CADE: THAT WAS MY QUESTION.

OKAY.

>>PATRICK SHARRY: OKAY.

SORRY.



>>MARIA ZITKOVA: I DO HAVE JUST A LITTLE QUESTION.

BUT BEFORE I SAY THIS, I HAVE TO SAY THAT I'M PLEASED TO SEE THAT LOTS OF
THINGS THAT ARE THERE ARE VERY CONSISTENT WITH THE DISCUSSION THE REGISTRY
CONSTITUENCY HAD WITH THE ICANN BOARD.

THE LITTLE QUESTION IS ABOUT 1.1.A.IV, CONSUMER TASKS.

IT MAY BE JUST A QUESTION ABOUT THE TERMINOLOGY.

I DO UNDERSTAND THAT ICANN IS AND SHOULD DEDICATE SOME OPERATIONAL SORT OF
EFFORT TO SUPPORT THE USERS WHO HAVE CONCERNS.

BUT I'M NOT EXACTLY CLEAR ABOUT A CHOICE OF THE TERM "CONSUMER."

>>PAUL TWOMEY: LET ME FIRST BE VERY CLEAR.

WE ARE NOT GOING LOOKING FOR CONSUMERS.

SO I DON'T WANT TO GIVE ANY WRONG IMPRESSION.

THE REALITY IS THAT WE RECEIVE EVERY DAY, DEPENDING UPON HOW YOU WOULD DEFINE
IT, CERTAINLY IN THE LAST FOUR OR FIVE, SIX WEEKS, YOU WOULD MEASURE IT IN
HUNDREDS A DAY OF CONSUMERS OF REGISTRIES OR REGISTRARS OR PERSPECTIVE
REGISTRIES -- THAT'S THE REASON WHY I'VE ADDED THAT A LITTLE BIT --
COMMUNICATIONS.

AND WE RECEIVE -- I -- YOU KNOW, IT'S RANDOM ACROSS THE ORGANIZATION.

PEOPLE FIND MY E-MAIL ADDRESS, AND SO I GET COPIED ON ALL SORTS OF COMPLAINTS
ABOUT REGISTRAR A NOT ALLOWING TRANSFER TO REGISTRAR B AND THAT SORT OF
STUFF.

WHAT -- I MEAN, WE GET ALL SORTS OF QUESTIONS FROM PEOPLE ABOUT ALL SORTS OF
THINGS.

SO IT'S SIMPLY JUST ABOUT HAVING A GOOD PROCESS IN PLACE FOR HANDLING THOSE
SORTS OF THINGS SO WE CAN DIRECT THEM PROPERLY.

AT THE MOMENT, IT'S A BIT TOO MESSY AND AD HOC AND POORLY PROCESSED.

I THINK THAT'S WHAT PEOPLE ARE ASKING FOR.

>>MARIA ZITKOVA: JUST IF IT SAID USER TASKS OR END USER TASKS, IT WOULD HAVE
BEEN MORE UNDERSTANDABLE THAN "CONSUMER."

>>PAUL TWOMEY: POINT TAKEN. WRONG WORD USED.

>>BRUCE TONKIN: I JUST WANT TO COMMENT A LITTLE BIT ON WHAT MARILYN WAS
SAYING AS WELL.

MY INTERPRETATION OF THIS HEADING AND THE PURPOSE OF THIS SLIDE IS REALLY
IDENTIFYING TASKS THAT THE ICANN STAFF DO ACROSS THE WHOLE ORGANIZATION. SO
A SIMPLE WAY OF LOOKING AT IT IS YOU HAVE PEOPLE WHO ARE NOT ICANN STAFF,
LIKE MYSELF. I AM ON A POLICY COUNCIL. THERE ARE OTHER PEOPLE ON A SECURITY
COUNCIL, THERE ARE PEOPLE ON A GOVERNMENTAL ADVISORY COMMITTEE. THERE IS
AT-LARGE. SO THESE ARE ALL PEOPLE NOT ICANN STAFF BUT STILL PARTICIPATE IN
THE SUCCESS OF ICANN.

SO I WOULD EXPECT OTHER SLIDES IN THIS PRESENTATION TO BE DEALING WITH SOME
OF THOSE ASPECTS.

WHEN I LOOK AT OPERATIONS, IT'S NOT -- OPERATIONS DOESN'T MEAN TECHNICAL,
NECESSARILY. IT MEANS THE -- IT'S THE ACTIVITIES THAT THE ICANN STAFF DO.
AND IN SOME CASES THEY MIGHT BE SYSTEM ADMINISTRATORS. IN OTHER CASES THEY
MIGHT BE THE CEO. BUT GENERALLY IT'S TRYING TO IDENTIFY WHAT ARE THE -- WHAT
SHOULD THE STAFF OPERATIONS LOOK LIKE IN THREE YEARS' TIME. WHAT ARE THE
MEASURES THE STAFF SHOULD BE TRYING TO ACHIEVE. AND THEN WHAT'S THE PLAN TO
ACHIEVE THOSE.

SO I THINK PATRICK WILL LATER ON GIVE SOME EXAMPLES OF SOME MEASURES, BUT I
THINK THAT'S THE INTENT HERE. IT'S OPERATIONS IN THE GENERAL SENSE FOR
STAFF.

>>PATRICK SHARRY: THANKS, BRUCE.

YOU MIGHT JUST LIKE TO LEAVE THAT WITH BRUCE BECAUSE HE WILL NEED IT NEXT.

IF YOU WERE TO ASK ME WHAT WERE THE MOST PLEASING ASPECTS OF THIS PROCESS,
DEFINITELY NUMBER ONE ON THE LIST WOULD BE THE WAY THAT PARTICULARLY SOME OF
THE SOS AND ACS HAVE EMBRACED THE PROCESS, THE WAY WE HAVE GOT FEEDBACK FOR
THEM, AND THROUGH THAT, THE WAY THAT THERE'S BEEN REAL OWNERSHIP DEVELOPED OF
THE IDEAS THAT ARE UP THERE.

AND I THINK THAT THAT'S BEEN A FANTASTIC PART OF THE PROCESS.

AS A LIVING EXAMPLE OF THAT, I'D LIKE TO HAND TO BRUCE WHO IS GOING TO TALK
ABOUT SLIDE NUMBER TWO, WHICH IS THE POLICY EQUIVALENT OF SLIDE ONE.

NOT BECAUSE IT'S ALL HIS WORDS, BUT BECAUSE HE, LIKE OTHER MEMBERS OF THE
COMMUNITY, WAS INVOLVED IN CRAFTING THIS, AND HE'S HAPPY IN THAT SENSE TO
TALK ABOUT IT.

>>BRUCE TONKIN: YEAH. I THINK I'M CERTAINLY NOT LOOKING AT THIS JUST FROM
THE GNSO POINT OF VIEW. BUT I THINK GENERALLY, IT'S A RELATIVELY OBVIOUS
THING TO SAY THAT WE SHOULD EXCELLENCE IN POLICY DEVELOPMENT. IT'S A MUCH
HARDER THING TO WORK OUT WHAT DOES THAT MEAN AND HOW WOULD YOU MEASURE IT.

AND SOME OF THE DISCUSSIONS THAT WE HAD BETWEEN THE -- REALLY, YOU HAVE GONE
RIGHT BACK TO THE EVOLUTION AND REFORM PROCESS OF ICANN.

THERE WAS A LOT OF FOCUS ON TIME AS THE MEASURE. SO THE VIEW WAS THE POLICY
DEVELOPMENT PROCESS WAS TAKING TOO LONG AND SO WE NEED A SHORTER TIME. AND
TIME WAS ONLY ONE MEASURE.

AND I THINK WHAT'S HAPPENED IN RECENT YEARS IS WE HAVE REALIZED THAT TIME
MIGHT BE A MEASURE, BUT IT SHOULDN'T BE THE PRIMARY MEASURE.

AND THE DISCUSSIONS THAT WE HAD BETWEEN -- WE HAD A MEETING BETWEEN THE GNSO
COUNCIL AND THE ICANN BOARD ON MONDAY, AND ONE OF THE COMMENTS THERE WHEN WE
WERE LOOKING AT THIS IS IT'S NOT SO MUCH THE TIME, BUT WAS THE POLICY
EFFECTIVE. WHAT WAS THE QUALITY OF THE POLICY OUTCOME, AND HOW WOULD WE
MEASURE THAT.

SO I THINK OUR CHALLENGES HERE ARE NOT SO MUCH -- THIS IS THE EASY SLIDE. I
THINK THE HARD SLIDE IS TO ACTUALLY WORK OUT WELL, WHAT ARE THE MEASURES.
HOW DOWN WHETHER YOU HAVE GONE A GOOD JOB IN POLICY IN THREE YEARS' TIME, AND
START TO THINK ABOUT HOW YOU MIGHT DO THAT.

AND SOME OF THE THINGS THAT I HAVE BEEN PUSHING A BIT WITH PAUL AND OTHERS IS
THAT IF I JUST PICK A MICRO EXAMPLE AND PICK TRANSFERS, WHICH WAS A POLICY
TOPIC WITHIN THE GNSO, WHAT ISN'T REALLY CLEAR IS WHAT WAS THE QUALITY OR
WHAT WAS THE CURRENT STATUS OF TRANSFERS PRIOR TO THE POLICY, AND WHAT'S THE
CURRENT STATUS OF TRANSFERS AFTER THE POLICY WAS IMPLEMENTED.

AND WE HAVE BEEN PUTTING IN A PROCESS OF TRYING TO REVIEW OUR POLICIES, BUT
WE NOW RECOGNIZE THAT WE THOUGHT THAT WAS A GOOD OUTCOME, SO WHEN WE DID
DEVELOP THE POLICY, WE SAID HERE'S THE POLICY AND WE ARE GOING TO REVIEW IT
EVERY THREE, SIX, AND 12 MONTHS. AND OF COURSE AS SOON AS WE GOT TO THE
FIRST POLICY REVIEW, IT'S LIKE, HEY, WAIT A MINUTE, WHAT ARE WE ACTUALLY
TRYING TO MEASURE HERE. AND THEN WE REALIZED THERE'S ACTUALLY A COST OF
DOING THAT. AND AS PAUL HAS POINTED OUT, WE PROBABLY NEED TO IMPROVE THE
INFRASTRUCTURE OF THE ORGANIZATION THAT'S ABLE TO DO SOME OF THE REAL
ANALYSIS AND COLLECTING THE DATA TOGETHER BEFORE WE CAN JUMP IN AND DO
POLICY.

AND THE GNSO HAS REQUESTED TODAY AN ISSUES REPORT ON INTERNATIONALIZED DOMAIN
NAMES. WE CERTAINLY DON'T EXPECT THAT THAT'S GOING TO BE DONE SIMPLY BY
SOMEBODY TRYING TO COPY TOGETHER ALL THE MATERIAL THAT WAS IN THE IDN
WORKSHOP AND CUT AND PASTE IT INTO A SINGLE DOCUMENT. WE RECOGNIZE THAT IN
DOING THAT YOU PROBABLY NEED TO ENGAGE SOME REAL EXPERTISE TO CREATE THE
ISSUES REPORT BEFORE YOU EVEN START.

AND THEN IDENTIFY WHAT IS THE OUTCOME YOU ARE SEEKING WITH INTERNATIONALIZED
DOMAIN NAMES BEFORE YOU EVEN START TO TRY TO DEVELOP A POLICY TO DO THAT.

SO I THINK A LOT OF THIS IS ABOUT IDENTIFYING THE POLICY WORK THAT NEEDS TO
BE DONE. I THINK WE CAN PROBABLY PICK UP SOME OF THE STUFF THAT WAS IN THE
PREVIOUS SLIDE THAT WE NEED TO GET DONE IN THE NEXT THREE YEARS. NEW TLDS,
IDNS. SO THEY ARE ALL CLEAR MEASURES, IF YOU LIKE, IF THEY ARE SUCCESSFUL WE
WOULD HAVE POLICIES IN THOSE AREAS.

IMPROVING THE POLICY DEVELOPMENT PROCESS I THINK IS THINKING ABOUT HOW DO WE
GET BETTER PUBLIC PARTICIPATION, WHAT IS THE INFRASTRUCTURE WE NEED TO DO
THAT, WHAT IS THE MEASURE OF WHETHER WE ARE BEING INCLUSIVE OR NOT IN THAT
PROCESS.

LOOKING AT HOW WE IMPROVE OUR INTERACTION WITH OTHER PARTS OF ICANN, WITH THE
GAC, WITH THE CCNSO, WITH THE ADVISORY COMMITTEES.

SO THAT'S PROBABLY ABOUT ALL I CAN SAY ON THIS, BUT I THINK I'D REALLY
ENCOURAGE PEOPLE TO NOT SO MUCH INPUT ON THIS SLIDE BUT TELL US WHAT YOU
THINK SHOULD BE THE MEASURES, SO WHETHER WE ARE ACTUALLY SUCCESSFUL IN THIS
AREA.

AND WE WILL COME TO THE MEASURES PART IN A LITTLE WHILE.

ANY COMMENTS FOR BRUCE?

>>RAY PLZAK: THANKS, BRUCE. THIS CLEARLY IS POLICY DEVELOPMENT IN THE GNSO
AREA. AND IN FACT, YOU MENTIONED THAT THIS WOULD EFFECT RELATIONSHIPS, FOR
EXAMPLE, WITH THE CCNSO WOULD INDICATE TO ME THAT THAT IS HOW YOU FEEL ABOUT
THE WORDS IN THIS THING. SO I AM WONDERING IF MAYBE A LITTLE BIT OF CLARITY
IN TERMS OF THE NAME IS CONCERNED.

THERE IS IN PLACE, IN REGARDS TO NUMBER RESOURCES, A FULLY DEVELOPED POLICY
DEVELOPMENT PROCESS FOR GLOBAL ADDRESSING POLICY, AND IT'S CODIFIED IN THE
ASO MOU.

SO I'M JUST COMMENTING THAT MAYBE THERE SHOULD BE SOME CLARITY IN TERMS OF
THE NAME HERE.

>>BRUCE TONKIN: OKAY. I THINK THAT WOULD BE SOMETHING FOR FURTHER DISCUSSION
TO REALLY UNDERSTAND THAT A BIT MORE.

>>PATRICK SHARRY: I'D LIKE TO SAY --

>>BRUCE TONKIN: CAN I JUST ASK A QUESTION BACK TO RAY, THOUGH. HOW DO YOU
MEASURE WHETHER YOUR ASO POLICY IS GOOD OR BAD? IS THERE ANY SENSE OF
MEASURES IN THAT OR IS IT MORE PROCESS THAT AS LONG AS YOU FEEL THAT YOU ARE
DOING THE RIGHT PROCESS?

>>RAY PLZAK: WE ALL HAVE -- FACT, IF YOU HAVE EVER HEARD ONE OF OUR
DISCUSSIONS OF OUR POLICY PROCESS, WE HAVE A FIVE-STEP CYCLE, IF YOU WILL.
IT'S A CIRCLE. AND NUMBER FIVE IS EVALUATION.

AND WE HAVE TWO GENERAL MEANS OF EVALUATION. ONE, WE ENABLE STATISTICAL
GATHERING OF INFORMATION, AND SO JUST BY THE EFFECT OF DOING THE ALLOCATIONS,
WE MEASURE THE AMOUNT OF ALLOCATIONS, AND WE CAN TELL IF IT'S BEING USED OR
NOT. PLUS, ALSO, INTERNALLY IN THE VARIOUS IRS, WE KEEP TRACK OF WHICH
POLICIES PEOPLE USE TO GET ADDRESS SPACE.

THERE HAVE BEEN CHANGES MADE IN POLICIES IN ESPECIALLY THE MORE LONGER
ESTABLISHED REGISTRIES THAT HAVE RESULTED FROM COMMUNITY EXPERIENCE IN USING
THE POLICY. IN FACT, THERE WAS JUST A POLICY CHANGE IN THE ARIN REGION
REGARDING A PARTICULAR POLICY BASED UPON COMMUNITY USE OF THE POLICY.

AND SO WE DO HAVE FEEDBACK MECHANISMS THAT ARE IN PLACE AND, TO DATE, HAVE
BEEN RELATIVELY EFFECTIVE.

>>PATRICK SHARRY: RIGHT. THANKS FOR THAT, AND IF THERE'S ANYTHING WE CAN DO
TO FURTHER INTEGRATE THE ASO INTO THIS PLANNING PROCESS I WOULD BE ABSOLUTELY
DELIGHTED TO TALK TO YOU ABOUT THAT AT THE END OF THE MEETING. IT WOULD BE
FANTASTIC TO GET GREAT REPRESENTATION FROM ALL OF THE SOS AND AC'S SO IF WE
CAN DO ANYTHING, THAT WOULD BE GREAT.

RAIMUNDO.

>>RAIMUNDO BECA: I WOULD LIKE TO TOUCH TWO POINTS, ONE IS TO ELABORATE A
LITTLE MORE ON WHAT RAY WAS SAYING.

IN FACT, WE SEE THE CASE OF THE ADDRESSING COMMUNITY, BUT MAYBE IT'S ALSO
TRUE FOR THE OTHER ONES. WE CAN SEE THREE TYPES OF POLICIES. THERE ARE
POLICIES WHICH ARE GLOBAL, WHICH MEANS THAT THEY ARE -- THEY ARE BINDING FOR
ALL OF THE REGIONS.

THERE ARE POLICIES WHICH ARE REGIONAL, WHICH ARE BINDING FOR ONLY ONE REGION.
AND MOST POLICIES IN ADDRESSING, THEY ARE REGIONAL.

AND THERE IS THE INTERMEDIATE SPACE WHICH WE SOMETIMES CALL COMMON POLICY IN
WHICH THE POLICY IS THE SAME ONE IN EVERY REGION, BUT THE -- EACH REGION IS
FREE TO CHANGE IT WITHOUT CONSULTING WITH THE OTHER ONE, BECAUSE, FOR
EXAMPLE, ONE COULD SAY THAT THE MINIMUM ALLOCATION, IT'S ALMOST ALWAYS THE
SAME IN EVERY REGION, BUT EACH REGION MAY CHANGE IT FREE, MAY PUT IT HIGHER
OR LOWER AND IT HAS NOT TO CONSULT. AFTERWARDS THEY CAN CONSULT, BUT
SOMETIMES THEY HAVE TO REACT VERY RAPIDLY TO SOME EVENT, AND IT COULD BE TOO
LONG TO TRANSFORM THAT IN THE GLOBAL POLICY.

AND TO SOME EXTENT, I THINK THAT THE -- IF ONE LOOKS WHAT HAPPENS WITH THE
CCTLDS, PROBABLY WE'LL FIND THE SAME SITUATIONS. POLICIES WILL BE EVEN AT
THE NATIONAL LEVEL, AND THEY COULD ALSO BE POLICIES AT THE REGIONAL LEVEL,
AND THERE WILL BE GLOBAL POLICIES, AND THERE WILL BE SOME COMMON POLICIES
ESTABLISHED, THE SAME POLICY, BUT WITH SOME FLEXIBILITY.

THE SECOND POINT I WOULD LIKE TO TOUCH IS SOMETHING I HAVE BEEN SAYING THESE
DAYS, WHICH I TAKE THE EXAMPLE FROM THE COUNCIL OF EUROPE. MANY COUNTRIES,
MAINLY THE NEW COUNTRIES ARRIVING NOW TO THE EUROPEAN COMMISSION, THEY
STARTED TO MAKE AN EXAMPLE THAT THEY ARE GOOD STUDENTS, THAT THEY ARE DOING
THE TASK IN THE WAY IT SHOULD BE, TO SUBSCRIBE THE POLICIES OF THE COUNCIL OF
EUROPE WITHOUT BEING MEMBERS OF THE COUNCIL OF EUROPE.

AND I SAY I WILL SUBSCRIBE TO THE CONVENTION ON A VOLUNTARY BASIS.

AND IT SEEMS TO ME IN THE CASE OF THE CCTLDS, WHICH ARE NOT MEMBERS OF THE
CCNSO, IT SHOULD BE ESTABLISHED A SYSTEM BY WHERE THE -- FOR A GOOD POLICY,
THEY WILL SAY "I SUBSCRIBE ON A VOLUNTARY BASIS."

EVEN MORE, THEY COULD BE INVITED TO THE ELABORATION OF THE POLICY TO THE
EXTENT THAT IF THEY PARTICIPATE IN THE ELABORATION, THEY WILL BE MUCH, MUCH
MORE FREE OR MUCH MORE CONVINCED OF THE ADVANTAGE OF SUBSCRIBING TO THOSE
POLICIES.

>>PATRICK SHARRY: THANKS, RAIMUNDO.

>>CHUCK GOMES: THANK YOU. FAIRLY SIMPLE COMMENT. I AM LOOKING AT B-4, AND I
AM WONDERING WHY IT SAYS "IMPROVING THE POLICY DEVELOPMENT PROCESS TO REDUCE
THE BURDEN ON COMMUNITY AND STAFF." CERTAINLY REDUCING THE BURDEN ON
COMMUNITY AND STAFF IS A LEGITIMATE OBJECTIVE, BUT THERE ARE LOTS OF OTHER
OBJECTIVES.

AND I GUESS JUST A VERY SIMPLE SUGGESTION. I WOULDN'T RESTRICT IT TO THAT
PARTICULAR BENEFIT.

>>PATRICK SHARRY: AND, CHUCK, THAT CAME -- THAT WORDING IS VERY MUCH OUT OF
PEOPLE WHO WERE WORKING ON THE DOCUMENT AT THE TIME.

>>CHUCK GOMES: OKAY.

>>PATRICK SHARRY: WHEN WE COME TO LOOK AT MEASURES IN A LITTLE WHILE, IT DOES
OPEN UP A LITTLE BIT TO ADDRESS EXACTLY WHAT YOU HAVE SAID.

>>CHUCK GOMES: GOOD.

>>MARILYN CADE: BUT ACTUALLY, I AM JUST GOING TO COMMENT. I WOULD PREFER TO
PUT A PERIOD AFTER "PROCESS." I THINK THIS -- THAT THAT JUST DOESN'T GET IT
FOR ME OTHERWISE.

BUT I HAVE ONE OTHER KIND OF POINT HERE. IT'S A LITTLE BIT, MAYBE, -- I
DON'T KNOW THAT IT'S RESPONSIVE, RAY, TO EXACTLY WHAT YOU WERE RAISING, BUT I
THOUGHT WHAT WE WERE TRYING TO DO IS HAVE A VERY BROAD STATEMENT SO THAT WE
COULD HAVE BUY-IN TO THIS LEVEL OF STATEMENT BY ALL OF THE SUPPORTING
ORGANIZATIONS AND ACTUALLY ALSO THE ADVISORY COMMITTEES, BECAUSE THE ADVISORY
COMMITTEES ARE INCREASINGLY CENTRAL TO THE PROCESS. I DON'T MEAN -- SORRY.

INVOLVED IN THE PROCESS, NOT CENTRAL TO THE PROCESS.

IN A MULTISTAKEHOLDER ENVIRONMENT THAT WE CONTINUE TO TRY TO EVOLVE AND
INCREASE AT ICANN, THIS POLICY DEVELOPMENT STATEMENT SHOULD BE BROAD ENOUGH
THAT THE GAC COULD LOOK AT IT AND IDENTIFY THEMSELVES AND THE ALAC COULD LOOK
AT IT AND THE SESAC COULD LOOK AT IT AND IDENTIFY THEMSELVES.

IT SHOULD TO ME TO BE THAT HIGH LEVEL AND THE DETAIL COULD COME LATER. WOULD
THAT BE WHAT OTHERS THINK?

>>PATRICK SHARRY: NO COMMENT ON THAT, I THINK, MARILYN. BUT FROM MY PERSONAL
PERSPECTIVE, I THINK THAT WOULD BE A FANTASTIC THING, AND THE MORE WE CAN
MAKE THIS LANGUAGE FOR AN ALL OF ICANN PLAN, THE BETTER OFF WE WILL BE THE
FURTHER WE MOVE FORWARD.

OKAY. ANY OTHER COMMENTS ON THAT ONE?

>>MARILYN CADE: ARE WE IN AGREEMENT WE ARE GOING TO PUT A PERIOD AFTER THAT?

>>PATRICK SHARRY: YES. I WILL TAKE THAT OFF THE TRANSCRIPT. THAT'S FINE.

A MOMENT AGO MY APPEAL TO THE WINGS FOR CEO WAS ENORMOUSLY SUCCESSFUL. I
WILL APPEAL TO THE WINGS FOR CHRIS DISSPAIN NOW, BUT I FEAR I WON'T HAVE THE
SAME SUCCESS. CHRIS WAS GOING TO TALK TO THIS NEXT SLIDE. HE DID SAY HE HAD
A MEETING AND I THINK THE MEETING HAS BEATEN US.

OKAY. INCREASING INTERNATIONAL PARTICIPATION IN ICANN AND THE USE OF THE
INTERNET SYSTEM OF UNIQUE IDENTIFIERS.

AND THERE'S THREE POINTS THERE. THE FIRST IS TO IMPROVE THE ABILITY OF
STAKEHOLDERS TO PARTICIPATE IN ICANN PROCESSES, INCLUDING IN LANGUAGES OTHER
THAN ENGLISH.

SO THERE ARE POSSIBLY MANY ELEMENTS TO THAT. ONE OF THEM IS THE LANGUAGE
ELEMENT.

BUT THE OTHER IS PERHAPS WAYS OF USING TECHNOLOGY BETTER, SMARTER, TO ALLOW
MORE PEOPLE TO PARTICIPATE IN THE ICANN PROCESS.

SO IT'S INTENDED TO BE BROAD AND CERTAINLY MUCH BROADER THAN JUST LANGUAGE.
BUT IT DOES ACKNOWLEDGE THAT LANGUAGE IS A KEY ELEMENT OF THAT.

THE SECOND POINT IS -- ACTUALLY GOES FURTHER THAN POINT "A." POINT "B" THERE,
REDESIGN ICANN BUSINESS PRACTICES AND PROCESSES TO MEET THE NEEDS OF A GLOBAL
AUDIENCE.

IT'S ACTUALLY ONE OF MY QUITE STRONG TAKE-AWAYS FROM THE CONSULTATION
PROCESS, IS THAT A NUMBER OF THE PROCESSES THAT ICANN CONDUCTS ARE ACTUALLY
PREMISED ON OR RUN ON THE ASSUMPTION OF A NORTH AMERICAN OR EUROPEAN BUSINESS
MODEL, TO DO IT THE WAY THAT FINANCIAL MODELS ARE CONSTRUCTED, THE WAY
INSURANCES ARE REQUIRED AND SO FORTH. AND THAT MAKES IT VERY DIFFICULT FOR
PEOPLE WHO WORK IN SYSTEMS OTHER THAN THOSE TWO TO REALLY FULLY TAKE
ADVANTAGE OF WHAT MIGHT BE POSSIBLE.

AND SO "B" IS ATTEMPTING TO ADDRESS THAT.

AND "C," IN EACH REGION, WORK WITH CC MANAGERS, LOCAL INTERNET COMMUNITIES,
INCLUDING GOVERNMENTS, PRIVATE SECTOR, AND CIVIL SOCIETY, AND REGIONAL
ORGANIZATIONS TO DEVELOP AND MONITOR OUTREACH PROGRAMS FOR THEIR REGION TO
IMPROVE CAPABILITIES IN IP ADDRESSES, -- IP ADDRESSING, DOMAIN NAME, AND ROOT
MANAGEMENT SERVICES.

SO THE TENOR OF THAT IS VERY MUCH IN RESPONSE TO THE VIEWS OF THE COMMUNITY
THAT IT NEEDS TO BE WORKING WITH LOCAL PEOPLE IN THE REGION.

ALSO, THAT IT NEEDS TO BE QUITE SPECIFICALLY ABOUT THOSE TASKS THAT ARE
MENTIONED THERE. AND AS YOU WILL SEE WHEN WE MOVE TO THE MEASURES PAGE, WHAT
NEEDS TO BE DONE IN ONE REGION WILL BE DIFFERENT FROM WHAT NEEDS TO BE DONE
IN ANOTHER REGION, AND THE PLANNING NEEDS TO ACKNOWLEDGE THAT.

MARILYN, AND THEN I WILL COME TO YOU, RAY.

>>MARILYN CADE: SO I JUST WANT TO RESTATE SOMETHING THAT I HAVE IN MY MIND, I
WROTE DOWN IN MY LITTLE NOTEBOOK, AND I WANT TO RECONFIRM THIS.

WE ARE LOOKING AT THIS TODAY. WE ARE GOING TO FINALIZE -- WE ARE GOING TO
TAKE OTHER COMMENTS TODAY. YOU ARE GOING TO PUT IT OUT FOR FURTHER COMMENTS
--

>>PATRICK SHARRY: YES.

>>MARILYN CADE: SO WE WILL BE TAKING IT BACK TO THE GNSO COUNCIL, THE CC --
NOT ONLY THE CCNSO BUT OTHER CCS, THE ASO, ET CETERA.

>>PATRICK SHARRY: IT WILL BE ON THE WEB SITE, ET CETERA.

>>MARILYN CADE: YEAH. SO JUST LOOKING AT "B," FOR INSTANCE, I HAVE BECOME
SUCH A HORRIBLE WORDSMITHER THROUGH MY U.N. TRAINING. I UNDERSTAND THE
OBJECTIVE. I THINK THAT PROBABLY, WE'RE TALKING ABOUT THE STRATEGIC PLAN,
WHICH IS A THREE-YEAR OBJECTIVE, AND YET WE ALL KNOW THAT WE ARE GOING TO BE
TALKING ABOUT AN INCREASINGLY GLOBALIZED AUDIENCE; RIGHT?

SO, YOU KNOW, I'M KIND OF THINKING IT'S SOMETHING -- WE DON'T NEED TO DO IT
NOW, BUT IT'S LIKE ENSURE THE CONTINUED EVOLUTION OF ICANN'S BUSINESS
PRACTICES AND PROCESSES TO MEET THE NEEDS OF. AND THAT'S THE INTENT THAT
WE'RE TRYING TO GET ACROSS.

>>PATRICK SHARRY: THAT'S RIGHT. EVEN THOUGH THERE MAY BE A MAJOR
EVOLUTIONARY SHIFT IN THE EARLY STAGES OF THAT, YES. I'LL GO TO RAY AND COME
BACK TO YOU, CHUCK.

>>CHUCK GOMES:FINE.

>>RAY PLZAK: I GUESS AT SOME POINT WE WERE GOING TO INJECT A COMMENT IN
REGARDS TO REGIONALIZATION AND ICANN, AND THIS IS PROBABLY THE BEST PLACE AS
ANY.

WE FEEL THAT ICANN SHOULD BE MUCH MORE AGGRESSIVE IN THE REGIONALIZATION OF
ITS OPERATIONS.

TO DATE, ICANN'S EFFORTS IN REGIONALIZATION ARE PRIMARILY AIMED AT OUTREACH.
ICANN SUFFERS FROM SEVERAL THINGS. SPEAKING TO THE FACT THAT YOU ARE RUNNING
NORTH AMERICAN BUSINESS MODELS ALSO SPEAKS TO THE FACT THAT YOU DON'T HAVE A
REGIONAL OFFICE IN NORTH AMERICA.

YOU HAVE ONE IN THE OTHER FOUR REGIONS BUT YOU DON'T HAVE ONE IN NORTH
AMERICA. YOU HAVE THE ICANN HEADQUARTERS.

YOU HAVE A PROBLEM IN THAT YOU HAVE A STAFF THAT IS PRIMARILY U.S. CITIZENS,
BECAUSE OF PROBLEMS IN TERMS OF GETTING WORK PERMITS AND SO FORTH, AND YOU
CAN'T INTERNATIONALIZE YOUR STAFF. IF YOU TOOK A VERY LONG, HARD LOOK AT
REGIONALIZING OPERATIONS, YOU COULD ESTABLISH REGIONAL OPERATIONAL OFFICES
AND GET A MORE TRULY INTERNATIONAL STAFF, WHICH WOULD ALLOW YOU TO GET STAFF
PEOPLE THAT ARE COMPETENT IN OTHER LANGUAGES AND ARE FAMILIAR WITH OTHER
CULTURES, WHICH ALSO PROBABLY COULD ANSWER SOME CRITICISM IN TERMS OF THE
COMPOSITION OF THE HEADQUARTER STAFF ITSELF.

SO WE FEEL THAT ICANN SHOULD TAKE A VERY SUBSTANTIAL AND HARD LOOK AT THOSE
OPERATIONS THAT COULD BE REGIONALIZED.

THERE ARE CERTAIN THINGS, AND I WILL JUST THROW THESE OUT FOR POINTS, AND NOT
NECESSARILY AS PROPOSITIONS, BUT FOR EXAMPLE, SIMPLE CHANGES TO NAME SERVERS
IN THE CCTLDS AND STUFF LIKE THAT. THINGS THAT COULD BE ROUTINELY DEALT
WITH. WHY CAN'T THOSE THINGS BE DONE PROCEDURALLY AT A REGIONAL LEVEL?

I'M CERTAIN THAT IF SOMEONE SAT DOWN AND LOOKED AT ALL OF THE TASKS THAT ARE
PERFORMED IN MARINA DEL REY AND REALLY SAID HOW MANY OF THESE TASKS COULD
ACTUALLY BE REGIONALIZED AND DECENTRALIZED THAT YOU WOULD BASICALLY BUILD UP
THROUGH A REGIONAL OFFICE A MUCH STRONGER ICANN PRESENCE, AND WOULD HELP TO
FURTHER INTERNATIONALIZE ICANN.

>>PATRICK SHARRY: THANKS, RAY.

CHUCK AND THEN I WILL COME ACROSS, RAIMUNDO.

>>CHUCK GOMES: OKAY. ANOTHER, I THINK, FAIRLY SIMPLE SUGGESTION ON "B," I
WOULD ELIMINATE THE WORD "BUSINESS." BECAUSE I THINK WE ALSO WANT TO
INTERNATIONALIZE POLICY PROCESSES AND PRACTICES, ET CETERA.

>>PATRICK SHARRY: YES. I AGREE. WE MIGHT HAVE A CONVERSATION LATER. IT'S
IMPORTANT NOT TO LOSE THE BUSINESS ELEMENT OF THAT. SO WE MIGHT --

>>CHUCK GOMES: IN FACT YOU COULD SAY BUSINESS AND POLICY. I'M OKAY. YOU GET
MY POINT.

>>PATRICK SHARRY: ABSOLUTELY. THANKS, CHUCK.

RAIMUNDO.

>>RAIMUNDO BECA: I WOULD MAINLY SUPPORT WHAT RAY IS SAYING, BUT I CANNOT
SPEAK IN TERMS OF "WE."

ONLY OF MYSELF.

BECAUSE I DON'T REPRESENT THE BOARD IN HERE.

THIS IS MY PERSONAL OPINION OR MY PERSONAL READING OF POINT 38 OF THE AGENDA
OF TUNIS.

POINT 38 OF THE AGENDA OF TUNIS, IN MY OPINION, IS ONE OF THE MOST IMPORTANT
POINTS OF THE AGENDA, BECAUSE THIS IS A RECOGNITION THAT THE -- AND IF YOU
READ IT IN SPANISH OR FRENCH, IT'S EVEN STRONGER -- IS A RECOGNITION THAT THE
RIGHTS OF COUNTRIES, OF COUNTRIES, NOT OF GOVERNMENTS, THE RIGHTS OF
COUNTRIES IS EXERCISED AT A REGIONAL LEVEL.

AND THAT -- SO, IN MY OPINION, ICANN SHOULD GO BEFORE ATHENS AND SAY, "WELL,
I AM THE STAR OF REGIONALIZATION," AND NOT AFTER ATHENS.

I MEAN, AT ATHENS, THERE WILL BE SOME DECISIONS.

AND ICANN WILL BE REACTIVE TO THAT.

WE SHOULD GO BEFORE, NOT BEHIND.

AND THIS MEANS NOT ONLY THE ENFORCEMENT OF THE EXISTING REGIONAL
ORGANIZATION, WHICH IT'S MENTIONED THERE, BUT ALSO, AS CHUCK WAS SAYING, THE
-- NOT ONLY THE ADMINISTRATION OF RESOURCES, BUT ALSO THE POLICIES.

POLICIES, ADMINISTRATION OF RESOURCES.

SO IF WE ARE ABLE TO -- TO COME ONE STEP LOWER, AS IN ADDRESSES, AND HAVE
DEVELOPMENT OF POLICIES AT THE REGIONAL LEVEL, WE ARE NOT ONLY BEFORE ATHENS,
BUT WE ARE ALSO ACHIEVING THE GOAL OF THE NUMBER OF PARTICIPANTS AND THE
LANGUAGE OF PARTICIPANTS.

FOR EXAMPLE, IN LATIN AMERICA, WHERE ALMOST ALL PEOPLE SPEAK ALL SPANISH OR
PORTUGUESE, IT'S MUCH EASIER TO DEVELOP THE POLICIES IN THOSE LANGUAGES THAN
PEOPLE TO COME TO ICANN MEETINGS.

>>PATRICK SHARRY: GOOD.

THANKS, RAIMUNDO.

MARILYN, DID YOU HAVE ANOTHER QUESTION THERE?

>>MARILYN CADE: I DO.

I JUST WANTED TO ASK THE QUESTION, AND MAYBE RAIMUNDO WILL WANT TO RESPOND AS
WELL, BUT I WAS STARTING WITH RAY, I THINK.

IN TALKING ABOUT REGIONALIZATION, I WANTED TO ASK RAY IF HE WAS ENVISIONING
THERE BEING A -- YOU KNOW, BECAUSE I THINK WE HEARD FROM YUMI AND FROM OTHERS
-- I THINK THAT'S RIGHT -- IN THE PAST ABOUT THE IDEA OF LEVERAGING THE
PRESENCE OF THE APTLD OR LEVERAGING -- AND I THINK I'VE SPOKEN ABOUT THE IDEA
OF LEVERAGING THE EXISTING PRESENCE OF THE REGIONAL ENTITIES.

ARE THOSE OF YOU WHO ARE SPEAKING ABOUT REGIONALIZATION THINKING ABOUT
STANDALONE ICANN OFFICES OR THINKING ABOUT PARTNERING WITH EXISTING REGIONAL
ENTITIES OR IS THAT TOO DETAILED FOR THIS PART OF THE DISCUSSION?

>>RAY PLZAK: MARILYN, THE SIMPLE ANSWER IS, THAT DEPENDS.

I AM NOT ABOUT TO PROPOSE A SOLUTION THAT SAYS THAT YOU SHOULD SEEK TO HAVE
JOINT OPERATIONS WITH EXISTING REGIONAL ORGANIZATIONS.

BUT AT THE SAME POINT IN TIME, IF, DEPENDING UPON LOCATION, IT MAKES SENSE TO
EVEN SHARE A FACILITY OR SOMETHING FROM THAT PERSPECTIVE, IT WOULD MAKE
SENSE.

BUT I CERTAINLY SEE IT FROM A PERSPECTIVE OF ICANN THAT BEING VIEWED AS A
STANDALONE ICANN OPERATION IS MUCH MORE SIGNIFICANT, AND THAT -- IN THAT, YOU
KNOW, IF YOU ARE GOING TO GET SUPPORT FROM EXISTING REGIONAL ORGANIZATIONS,
FINE. BUT THE POINT IS IS THAT IT CAN'T BE PERCEIVED AS AN ICANN ADJUNCT TO
AN EXISTING REGIONAL ORGANIZATION.

IT'S GOT TO BE AN ICANN OPERATION.

YOU KNOW, IF THAT SAYS THAT YOU'RE IN ANOTHER BUILDING THAT'S FIVE MILES AWAY
OR SOMETHING, FINE.

BUT IF IT SAYS THAT YOU CAN TAKE ADVANTAGE OF, FOR EXAMPLE, SHARING A DATA
CENTER SO THAT YOU CAN BOTH PUT SERVERS IN THE SAME EQUIPMENT ROOM BECAUSE
THAT'S MORE EFFICIENT WAY OF DOING BUSINESS, THEN FINE.

BUT IT HAS TO BE A CLEARLY IDENTIFIABLE ICANN OPERATION.

>>PATRICK SHARRY: THANKS, RAY.

OKAY.

WE MOVE TO THE NEXT SLIDE.

SORRY, MARILYN?

>>MARILYN CADE: RAIMUNDO, DID YOU WANT TO RESPOND?

>>PATRICK SHARRY: OKAY.

INCREASING PARTICIPATION IN AND EFFICIENCY OF THE ICANN MULTISTAKEHOLDER
ENVIRONMENT.

SO IMPROVE AND DEEPEN PARTICIPATION IN THE ICANN PROCESS BY THOSE GROUPS
THERE, END USERS, GOVERNMENTS, THE BUSINESS COMMUNITY, TECHNICAL AND INDUSTRY
EXPERTS, DEVELOPERS OF NEW BUSINESS MODELS THAT USE THE INTERNET.

AND, OBVIOUSLY, WHEN WE COME TO THE MEASURES PART, THAT'S GOING TO BE
IMPORTANT.

B, DEVELOP AND IMPLEMENT A COMMUNICATIONS PLAN THAT CLEARLY EXPLAINS ICANN'S
MISSION AND COMMUNICATES ICANN'S ACTIVITIES AND ACHIEVEMENTS.

I THINK THAT'S ONE OF THE -- THE SECOND PART OF THAT IS ONE OF THE BIG
LEARNINGS OUT OF THE PAST FEW WEEKS.

C, IMPLEMENT A PROGRAM TO ENHANCE AND DEVELOP RELEVANT SKILLS AND KNOWLEDGE
IN EXISTING PARTICIPANTS AND IN THE NEXT GENERATION OF ICANN LEADERSHIP.

THE INTENTION THERE IS TO MAKE SURE THE PEOPLE WHO ARE INVOLVED IN THE
PROCESS HAVE THE SKILLS THEY NEED TO BE INVOLVED, AND ALSO TO ACKNOWLEDGE
THAT A NUMBER OF PEOPLE WHO HAVE BEEN INVOLVED UP TO THIS POINT HAVE BEEN
INVOLVED FOR A LONG TIME AND WILL PROBABLY CHOOSE NOT TO BE INVOLVED FOREVER,
AND WE NEED TO BE PREPARING FOR THAT EVENTUALITY.

D, WHICH IS RELATED TO THAT LAST POINT, DEVELOP A KNOWLEDGE MANAGEMENT
PROGRAM TO INSTITUTIONALIZE CORPORATE MEMORY AND COMMUNICATE CORE ICANN
VALUES.

E, STRENGTHEN RELATIONSHIPS WITH KEY PARTNERS AS NEEDED TO ASSIST ICANN IN
CARRYING OUT ITS MISSION.

F, IDENTIFY KEY FORUMS IN WHICH ICANN SHOULD INTERACT TO ASSIST IN DEALING
WITH ISSUES THAT ARE RELATED TO BUT NOT IN ICANN'S AMBIT.

AND G, DEVELOP MECHANISMS TO REPORT ON ICANN'S OPENNESS, TRANSPARENCY,
INCLUSIVENESS, AND ITS MULTILATERAL AND MULTISTAKEHOLDER ENVIRONMENT.

AGAIN, A LEARNING FROM THE LAST FEW WEEKS.

COMMENTS?

CHUCK?

>>CHUCK GOMES: IN A, AS SOON AS YOU START MAKING A LIST, YOU GET INTO
TROUBLE, OKAY?

WHETHER IT'S UNDERSTANDING WHETHER SOMEBODY'S INCLUDED OR NOT AND THEY'RE
LEFT OUT.

SO I THINK THERE'S A COUPLE OF WAYS OF APPROACHING THAT.

ONE OF THEM IS TO NOT GIVE A LIST.

BUT AT THE SAME TIME, I RECOGNIZE THERE MAY BE SOME VALUE OF LISTING SOME OF
THOSE BASED ON THINGS THAT HAVE BEEN HAPPENING IN THE COMMUNITY.

FOR EXAMPLE, END USERS.

WE KNOW IN THE AT-LARGE AND SO FORTH THERE'S AN ISSUE THAT WE KNOW THAT WITH
THE WSIS PROCESS AND SO FORTH, GOVERNMENTS ARE A KEY ISSUE.

SO YOU MIGHT -- YOU COULD PUT THE FIRST SENTENCE AND THEN JUST PUT AN "E.G."
WITH ANY THAT YOU THINK NEED TO AT LEAST BE MENTIONED AS AN EXAMPLE.

I'M NOT EVEN SURE ALL OF THOSE NEED TO BE LISTED.

PROBABLY THE FIRST TWO COME TO MY MIND AS PROBABLY TWO THAT WOULD PROBABLY
HAVE SOME VALUE TO BE LISTED AS EXAMPLES.

BUT THAT COULD BE, YOU KNOW, I'M COMFORTABLE WITH LETTING YOU FIGURE THAT
OUT.

YOU GET MY POINT, I THINK.

>>PATRICK SHARRY: AND IF I COULD JUST PRETEND TO BE BRUCE TONKIN FOR A
MINUTE, I KNOW WHAT BRUCE WOULD SAY HERE IS THAT ONE OF HIS DISSATISFACTIONS
WITH THE PREVIOUS PLAN WAS THAT THERE WASN'T A LOT IN IT THAT WAS MEASURABLE.

IN LISTING THESE HERE NOW ALLOWS US TO HAVE THE DIFFICULT CONVERSATION ABOUT
WHEN WE SAY INCREASING PARTICIPATION BY END USERS, WHAT DO WE MEAN?

HOW WILL WE MEASURE TO KNOW WHETHER WE'VE GOT THERE?

AND I THINK THERE'S ENORMOUS VALUE IN THAT.

>>CHUCK GOMES: WELL, I DON'T THINK -- FIRST OF ALL, IF YOU'RE ONLY GOING TO
MEASURE THE ONES LISTED, THEN YOU BETTER TRY AND BE MORE COMPLETE.

>>PATRICK SHARRY: THAT'S FINE.

AND I'D BE VERY HAPPY TO DO THAT.

>>CHUCK GOMES: SO I DON'T THINK -- AND THAT'S OKAY.

BUT WE CAN ALL PROBABLY GUESS THAT WE'RE GOING TO LEAVE SOMEBODY OUT.

I DON'T THINK NOT HAVING A COMPLETE LIST RESTRICTS YOU FROM BEING MORE
INCLUSIVE WHEN YOU GET TO MEASUREMENT.

BUT I'M OKAY EITHER WAY.

>>PATRICK SHARRY: YEAH.

>>CHUCK GOMES: JUST IT'S IMPORTANT THAT WE RECOGNIZE THAT.

>>PATRICK SHARRY: YEP.

MARILYN.

>>MARILYN CADE: BUT I'M JUST GOING TO COMMENT ON A LESSON LEARNED FROM THE
STATEMENT THAT LYNN ST. AMOUR MADE YESTERDAY IN THE WSIS WORKSHOP.

AND THAT IS THAT USING A LABEL THAT PEOPLE DON'T IDENTIFY WITH ACTUALLY
DOESN'T HELP US TO GET THEM TO FEEL INCLUDED.

AND SO, YOU KNOW, I WILL SAY, AS A MEMBER OF THE BUSINESS COMMUNITY, I
BROADLY MIGHT THINK THAT INCLUDES THE REGISTRIES AND REGISTRARS AND THIS IS
KIND OF THE SUPPLIER DOMAIN BOTH THE CCS AND THE RIRS AND THE GTLD REGISTRIES
AND REGISTRARS.

BUT I DON'T KNOW THAT THEY WOULD THINK IT DOES.

AND I DON'T KNOW IF THE AVERAGE MAN ON THE STREET -- THE AVERAGE --

>>PATRICK SHARRY: PERSON.

>>MARILYN CADE: -- ICANN-SAVVY PERSON ON THE STREET.

SO I'M KIND OF WITH CHUCK ON THE -- MAYBE WE COULD JUST DO E.G. AND LIST
THOSE.

BUT -- SO YOU'VE GOT SOME EXAMPLES, BUT INCLUDING BUT NOT LIMITED TO, OR
SOMETHING LIKE THAT.

BECAUSE I THINK OTHERWISE WE RUN -- THE SECOND POINT I WOULD MAKE ABOUT THAT
IS, I DON'T THINK WE SHOULD ASSUME WE ARE GOING TO REACH OUT AND TOUCH
EVERYBODY.

>>PATRICK SHARRY: YEAH.

AND, AGAIN, I THINK THAT'S WHY BEING PARTICULAR WHERE WE CAN BE, AND PUTTING
MEASURES ON THINGS ACTUALLY ASSISTS THAT, BECAUSE WE CAN SAY IT'S NOT THE
ENTIRE PLANET, IT'S THIS SORT OF NUMBER.

RAIMUNDO.

>>RAIMUNDO BECA: I WOULD LIKE TO MENTION THAT THE -- WHEN WE SPEAK OF ICANN
MULTISTAKEHOLDER ENVIRONMENT, THIS ENVIRONMENT, IT DOESN'T END IN THE
(INAUDIBLE) FRONTIER OF ICANN.

THE ENVIRONMENT IS ALSO OUTSIDE OF ICANN.

AND WHEN WE SPEAK OF THE IETF AGENDA, THERE ARE A LOT OF SUBJECTS IN --
ALMOST ALL OF THEM WHICH IS NOT ICANN THEMES. THEY'RE OUT OF THE SCOPE OF
ICANN.

BUT THEY'RE NOT NECESSARILY OUT OF THE SCOPE OF ICANN CONSTITUENCIES.

AND ICANN -- IT WOULD BE A VERY BIG MISTAKE IF ICANN TRIES TO WIDEN A LOT ITS
FRONTIERS.

IT'S BETTER THAT ICANN HELPS THE CONSTITUENCY TO -- THAT HAVE THE LEGITIMACY
IN THOSE SUBJECTS AND SAY, WELL, THE OVERHEAD, WE ARE GOING TO HELP THOSE
CONSTITUENCY TO PLAY THE DOUBLE ROLE, AND ROLE INSIDE ICANN AND OUTSIDE
ICANN.

AND THEY HAVE THE LEGITIMACY.

IN THE CASE OF SPAM, IT'S ABSOLUTELY EVIDENT THAT, FOR EXAMPLE, THE BUSINESS
CONSTITUENCY HAS A LEGITIMACY TO SPEAK ABOUT THAT OUTSIDE ICANN.

AND, FOR EXAMPLE, IF WE ACHIEVE TO BE -- TO HAVE A VERY, VERY GOOD
REPRESENTATIVE OF USERS, THEY WOULD HAVE A LEGITIMACY TO SPEAK UP OUTSIDE THE
FRONTIERS OF ICANN.

>>PATRICK SHARRY: THANKS, RAIMUNDO.

AND YOU'LL SEE WORDING ON THAT COMING UP ON THE NEXT SLIDE.

ANY OTHER COMMENTS ON THAT ONE?

OKAY.

WHOOPS.

THERE WE GO.

SORRY.

IT WAS ACTUALLY -- LET ME CORRECT WHAT I SAID TO RAIMUNDO BEFORE.

THAT'S EXACTLY THE SORT OF THING THAT WE MEAN THERE IN E.

IT'S NOT ON THE NEXT SLIDE.

IT'S THIS ONE.

IT'S THE SORT OF THING WE'RE PICKING UP THERE IN E.

IDENTIFYING KEY PARTNERS AND WORKING WITH THEM.

BECAUSE I THINK WHAT YOU'VE EXPRESSED IS RIGHT.

OKAY.

AND TO THE FIFTH OF THE STRATEGIC OBJECTIVES, WORKING TOWARDS A POST-MOU, AND
TAKING THE COMMENTS FROM BEFORE, POST-WSIS ICANN.

A, SATISFY THE REMAINING MOU OBJECTIVES.

B, ENGAGE THE COMMUNITY IN THE ANALYSIS OF ISSUES AND SCENARIOS FOR POST-MOU
AND POST-WSIS OVERSIGHT.

REVIEW THE ICANN STRUCTURE TO DETERMINE WHETHER IT IS APPROPRIATE FOR A
POST-MOU, POST-WSIS ICANN, AND MAKE CHANGES THAT ARE NECESSARY FOR STABLE,
STRONG, AND SECURE -- FOR A STABLE, STRONG, AND SECURE FUTURE WHILST
MAINTAINING THE FULL AND MEANINGFUL PARTICIPATION OF MULTIPLE STAKEHOLDERS,
INCLUDE GOVERNMENTS, PRIVATE SECTOR, CIVIL SOCIETY GROUPS, THE BROAD SET OF
INTERNET USERS, THE TECHNICAL COMMUNITY, AND BUSINESS USERS.

THREE POINTS, BUT THREE BIG ONES.

ANY COMMENTS?



>>ED HASBROUCK: THANK YOU, EDWARD HASBROUCK.

I'M VERY PLEASED TO SEE THE ISSUE OF OVERSIGHT FINALLY APPEAR HERE.

AND MY COMMENTS PARTICULARLY RELATE TO THIS SECTION, BUT THEY START BACK AT
THE MOST GENERAL LEVEL.

SO LET ME BEGIN AT THE TOP AND THEN SHOW HOW IT FLOWS THROUGH.

I THINK THAT THIS PLAN OMITS THE MOST IMPORTANT OF THE CHALLENGES FOR ICANN
THAT SHOULD BE STATED ON THE FIRST PAGE.

PERHAPS BECAUSE IT'S TOO OBVIOUS, PERHAPS BECAUSE IT'S TOO BROAD, OR PERHAPS
BECAUSE IT WASN'T APPARENT TO THOSE WRITING THE PLAN, BECAUSE IT'S AN ISSUE
MOST OF ALL TO THOSE WHO ARE LEAST LIKELY TO BE A PART OF THE PROCESS OR
HERE.

THE GREATEST CHALLENGE FOR ICANN, ESPECIALLY IN A POST-MOU WORLD, IS THE
PERCEIVED LACK OF LEGITIMACY AND CREDIBILITY FOR ICANN WITH THE PUBLIC AND
THE COMMUNITY.

AND I BELIEVE THAT THAT SHOULD BE EXPLICITLY ACKNOWLEDGED AS SUCH ON THE
FIRST SLIDE, "CHALLENGES FOR ICANN."

PERCEIVED LACK OF LEGITIMACY AND LACK OF CREDIBILITY FOR ICANN WITH THE
PUBLIC AND THE COMMUNITY.

>>PATRICK SHARRY: EDWARD, CAN I JUST --

>>ED HASBROUCK: I THINK THAT BREAKS DOWN TO THREE THINGS, OR THREE THERE ARE
WAY THAT IS THAT NEEDS TO BE ADDRESSED, A, TRANSPARENCY, B, OVERSIGHT, AND C,
ACCOUNTABILITY.

THAT SHOULD APPEAR ON THE SLIDE IN EXCELLENCE IN POLICY DEVELOPMENT.

I WOULD SUGGEST THE DEVELOPMENT OF A POINT C, IMPROVE THE TRANSPARENCY OF
ICANN OPERATIONS.

AND I THINK IT NEEDS TO APPEAR MORE EXPLICITLY HERE ON POINT 5.

I THINK THAT IT PARTICULARLY RELATES TO THE FACT THAT POINT A, SATISFY THE
REMAINING MOU OBJECTIVES, DOESN'T CLARIFY OR SPELL OUT WHAT ARE THE
UNFULFILLED MOU OBJECTIVES.

AND I BELIEVE THAT, ONCE AGAIN, THE THREE MOST IMPORTANT SUBPOINTS WHICH I
WOULD LIKE TO SEE EXPLICITLY STATED AS UNFULFILLED MOU OBJECTIVES ARE, ONE,
TRANSPARENCY; TWO, OVERSIGHT; AND, THREE, ACCOUNTABILITY.

IT'S NOT JUST AS STATED IN "B," THE ISSUE OF POST-MOU OVERSIGHT. THERE ISN'T
ANY OVERSIGHT NOW.

ICANN HAS A BYLAW. AND LET ME MOTIVATE THAT BY SAYING THAT OVERSIGHT,
TRANSPARENCY, AND THE ISSUE I STATED FIRST, PERCEIVED LEGITIMACY, BECOME OF
PARAMOUNT IMPORTANCE IN AMOST-MOU WORLD. IN A WORLD WHERE ICANN DOES NOT
DERIVE ITS LEGITIMACY FROM AN ORDER FROM THE U.S. DEPARTMENT OF COMMERCE.
IT HAS TO WIN CREDIBILITY OR PEOPLE WILL ROUTE AROUND IT, PUN INTENDED.

SO THIS IS CRUCIAL, AND ALTHOUGH THERE ARE COMMITMENTS IN THE BYLAWS AND THE
MOU TO TRANSPARENCY, AND OVERSIGHT, THEY HAVE NOT BEEN -- AND I THINK A LARGE
PORTION OF WHAT I HAVE HEARD HERE OVER THE LAST SEVERAL DAYS IS CRITICISMS
WHICH, ALTHOUGH THEY RELATE TO SPECIFIC POLICY MATTERS, FUNDAMENTALLY ARE
ABOUT TRANSPARENCY AND OVERSIGHT.

I THINK THERE IS A NEAR CONSENSUS IN THE COMMUNITY THAT ALTHOUGH ICANN HAS
SOME TRANSPARENCY PROVISIONS, ICANN COULD BE A GREAT DEAL MORE TRANSPARENT.
THAT A LARGE NUMBER OF THINGS GO ON, WHETHER THAT'S CLOSED BOARD
TELECONFERENCES OR DECISION-MAKING ON MAILING LISTS THAT ARE NOT OPEN TO THE
PUBLIC, WHERE IT WOULD BE TECHNICALLY FEASIBLE TO MAKE THOSE MORE
TRANSPARENT. AND I THINK ICANN NEEDS TO EXPLICITLY ACKNOWLEDGE AND INCLUDE
THAT IN THE STRATEGIC PLAN.

AS FOR OVERSIGHT, AGAIN, BEFORE WE CAN GET TO POST-MOU OVERSIGHT, WE NEED TO
GET TO OVERSIGHT UNDER THE MOU, WITHOUT THE OVERSIGHT OF THE U.S. GOVERNMENT
WHICH FEW OF US WOULD REGARD AS EVEN THE LESSER EVIL MUCH LESS AS GOOD,
ICANN'S ULTIMATE OVERSIGHT MECHANISM SUPPOSEDLY IS INDEPENDENT REVIEW. ICANN
REQUIRES THAT IT HAS IN PLACE BYLAWS AND POLICIES FOR INDEPENDENT REVIEW.

SO FAR AS CAN BE DETERMINED, ICANN DOES NOT HAVE THOSE.

THERE HAS NEVER BEEN AN INDEPENDENT REVIEW, EVEN THOUGH THERE HAVE BEEN
REQUESTS FOR SAME UNDER BOTH THE ORIGINAL AND THE REVISED INDEPENDENT REVIEW
PRACTICES.

SO BEFORE WE EVEN GET TO POINT "B," WE NEED TO SATISFY THE REMAINING MOU
OBJECTIVES WITH REGARD TO TRANSPARENCY, OVERSIGHT, AND ACCOUNTABILITY.

>>PATRICK SHARRY: THANKS, EDWARD.

RAY.

>>RAY PLZAK: I THINK THAT YOU ARE MAKING A STRATEGIC MISTAKE BY, IN THE SAME
BREATH, SAYING POST MOU AND POST WSIS. THOSE ARE NOT COINCIDENT EVENTS, AND
THEY SHOULDN'T BE TALKED ABOUT IN THE SAME BREATH.

THE CIRCUMSTANCES IN POST-WSIS IS NOT THE SAME AS THE CIRCUMSTANCES IN
POST-MOU, ALTHOUGH AT SOME POINT IN TIME YOU WOULD HOPE THEY WOULD CONVERGE.

I WILL GO BACK AND ECHO A LITTLE BIT OF WHAT RAIMUNDO SAID EARLIER WHEN WE
WERE TALKING ABOUT REGIONALIZATION. THAT GETTING OUT IN FRONT OF THE SOME OF
THE WSIS ISSUES BEFORE THE INTERNET GOVERNANCE FORUM CONVENES IS A VERY, VERY
SMART THING TO DO.

IF YOU WANT TO OWN THE ISSUE, YOU HAVE GOT TO SEIZE IT AND TAKE IT AND MAKE
IT YOURS.

AND YOU CAN'T WAIT FOR SOMEONE TO GIVE IT TO YOU.

AND SO IT'S IMPERATIVE TO LOOK AT THE POST-WSIS ENVIRONMENT, WHICH IS UPON
YOU NOW, AND BE DEALING WITH IT.

THE POST-MOU ENVIRONMENT IS SOMETHING ENTIRELY DIFFERENT, AND IF YOU SHAPE
THE POST-MOU ENVIRONMENT AND YOU SHAPE THE POST-WSIS ENVIRONMENT, YOU CAN GET
THEM TO CONVERGE WHERE YOU WANT THEM TO CONVERGE INSTEAD OF HAVING SOMEONE
TELL YOU HOW THEY SHOULD CONVERGE.



>>PATRICK SHARRY: THANKS, RAY.

SEBASTIEN.

>>SEBASTIEN BACHOLLET: YEAH, I WANT TO JUST TO SAY ABOUT THE POINT "C" THAT
IT'S A MIX OF WORDS COMING FROM WSIS SIDE AND COMING FROM ICANN SIDE ABOUT
THE STAKEHOLDERS. AND EITHER WE STOP AFTER THE STAKEHOLDERS OR WE THINK
ABOUT WHAT OTHER STAKEHOLDERS WE WANT TO BE INCLUDED WITHIN ICANN.

AND, FOR EXAMPLE, WHEN YOU SAY ABOUT PRIVATE SECTOR, I KNOW WHAT IT IS, BUT
HERE WHAT IT IS AND WITH ICANN WHAT IT IS, WE DON'T SEE THE PROVIDERS, FOR
EXAMPLE.

AND IN THIS SENTENCE WE SAID "BROAD SET OF INTERNET USERS, THE TECHNICAL
COMMUNITY, AND THE BUSINESS USERS." THAT MEANS THAT IF THE TECHNICAL
COMMUNITY ARE USERS -- IT'S NOT JUST A QUESTION OF WORDING. BUT I FEEL
BETTER IN ICANN WITH THE ORGANIZATION OF THE STAKEHOLDERS, THE COMMUNITIES AS
DIFFERENT PARTICIPANT, AS IN THE WSIS, AND I WOULD LIKE THAT TO BE REALLY
WELL WRITTEN IN THE PAPER PRODUCED BY ICANN.

>>PATRICK SHARRY: THANKS, SEBASTIEN.

OKAY. THAT'S THE FIVE OBJECTIVES. ARE THERE ANY GENERAL COMMENTS ABOUT WHAT
YOU HAVE SEEN IN THE FIVE AS OPPOSED TO COMMENTS ABOUT EACH OF THEM
INDIVIDUALLY?

>>EDWARD HASBROUCK: I THINK IT'S ESSENTIALLY SIMILAR TO WHAT I SAID EARLIER,
BUT IN TERMS OF GENERAL COMMENTS, I THINK THAT THIS IS A VERY UNAMBITIOUS
PLAN THAT TALKS FUNDAMENTALLY ABOUT VERY MINOR REFORMS AND DOES NOT GET TO
THE CORE OF ICANN'S PROBLEMS OR ITS STRATEGIC NEEDS.

>>PATRICK SHARRY: THANK YOU.

>>SEBASTIEN BACHOLLET: SORRY, I WAS NOT AT THE BEGINNING AND I HOPE I WILL
NOT SAY SOMETHING THAT SOMEBODY ALREADY SAID. BUT MAYBE ONE QUESTION WE HAVE
TO ASK, ESPECIALLY FOR THE POST-WSIS, IS THAT ANY OTHER TOPICS THAT ICANN IS
NOT HANDLING TODAY MUST THAT BE HANDLED BY ICANN.

>>PATRICK SHARRY: DOES ANYBODY HAVE ANY SPECIFIC COMMENTS ON THAT PART?

CHUCK.

>>CHUCK GOMES: A QUESTION FOR YOU, SEBASTIEN. ARE YOU SUGGESTING THAT
ICANN'S MISSION BE EXPANDED FROM WHAT IT IS TODAY TO INCORPORATE THOSE AREAS
THAT ARE NOT IN ITS MISSION? IS THAT WHAT YOU ARE SUGGESTING?

>>SEBASTIEN BACHOLLET: I DON'T KNOW IF IT --

>>CHUCK GOMES: HERE.

>>SEBASTIEN BACHOLLET: I DON'T KNOW IF MY ENGLISH IS SUFFICIENTLY GOOD, BUT
IT'S NOT THOSE, BUT MAYBE SOME OR MAYBE ONE OR MAYBE TWO. I DON'T KNOW. BUT
NOT THOSE.

>>CHUCK GOMES: AN EXAMPLE?

>>SEBASTIEN BACHOLLET: I HAVE ONE, BUT IT WILL BE THEN MY ONLY IDEA. IT'S
ABOUT YOUR COMPANY, AND I --

>>CHUCK GOMES: THAT'S OKAY. GO AHEAD.

>>SEBASTIEN BACHOLLET: OBJECT NAMING. F.I.D., ADDRESSING OR NAMING, I DON'T
KNOW HOW YOU CALL THAT. IT'S JUST BECAUSE YOU ASKED FOR AN EXAMPLE. BUT
IT'S NOT THOSE, BUT JUST SOME WHO COULD BE, BECAUSE AT LEAST WE NEED TO THINK
ABOUT AND DECIDE THAT. IT'S NOT, BUT I DON'T WANT TO -- BECAUSE IF IT'S TO
RECREATE ANOTHER BODY, THEN MAYBE IT'S BETTER IT'S INSIDE ICANN THAN IN
ANOTHER NEW ONE TAKING CARE OF SUCH QUESTION.

I DON'T KNOW IF IT'S A GOOD EXAMPLE. SORRY. BUT --

>>CHUCK GOMES: IT DOES HELP ME IN TERMS OF UNDERSTANDING WHERE YOU ARE GOING.

IS IT OKAY IF I....

DON'T YOU THINK, THOUGH, THAT AS SOON AS WE OPEN UP THAT DOOR THAT IT'S GOING
TO BE UNLIMITED IN TERMS OF YOU HAVE ONE IDEA, SOMEBODY HAS ANOTHER IDEA, AND
IT SEEMS LIKE IT COULD BE REAL PROBLEMATIC. AND THEN YOU'VE GOT TO DECIDE.
A LOT OF SUGGESTIONS HAVE BEEN MADE IN TERMS OF GETTING THE EXISTING HOUSE IN
ORDER WITH THE EXISTING MISSION AND SO FORTH. AND CERTAINLY IT SEEMS LIKE IT
WOULD BE BETTER TO -- TO MAKE THAT HAPPEN WITHOUT COMPLICATING IT BY ADDING
THINGS. BUT THANKS FOR CLARIFYING. I UNDERSTAND.

>>PATRICK SHARRY: THANKS, CHUCK.

ANY OTHER GENERAL COMMENTS?

>>NEAL BLAIR: I HAVE A GENERAL COMMENT.

I'M QUITE NEW TO THE PROCESS, AND THIS ALL MAY BE IMPLICIT IN THIS
PRESENTATION, BUT I PERCEIVE OF ICANN AS BEING A MARKET DRIVEN, AND I'M NOT
REALLY -- I DON'T SEE ANY LANGUAGE THAT DEFINES THAT AS TO BE A MARKET-DRIVEN
ENTITY AS OPPOSED TO A BUREAUCRACY, HOLDING BACK THE TIDE, SO TO SPEAK.

AND SECONDLY, I DON'T SEE EXPLICIT LANGUAGE, AND IT MAY BE THERE, ABOUT
ADAPTABILITY AND FLEXIBILITY TO DRAMATIC TECHNOLOGICAL CHANGE, AND I WOULD
LIKE TO HEAR SOME COMMENTS ON THAT, PLEASE.

>>PATRICK SHARRY: JUST QUICKLY TO THAT, THE FINAL DOCUMENT NEEDS TO BEGIN
WITH THE MISSION AND VALUES, AND BOTH OF THOSE POINTS ARE VERY STRONG IN THE
MISSION AND VALUES.

AND SO THEY ARE MADE EXPLICIT IN THAT WAY THROUGH THOSE, YEAH. IN THAT WAY.

>>YUMI OHASHI: THANK YOU. WELL, JUST -- OKAY. I REALLY THANK YOU FOR GIVING
US THE OPPORTUNITY TO DISCUSS THIS PLAN FIRST. AND I, AS A NON-ENGLISH
NATIVE SPEAKER, I AM HAVING A LITTLE DIFFICULTY IN FOLLOWING THIS DISCUSSION
STILL.

SO PLEASE ALLOW ME TO MAKE VERY BASIC, SOMEWHAT STUPID COMMENT.

I FELT IT IS SORT OF A LIST OF NONBINDING TARGETS, AND SO I CANNOT HAVE ANY
STRONG OPINION SO FAR ABOUT THIS STRATEGIC PLAN, OR MAYBE ALL I CAN SAY IS
THAT THIS PLAN IS GENERALLY GOOD. NO PROBLEM.

AND I HAVE ALREADY ISSUED PAPERS WHEN THEY WERE POSTED AND IT WAS NOT EASY
FOR ME AT THAT TIME TO UNDERSTAND THE IMPLICATION OF THE ISSUES AND THE PLAN
ITSELF. AND THIS LOOKED LIKE A KIND OF BASIC DIRECTION.

AND I SUPPOSE WE'RE, FROM NOW ON, DEVELOPING MORE CONCRETE ACTION ITEMS BASED
ON THIS PLAN. AND AFTER THIS DOCUMENT IS FIXED, I BELIEVE.

AND I AM INTERESTED IN REGIONAL PRESENCE MATTER, AS DIRECTOR OF APTLD, BUT
NOT ONLY ABOUT THAT. I WOULD BE VERY HAPPY TO HELP THIS WORK IN GENERAL IN
FUTURE.

THANK YOU.

>>PATRICK SHARRY: THANK YOU VERY MUCH.

OKAY. TO ADDRESS THAT PARTICULAR CONCERN IN TWO WAYS, A REMINDER ABOUT THE
PROCESS OVERALL. WHAT WE ARE LOOKING AT HERE IS A DRAFT OF A STRATEGIC PLAN.
HAPPENING IN PARALLEL, MORE OR LESS FROM NOW, WILL BE AN OPERATING PLAN. THE
STRATEGIC PLAN IS A THREE-YEAR PLAN. THE OPERATIONAL PLAN IS A ONE-YEAR
PLAN.

THE OPERATIONAL PLAN WILL TAKE THE CONCEPTS THAT ARE HERE AND TURN THEM INTO
MUCH FIRMER DELIVERABLES FOR A ONE-YEAR TIMEFRAME.

AND THE SECOND THING IS WHAT I WOULD LIKE TO MOVE TO IN A MOMENT, IS A FIRST
CUT OF WHAT SOME OF THE HARD MEASURES MIGHT BE ON EACH OF THESE POINTS HERE.

>>EDWARD HASBROUCK: A QUESTION, IF I MIGHT, FIRST, ABOUT THAT PROCESS. WHEN
WILL THE NEXT DRAFT OF THIS DOCUMENT INCORPORATING WHATEVER CHANGES ARE MADE
IN RESPONSE TO THE QUESTIONS AND COMMENTS HERE, BE PUBLISHED BACK TO THE
COMMUNITY, AND WHO IS IT THAT WILL BE PREPARING THAT AND DECIDING WHICH OF
THE COMMENTS MADE HERE TO INCORPORATE IN THE DOCUMENT?

>>PATRICK SHARRY: THE ANSWER TO THE FIRST PART IS PROBABLY, I WOULD HOPE,
ABOUT A WEEK. AND THE SECOND PART WILL BE IN THE END I WILL DO THE TYPING,
BUT I WOULD DO THAT IN CONSULTATION WITH MEMBERS OF STAFF, MEMBERS OF THE
ADVISORY COMMITTEES, SUPPORTING ORGANIZATIONS, AND GET FEEDBACK IN THAT SORT
OF WAY.

WHILE I WILL DO THE TYPING, IT WON'T ENTIRELY BE MY CALL.

>>CHUCK GOMES: PATRICK, MIGHT WANT TO FLIP BACK TO THAT SLIDE THAT SHOWED THE
TIME LINE. PEOPLE WHO CAME IN LATE PROBABLY DIDN'T SEE IT.

>>PATRICK SHARRY: GOOD POINT, CHUCK.

>>EDWARD HASBROUCK: IT DIDN'T HAVE A TIME FRAME ON IT FOR THE NEXT DRAFT.

>>PATRICK SHARRY: I THINK YOU ARE RIGHT.

I WOULD HOPE THAT IT WOULD BE ABOUT A WEEK.

OKAY. ANY OTHER GENERAL COMMENTS ABOUT THAT? RIGHT-OH.

OKAY. I DON'T ANTICIPATE THAT WE WILL GET THROUGH EVERY SINGLE LINE OF THIS,
AND I DON'T EVEN KNOW THAT IT WOULD BE THAT USEFUL.

WHAT I WOULD LIKE TO DO NOW IS TO GIVE YOU WHAT, AS I SAID BEFORE, WHAT IS --
IT'S NOT JUST A ROUGH. IT'S AN INTELLIGENT FIRST CUT AT WHAT SOME OF THE
MEASURES MIGHT BE THAT WOULD SIT WITH THAT PLAN.

WHAT YOU WILL SEE UP THERE IS EACH OF THE LINE ITEMS FROM THE POWERPOINT
PRESENTATION WE SAW A MOMENT AGO TRANSFERRED INTO THAT TABLE. AND THAT EACH
OF THE -- EACH OF THOSE LINE ITEMS HAS THE OBJECTIVE. THE TYPE OF MEASURE
THAT WE WOULD BE LOOKING FOR. AND WHAT THE TARGET MIGHT BE FOR THAT.

NOW, SOME OF THOSE TARGETS ARE TIMES. WE NEED TO DO THIS BY THIS DATE. AND
SOME OF THOSE TARGETS ARE A TURNAROUND TIME OF X DAYS OR A 15% IMPROVEMENT IN
WHATEVER.

I'M HAPPY TO TAKE QUICK COMMENTS. I DON'T KNOW THAT THERE'S MUCH VALUE IN
THIS FORUM AT THIS POINT TAKING DETAILED COMMENTS, ALTHOUGH WE WILL CERTAINLY
BE LOOKING FOR THOSE IN THE FEEDBACK PROCESS.

BUT WHAT I'D LIKE TO DO IS TO GO THROUGH SOME OF THEM AT LEAST FAIRLY QUICKLY
AND GET A FEEL FROM YOU AS TO WHETHER THIS IS A STEP IN THE RIGHT DIRECTION.

AND THEN IF WE HAVE TIME, WE CAN HAVE A DISCUSSION ABOUT SOME OF THE
PARTICULAR DETAIL.

OKAY. AS YOU CAN SEE UP THERE, IANA, THE TYPE OF MEASURE IS SURROUND TIMES
ON KEY ACTIVITIES. AT THE MOMENT, THE MEASURES FOR THOSE NEED SOME
IMPROVEMENT, ACTUALLY IN THE MEASURING PROCESS. SO IN THE FIRST YEAR, THE
KEY THING WILL BE TO ESTABLISH BENCHMARKS FOR ALL OF THOSE ACTIVITIES, AND
THEN TO LOOK FOR AN IMPROVEMENT ON THE BENCHMARKS, PROBABLY 15% PER YEAR
AFTER THAT.

>>MARILYN CADE: PARTICULARLY ON IANA -- KURT? SORRY. OLOF IS HERE, BUT KURT.
MAYBE EVEN RAIMUNDO. SHOULD WE NOT HAVE A SIX-MONTH OBJECTIVE FOR
ESTABLISHING IMPROVED TURNAROUND TIMES OF IANA? I MEAN WE BUILT UP A
RELATIVELY RECENT HISTORY OF TURNAROUND TIMES. WE WANT TO -- THIS AREA IN
PARTICULAR, WE REALLY WANT TO SEE IMPROVEMENT IN. WE'VE HIRED NEW STAFF. I
THINK IF WE FEEL UNCOMFORTABLE WITH SHORTENING TO SIX MONTHS THAT WE SAY AT
SIX MONTH INTERVALS IN THE FIRST YEAR, MAKE PROGRESS.

>>PATRICK SHARRY: THAT'S FINE.

AND VERY, VERY HAPPY TO TAKE THAT SORT OF FEEDBACK.

I THINK IF WE DO EVERY LINE ITEM IN THAT WAY, WE'LL BE HERE UNTIL TOMORROW.

BUT THAT'S EXACTLY THE SORT OF FEEDBACK THAT WE'LL BE LOOKING FOR IN THE NEXT
STEP IN THE PROCESS.

OKAY.

THE NEXT ONE IS GTLD REGISTRY TASKS.

SO THERE'S TURNAROUND TIMES THERE FOR VARIOUS STEPS IN THE PROCESS.

AND INDICATIVE TARGET, AN IDENTIFICATION, IN GENERAL TERMS, OF THE SORT OF
IMPROVEMENT THAT WE WILL BE LOOKING FOR.

AND A RECOGNITION DOWN THE BOTTOM THAT THE NEW REGISTRY SERVICES ELEMENT IS
PARTICULARLY IMPORTANT AND NEEDS FOCUS.

WITHOUT GOING INTO THE DETAIL OF WHETHER IT SHOULD BE 24 OR 48 HOURS OR
WHATEVER, ARE THEY THE SORTS OF THINGS THAT WE SHOULD BE LOOKING FOR?

CHUCK.

>>CHUCK GOMES: I THINK THERE'S A -- I THINK THERE'S A MISTAKE, THOUGH.

WHEN YOU SAY "NEW REGISTRY SERVICES AND MEET PDP TIMETABLE," YOU'RE MIXING
TWO VERY SEPARATE PROCESSES.

PDP IS A POLICY DEVELOPMENT PROCESS.

AND APPROVAL OF REGISTRY SERVICES IS A TOTALLY SEPARATE PROCESS THAT IS
FOLLOWING A POLICY THAT CAME OUT OF A PDP.

>>PATRICK SHARRY: YEP.

SO WE MIGHT NEED TO CHANGE THE LANGUAGE THERE.

THAT'S FINE.

THANK YOU.

OKAY.

A SIMILAR THING FOR REGISTRAR TASKS.

A LITTLE VAGUER ON CONSUMER TASKS, BECAUSE I THINK THAT ONE NEEDS A LOT MORE
WORK.

YOU HEARD PAUL SPEAK ABOUT IT BEFORE.

I TALKED TO SOME OF THE PEOPLE FROM ALAC, AND I DON'T THINK OF THEM ARE HERE
WITH US NOW.

THEY'RE VERY CONCERNED ABOUT THIS AND THEY'LL WANT SOME INPUT INTO THE
PROCESS.

OBVIOUSLY, THE -- YOU KNOW, PEOPLE WHO SPOKE BEFORE HAVE A STRONG VIEW, AND
WE NEED TO GET THAT VIEW AS WELL.

BEARING IN MIND WHAT PAUL SAID EARLIER, THAT THIS IS NOT ABOUT TAKING OVER
CONSUMER PROTECTION AS A --

>>MARILYN CADE: JUST WANT TO GET WITH THE LABEL OF DEALING WITH COMPLIANCE OR
SOMETHING.

>>PATRICK SHARRY: YES.

AND, REALLY, IT'S ABOUT -- LARGELY ABOUT POINTING PEOPLE IN THE RIGHT
DIRECTION.

CHUCK.

>>CHUCK GOMES: THE QUESTION THAT -- AS I'M LOOKING AT THIS, AND YOU'VE
PROBABLY ALREADY THOUGHT THIS THROUGH, BUT WHEN YOU START SETTING THESE
OBJECTIVES, YOU START IMMEDIATELY GETTING INTO OPERATIONAL PLANNING
OBJECTIVES.

HOW DO YOU DISTINGUISH BETWEEN THE -- YOU NEED MORE DETAIL AT THE OPERATIONAL
PLAN LEVEL.

>>PATRICK SHARRY: YEP.

>>CHUCK GOMES: AND AT THIS LEVEL.

AND, OF COURSE, MAYBE WHAT I WANT TO SAY IS JUST A SUGGESTION THAT AT THE
STRATEGIC PLANNING LEVEL, WE CONTINUALLY REMIND OURSELVES THAT THIS IS A
STRATEGIC PLAN, THAT THERE WILL BE MORE DETAIL AT THE OPERATIONAL PLAN LEVEL.

.

>>PATRICK SHARRY: AND I THINK A KEY PART OF THAT, CHUCK, IS IT'S ONE THING TO
SAY WE WANT 15% IMPROVEMENT IN TURNAROUND TIMES.

I THINK THE OPERATION PLAN NEEDS TO SAY BY INVESTING IN X, Y, AND Z, OR
UNDERTAKING PROJECT D, WE'LL GET THERE.

OKAY.



>>MARILYN CADE: SO I SEE AN ITEM ON THERE THAT I CONSIDER CONTESTED IN THE
MINDS OF SOME OF THE COMMUNITY.

AND THIS IS A STRATEGIC PLAN, SO HOW WOULD YOU SEE US PROVIDING COMMENTS ON
AN ITEM THAT WE MIGHT THINK SHOULD GO AWAY IN A THREE-YEAR PERIOD OR BE DONE
DIFFERENTLY IN A THREE-YEAR PERIOD?

JUST PUT THAT INTO THE COMMENTS?

>>PATRICK SHARRY: YEAH, ABSOLUTELY, ABSOLUTELY.

>>MARILYN CADE: THANKS.

>>PATRICK SHARRY: YEAH, THAT WOULD BE A FINE THING.

>>MARILYN CADE: THANKS.



>>PATRICK SHARRY: THE NEXT TWO ITEMS ARE ABOUT CONTINGENCY PLANS OF VARIOUS
SORTS.

B, DEALING WITH POTENTIAL BUSINESS FAILURE, AND C, DEALING WITH EMERGENCY
SITUATIONS.

THIS IS A LITTLE BIT OF A DIFFICULT ONE, AND I -- IT'S INTERESTING IN THE
CONTEXT OF TRANSPARENCY.

MY GUT FEEL IS THAT IT WOULD BE FAIRLY SILLY TO PUBLISH THE DETAIL OF YOUR
EMERGENCY OR CONTINGENCY PLAN.

YEAH.

IN ANY ENVIRONMENT, THAT'S THE CASE.

AND SO WE NEED A CERTAIN AMOUNT OF TRUST HERE THAT, FOR EXAMPLE, THE PLAN
MIGHT BE PRESENTED TO THE BOARD BUT NOT CIRCULATED BEYOND THAT.

AND THAT IT WOULD BE A MATTER FOR THE BOARD TO SAY, YES, THE PLAN EXISTS.

WE HAVE JUDGED THAT IT IS SOUND.

THERE WOULD BE SOME ELEMENTS OF A PLAN THAT ONE MIGHT BE ABLE TO TEST, BUT
THERE WOULD BE OTHER ELEMENTS OF A PLAN THAT ONE CAN'T TEST.

SO, FOR EXAMPLE, THE OFFICE IN MARINA DEL REY, WHICH IS ON LANDFILL ON A
FAULT LINE FALLS OVER.

IT'S DIFFICULT TO TEST THAT ONE.

BUT THERE WOULD BE OTHER THINGS WHERE IT WOULD BE POSSIBLE TO DO SOME
TESTING.

SO TESTING WHERE POSSIBLE.

AND A PLAN THAT WOULD PROBABLY NEED TO BE APPROVED AT THE BOARD LEVEL BUT NOT
DISTRIBUTED.

>>RAIMUNDO BECA: WE HAVE NOT (INAUDIBLE) --

>>MARILYN CADE: LET ME SUGGEST THAT WE MIGHT BROADEN OUR THINKING A LITTLE
BIT ABOUT WHO REVIEWS THAT AND PERHAPS GET A DESIGNATED REPRESENTATIVE FROM
EACH OF THE SOS TO PARTICIPATE AS WELL, OR THE ALAC OR THE ADVISORY
COMMITTEES, PATRICK.

I'M VERY FAMILIAR, WITH WORKING WHO YOU USED TO WORK FOR, WITH THE
DEVELOPMENT OF CONTINGENCY PLANS, EMERGENCY PLANS, AND THE FACT THAT WE DID
PUBLISH MAJOR PARTS OF OUR PLAN BUT NOT THE LOCATION OF WHERE OUR SITES WERE,
FOR INSTANCE, BUT WE MIGHT PUBLISH THE NUMBER OF SITES WE HAD, FOR INSTANCE,
FOR INTERNET CONNECTIVITY.

I THINK ALSO IT MAY BE IMPORTANT TO JUST ASSUME THAT IF AN EMERGENCY PLAN IS
GOING TO BE REVIEWED THAT IT COULD INCLUDE SOME DESIGNATED REPRESENTATION
FROM THE, YOU KNOW -- THE SOS OR SOMETHING OF THAT NATURE.

>>PATRICK SHARRY: YEP.

>>ED HASBROUCK: I THINK THE QUESTIONS THAT YOU HAVE POSED ABOUT THE
TRANSPARENCY OF THIS GIVE ME AN IDEAL OPPORTUNITY TO DEFINE THE METRICS FOR
THE GOAL OF TRANSPARENCY.

THESE ISSUES THAT YOU HAVE POSED ARE PROBLEMATIC ONLY BECAUSE ICANN HAS NO --
ALTHOUGH IT HAS A VERY STRONG TRANSPARENCY BYLAW THAT PLACES AS ITS ONLY
RESTRICTION ON THE OBLIGATION OF TRANSPARENCY "FEASIBLE," MAXIMUM EXTENT
FEASIBLE OF TRANSPARENCY, THAT'S NEVER BEEN SPELLED OUT.

THERE ARE NO DEFINED CRITERIA FOR DECIDING WHAT LIMITS FEASIBILITY PLACES ON
TRANSPARENCY.

THERE IS NO DESIGNATED POINT OF CONTACT FOR MAKING REQUESTS UNDER THE
TRANSPARENCY BYLAW.

THERE ARE NO STANDARDS FOR JUDGING THEM.

SO I WOULD SUGGEST AS METRICS FOR IMPROVING TRANSPARENCY WITHIN THE FIRST
YEAR -- I THINK THEY'RE ALL ACHIEVABLE WITHIN THE FIRST YEAR -- ONE, THE
DESIGNATION OF A POINT OF CONTACT FOR REQUESTS UNDER THE TRANSPARENCY BYLAW;
TWO, A POLICY DEVELOPMENT PROCESS TO DEFINE CRITERIA FOR DETERMINING WHEN IT
IS NOT FEASIBLE TO RESPOND TO A PARTICULAR TRANSPARENCY REQUEST; THREE, THE
DEFINITION OF A TIME FRAME WITH WHICH A DECISION MUST BE MADE ON A REQUEST
FOR ACCESS TO INFORMATION UNDER THE TRANSPARENCY BYLAW.

THOSE WOULD, I THINK, BE SOME INITIAL ONES.

THERE MAY BE SOME OTHER METRICS THAT COULD BE RAISED.

BUT THOSE ARE ALL ACHIEVABLE METRICS.

PERHAPS IN FUTURE YEARS THERE COULD BE A GOAL FOR REDUCING THE TIME TAKEN FOR
RESPONDING TO THOSE REQUESTS.

>>PATRICK SHARRY: YEP.

THAT'S GOOD.

AND IN FACT IF WE GET THERE IN A COUPLE OF PAGES' TIME, THERE'S A THING ABOUT
CORE POLICIES THAT GOES TO -- WELL, IT DOESN'T MENTION THAT EXPLICITLY, BUT
THAT WOULD FIT VERY NEATLY INTO THE CORE POLICIES AREA.

RAY, ARE YOU STILL --

>>RAY PLZAK: JUST TO GET US BACK ON THE TOPIC THAT WE WERE DISCUSSING HERE, I
WANT TO ECHO SOME OF THE THINGS THAT MARILYN HAS SAID, NOT ONLY DID COMPANIES
LIKE HER FORMER EMPLOYER HAVE VISIBILITY ABOUT CONTINUITY OF OPERATIONS AND
SO FORTH.

PEOPLE THAT HAVE A LOT OF REALLY WELL-HIDDEN SECRETS HAVE VERY PUBLIC
CONTINUITY OF OPERATIONS THINGS.

YOU LOOK AT ANY MILITARY ORGANIZATION, THEY CAN CLEARLY TELL YOU THAT THEY
ARE CAPABLE OF CONTINUING TO OPERATE, DESPITE CIRCUMSTANCES.

AND SO FROM THE PERSPECTIVE OF PROVIDING A SENSE OF STABILITY, IT'S VERY
IMPORTANT THAT ICANN CAN PRODUCE IN A RELATIVELY MEANINGFUL WAY EXPLANATIONS
OF HOW THEY PLAN TO CONTINUE OPERATIONS FROM THE PERSPECTIVE OF THE NUMBERING
RESOURCES, THE EXPECTATION THAT IF MARINA DEL REY OFFICE FALLS INTO THE
PACIFIC OCEAN, BUT THE RIRS CAN STILL MANAGE TO GET ACCESS TO CONTINUE THEIR
OPERATIONS IS A VERY, VERY STABILIZING SENSE THAT SHOULD BE THERE.

>>PATRICK SHARRY: THANKS, RAY.

AND WE CAN OBVIOUSLY LEARN FROM THE EXPERIENCES OF MEMBERS OF THE COMMUNITY
ABOUT WHAT IT'S POSSIBLE TO MAKE PUBLIC AND WHAT IT'S NOT, AND IN THE
COMMENTS, WE'D BE VERY GRATEFUL TO RECEIVE THAT SORT OF INFORMATION.

OKAY.

BUDGET'S BEEN DISCUSSED QUITE A LOT THIS WEEK.

ONE OF THE ISSUES IN TERMS OF PLANNING IS THAT AT THE MOMENT, THE REVENUE OR
CASH FLOW OF ICANN IS QUITE SAW-TOOTHED.

IT'S NOT A REGULAR CASH FLOW FOR ALL THE REASONS I THINK MOST OF YOU
UNDERSTAND.

AND ONE OF THE OBJECTIVES OF THIS PLAN WOULD BE TO STABILIZE THAT OVER THE
YEAR.

MY FIRST GUESS THAT AN ACCEPTABLE VARIANCE IS 10% PER QUARTER.

BUT THAT'S ONLY MY ROUGH GUESS.

I'M HAPPY TO TAKE COMMENTS ON THAT DURING THE COMMENT PERIOD.

RESPONSE TIMES FOR REQUEST FOR TECHNICAL ADVICE, AND THIS IS OFTEN PEOPLE IN
CC COMMUNITIES WHO NEED ASSISTANCE WITH A PARTICULAR TECHNICAL ISSUE, SOME
TARGET TURNAROUND TIMES FOR THAT.

SOMETHING MORE INTERNAL, DEVELOPING WORK FORCE PLANNING.

AS SOMEONE MENTIONED EARLIER, IT WOULD NEED TO HAVE THOSE SORTS OF ELEMENTS.

AND FROM MY EXPERIENCE, THE SORT OF METRICS THAT ONE WOULD PUT ON A
SUCCESSFUL WORK FORCE PLANNING IMPLEMENTATION WOULD BE ABOUT TURNAROUND,
REGRETTED TURNAROUND, APPLICATIONS TO FILL VACANCY AND TIME TO FILL
VACANCIES.

BUT, AGAIN, HAPPY TO TAKE COMMENTS ON THAT.

WE'LL BE LOOKING VERY MUCH TO THE SOS AND ACS TO GIVE US INFORMATION HERE ON
WHAT MIGHT BE THE TYPES OF MEASURES FOR THOSE ISSUES.

I'VE INCORPORATED THERE SOME OF THE THINGS THAT BRUCE TONKIN AND THE GNSO
TALKED TO THE BOARD ABOUT EARLIER IN THE WEEK.

BUT OTHER PEOPLE WILL HAVE OTHER VIEWS.

AND I'M HAPPY TO TAKE THEM ON BOARD.

CHUCK.

>>CHUCK GOMES: YEAH, THIS IS PROBABLY JUMPING AHEAD TO THE FEEDBACK YOU'RE
GOING TO NEED LATER.

BUT I'M JUST LOOKING AT THE IDNS.

AND THE TYPES OF MEASURES ARE REALLY GOING TO DEPEND SO MUCH ON WHAT HAPPENS
IN SOME WORK THAT'S COMING FORWARD, FOR EXAMPLE, A POLICY IN PLACE.

POLICY IN PLACE FOR WHAT?

IT, OBVIOUSLY, HAS TO BE MUCH MORE CLEARLY DEFINED.

AND, IN FACT, MAY NOT BE ABLE TO BE DEFINED IN THIS VERSION OF THE STRATEGIC
PLAN BECAUSE OF THE VARIOUS, YOU KNOW, CONTINGENT FACTORS THAT ARE THERE.

>>PATRICK SHARRY: AND AS I SAID, THAT'S WHERE WE'LL VERY MUCH BE LOOKING TO
THE SOS AND THE ACS FOR GUIDANCE ON THAT.

>>MARILYN CADE: I'M SORRY.

I WAS LISTENING.

I'M NOW LOOKING AT THE DATE OF JULY 2006 ON IDNS.

AND I THINK MY HEART HAS JUST SPEEDED UP.



>>CHUCK GOMES: THAT WOULD BE GOOD IF WE COULD DO IT.

>>MARILYN CADE: WAIT A MINUTE.

AND WHERE DID THAT DATE OF JULY 2006 COME ON D?

I'LL GIVE YOU WRITTEN COMMENTS.

>>PATRICK SHARRY: YEAH, THAT'S ACTUALLY STRAIGHT OFF BRUCE'S SLIDE.

>>MARILYN CADE: WELL, YOU KNOW, AND WHERE IS MY CHAIR?

>>EDWARD HASBROUCK: WITH RESPECT TO THE NEW TLD PROCESS, I THINK IT'S
IMPORTANT TO ACKNOWLEDGE HERE THAT THERE ARE A NUMBER OF IMPORTANT ASPECTS OF
THE PROOF OF CONCEPT ROUNDS THAT HAVE NOT YET BEEN SUBJECT TO ANY EVALUATION.
SO I WOULD ADD TO THE METRICS COMPLETION OF THE EVALUATION OF THE OPEN ISSUES
ON THE PROOF OF CONCEPT ROUNDS OF STLDS.

>>PATRICK SHARRY: GOOD.

>>EDWARD HASBROUCK: AND I HAVE SOME COMMENTS ON THAT IN THE STLD STRATEGY
DRAFT FORM.

>>PATRICK SHARRY: OKAY. THANK YOU.

RIGHT-O.

OOPS.



OKAY. LET'S JUST JUMP AHEAD A LITTLE BIT TO NUMBER 2.

THE CAPACITY BUILDING FOR UNDERSTANDING ECONOMIC ISSUES WOULD REQUIRE SOME
STAFF, ON WHATEVER SORT OF ARRANGEMENT WAS DEEMED MOST APPROPRIATE.

AND YOU WOULD BE LOOKING FOR THEM TO PRODUCE WORKING PAPERS OF A QUALITY
ACCEPTABLE TO THE COMMUNITY.

IMPROVING THE EFFICIENCY AND EFFECTIVENESS OF SOS AND ACS.

MY FIRST CUT AT IT IS THAT YOU WOULD WANT THEM TO IDENTIFY THE WORK THAT THEY
THINK NEEDS TO BE DONE. YOU PROBABLY WANT TO DO THAT ON AN ANNUAL BASIS.



ALL RIGHT. POINT ROMAN II, IDENTIFYING WHICH GROUPS NEED TO BE WORKING ON
WHICH POLICY TASKS. THERE IS A NEED POSSIBLY TO REWORK POLICY PROCESSES TO
INCLUDE EARLY ANALYSIS OF STAKEHOLDER GROUPS. YOU MIGHT MEASURE EACH YEAR SO
AND AC SATISFACTION THAT THEY HAVE BEEN INVOLVED IN ALL RELEVANT POLICY
PROCESSES. IDENTIFYING CORE POLICIES AS REFERENCE POINTS. AND THIS, EDWARD,
COMES TO THE COMMENTS YOU MADE A LITTLE WHILE AGO. THERE IS A NEED TO
IDENTIFY WHAT ARE THE CORE POLICIES THAT NEED TO BE DEVELOPED AND PUT
TOGETHER A TIMETABLE FOR THEIR DEVELOPMENT. AND WE WILL OBVIOUSLY BE LOOKING
TO THE COMMUNITY FOR THEIR INPUT ON IDENTIFYING THOSE.

IMPROVING THE POLICY DEVELOPMENT PROCESS OF THE SOS. AND PERHAPS WE SHOULD
INCLUDE THE ACS IN THAT, AND WE WILL TAKE THE LAST BIT OF THAT OUT AS PER THE
PREVIOUS COMMENT.

>>MARILYN CADE: WSIS DON'T DEVELOP PROCESSES.

>>PATRICK SHARRY: NO, BUT THEY MIGHT BE PART OF POLICY PROCESSES, SO WE JUST
NEED TO GET THE LANGUAGE RIGHT ON THAT.

THE FIRST THING THAT BRUCE SAID WHEN HE WAS TALKING TO THE SHORTER VERSION OF
THIS SLIDE, DETERMINE METRICS AND IMPLEMENT REGULAR REPORTING. PRODUCE A
PAPER WHICH INCLUDES TARGETS SUCH AS PROCESS TIMES, IMPLEMENTATION TIMES,
EFFECTIVENESS MEASURES, AND SO FORTH, AND THEN TO MEASURE AGAINST THOSE
TARGETS. AND MAKING SURE THAT REVIEW PROCESS IS ON POLICIES AND THEIR
IMPLEMENTATION ARE CARRIED OUT AS THEY SHOULD BE.



I'M JUST GOING TO KEEP MOVING UNLESS I SEE SIGNS OF LIFE, IN WHICH CASE WE
WILL STOP.

>>CHUCK GOMES: ARE YOU REALLY STILL SEEING SIGNS OF LIFE?

(LAUGHTER.)

>>MARILYN CADE: I DON'T WANT THIS TO BE SCRIBED.

CAN I JUST VERIFY YOU ARE STANDING BETWEEN ME AND A DRINK?

(LAUGHTER.)

>>PATRICK SHARRY: YOU SHOULD BE GRATEFUL, MARILYN, IT WAS RECORDED IN THE
SINGULAR, NOT THE PLURAL.

(LAUGHTER.)

>>PATRICK SHARRY: I'M STANDING BETWEEN ME AND A DRINK AS WELL. AND I'M HAPPY
TO STOP AT ANY TIME. BUT I AM ALSO KEEN TO GIVE PEOPLE WHO WANT TO GIVE SOME
INPUT TO THE PROCESS THE CHANCE TO DO THAT.

SO I'LL KEEP GOING ON.

IF I FIND THERE'S LESS PEOPLE IN THE AUDIENCE THAN THERE ARE PRESENTING THEN
I WILL STOP.

>>MARILYN CADE:IT'S HELPFUL TO GO THROUGH IT BUT MAYBE WE CAN SPEED UP.

>>PATRICK SHARRY: YEAH, THAT'S FINE.



>>MARILYN CADE: ACTUALLY I HAVE A PROCESS QUESTION THAT OCCURS TO ME.
BECAUSE I HAVE ASKED YOU A COUPLE OF TIMES ABOUT, YOU KNOW, YES, PROVIDING
COMMENTS IS HELPFUL. BUT I'M LOOKING AT A DOCUMENT THAT NORMALLY THE WAY
THAT I WOULD PROVIDE YOU COMMENTS WOULD BE TO RED LINE.

>>PATRICK SHARRY: MM-HMM.

>>MARILYN CADE: SECONDLY, WE HAVE A NEW PRACTICE IN THE B.C. OF LABELING,
LIKE, FOR INSTANCE, WE WOULD EXPECT TO HAVE TYPE OF MEASURE NUMBERED OR
IDENTIFIED IN SOME WAY SO WE COULD ELECTRONICALLY TALK ABOUT IT.

>>PATRICK SHARRY: THAT'S FINE. WE CAN DO THAT.

>>MARILYN CADE: SO IF I WERE TO, FOR INSTANCE, PICK -- I DON'T KNOW. LET'S
JUST DO "A," OBJECTIVE "A," TYPE OF MEASURE. IF I GIVE YOU COMMENTS, DO YOU
WANT ME -- I WOULD BE RED LINING INTO THE DOCUMENT? IS THAT WHAT YOU WOULD BE
--

>>PATRICK SHARRY: I'M HAPPY TO GET COMMENTS ANY WAY PEOPLE WOULD LIKE TO SEND
THEM.

>>MARILYN CADE: OKAY.

>>PATRICK SHARRY: FROM A PERSONAL PERSPECTIVE, THE MOST EFFECTIVE WAY FOR ME
WOULD BE THAT THEY CAME THROUGH THE SOS AND ACS. THAT IS, THEY HAD ALREADY
BEEN DISCUSSION ABOUT THEM IN SOME FORUM, AND I RECEIVED A SORT OF
PRE-PROCESSED COMMENTS. BECAUSE OTHERWISE IT FALLS TO ME TO DO ALL THE
PROCESSING IN A VACUUM. AND IT'S MUCH -- I THINK IT'S A MUCH MORE EFFECTIVE
PROCESS IF THINGS HAVE ALREADY HAD SOME PROCESSING.

>>MARILYN CADE:PATRICK, I JUST HAVE TO SAY THAT UNFORTUNATELY THAT'S NOT
PRACTICAL. WE MIGHT BE ABLE TO GIVE YOU COMMENTS BY CONSTITUENCY.

>>PATRICK SHARRY: THAT WOULD BE FINE.

>>MARILYN CADE: BUT I DON'T SEE THE ABILITY TO GIVE YOU COMMENTS BY -- FIRST
OF ALL, WE DON'T -- WE ONLY MAKE CONSENSUS POLICY ON THE COUNCIL. IT'S
CHALLENGING FOR US TO GO THROUGH THE PROCESS OF GETTING CONSENSUS ON A
DOCUMENT. IT'S NOT IMPOSSIBLE, BUT THE TIME FRAME MIGHT BE.

IT'S MORE PRACTICAL, AND CHUCK SHOULD COMMENT ON THIS, AND OTHERS, IT MAY BE
MORE PRACTICAL TO TRY TO GET AGREED-TO COMMENTS BY CONSTITUENCIES.

>>CHUCK GOMES: I THINK TO MEET YOUR TIME LINES, MARILYN IS RIGHT, BECAUSE, AT
LEAST IN MY OPINION, AND I'M NOT ON THE COUNCIL, BUT THE COUNCIL HAS AN
AWFULLY BIG WORKLOAD. AND IF THEY HAVE GOT TO COLLECT THE RESOURCES NOW AND
AGREE ON WHAT'S CONSOLIDATED AND SO FORTH, I THINK A CONSTITUENCY LEVEL, AT
LEAST WITH REGARD TO THE GNSO. OBVIOUSLY OTHER SOS AND OTHER ORGANIZATIONS
AND COMMITTEES DON'T HAVE THE SAME STRUCTURE AS THE GNSO. SO CERTAINLY WITH
REGARD TO THE GNSO, I THINK SHE'S PROBABLY RIGHT.

>>PATRICK SHARRY: YEP. SO IF IT'S FROM CONSTITUENCIES, THAT'S JUST FINE.

>>ROBERT HUTCHINSON: I DON'T KNOW IF THIS IS PART OF YOUR PROCESS, BUT IT
SEEMS LIKE WHAT YOU HAVE COME UP WITH IS A VERY LONG LAUNDRY LIST OF ALL THE
POSSIBLE THINGS THAT ICANN COULD DO AS STRATEGIC OBJECTIVES FOR THE NEXT
YEAR.

AND MY INVOLVEMENT IN PREVIOUS STRATEGIC PLANNING PROCESSES SAYS THE WAY TO
PRUNE THAT IS TO EITHER HAVE A MYTHICAL DOLLAR VOTE FOR HOW PEOPLE VALUE
THOSE, OKAY. IF YOU ARE TRYING TO NOT HAVE THE BOARD DO THE PRIORITIZATION,
OKAY. I'M JUST GIVING YOU SOME IDEAS AS TO HOW YOU CAN MOVE FORWARD. AND I
DON'T KNOW WHAT YOUR PROCESS IS GOING TO BE TO PRUNE THIS LIST AND IDEALLY
COME UP WITH THREE OR FIVE OR WHATEVER THE NEXT YEAR'S STRATEGIC THINGS YOU
ARE GOING TO EXECUTE ON.

AND I'M JUST GIVING YOU SOME IDEAS ON HOW TO PRUNE THE LIST.

>>PATRICK SHARRY: THAT'S GOOD. THANK YOU.

OKAY. LET'S HAVE A QUICK LOOK AT "C" UP THERE. IT HAS A HISTORY OF BEING
SOMEWHAT CONTENTIOUS.



>>MARILYN CADE: BUT THE WAY IT'S WRITTEN, "C," IS, I THINK, NOT AS
CONTENTIOUS, ROBERT; RIGHT? IT'S ESTABLISHMENT OF A PLAN FOR EACH REGION.
THAT DOESN'T SPECIFICALLY SAY BUILD REGIONAL OFFICES.

>>PATRICK SHARRY: SORRY, IT DOESN'T SPECIFICALLY SAY --

>>MARILYN CADE: DO IT BY BUILDING REGIONAL OFFICES. I THINK THE WAY IT'S
WRITTEN, I DON'T SEE THE WAY IT'S WRITTEN AS BEING THE PREVIOUSLY CONTENTIOUS
SPECIFIC AREA.

>>PATRICK SHARRY: NO, NO.

>>MARILYN CADE: OKAY.

>>PATRICK SHARRY: BUT IT LEAVES OPEN THAT IN SOME REGIONS THAT MIGHT BE THE
BEST ANSWER.

RAIMUNDO.

>>RAIMUNDO BECA: PERHAPS BECAUSE I HAVE NEVER FOLLOWED THE TRANSLATION IN
FRENCH INTO SPANISH OF THE WORD OUTREACH, IT'S A WORD I DON'T LIKE VERY MUCH
BECAUSE IT MEANS THAT THE -- SOMEONE HAS THE TOUGH AND HE SAYS I WILL BE THE
EVANGELIST FOR THE REST OF THE WORLD.

I WOULD LIKE MUCH MORE TO SAY, WELL, WE WILL EMPOWER THE REGIONS, EMPOWER THE
REGIONS, AND LET THEM BE THE POINT OF THE -- THE STARTING POINT OF THE PDPS
OR WHATEVER. BUT NOT THE WORD OUTREACH.

>>PATRICK SHARRY: THANKS, RAIMUNDO.



>>YUMI OHASHI: THANK YOU.

YUMI OHASHI AGAIN.

WELL, I HAVE A QUESTION ABOUT THE MIDDLE COLUMN OF THE ITEM "C." IT SAYS THAT
IT WILL DEVELOP MINIMUM STANDARDS FOR TECHNICAL ASPECTS OF DNS MANAGEMENT IN
CCS.

WELL, COULD YOU POSSIBLY EXPLAIN WHAT THE TECHNICAL ASPECT OF DNS HERE MEANS?

>>PATRICK SHARRY: THE BEST WAY TO GET THAT EXPLANATION WOULD BE TO TALK TO
CHRIS DISSPAIN, BECAUSE THAT'S ACTUALLY HIS WORDING.

I GATHER WHAT HE MEANS IS THAT TO RUN A CC EFFECTIVELY, THERE ARE MINIMUM
STANDARDS OF THINGS THAT NEED TO BE OPERATING IN A CERTAIN WAY, THAT NEED
CERTAIN AVAILABILITY, ET CETERA, ET CETERA, AND IT'S THOSE TECHNICAL
STANDARDS THAT HE WOULD LIKE TO SET IN THAT. I DON'T CLAIM TO BE AN EXPERT
IN IT, SO PROBABLY BEST TO TALK TO CHRIS UNLESS THERE IS SOMEONE HERE WHO IS
WISE IN THE WAY OF THOSE THINGS.

OKAY.

THIS IS ONE WHERE WE REALLY NEED TO PUT OUR THINKING HATS ON, PARTICULARLY
BASED ON THE PREVIOUS CONVERSATION. AND WE'LL NEED TO BALANCE THE ISSUES OF
NOT BEING EXCLUSIVE WITH THE VIRTUE OF SETTING OURSELVES SOME TARGETS SO THAT
WE KNOW WHETHER WE HAVE GOT WHERE WE THOUGHT WE NEEDED TO GO OR NOT.

SO RATHER THAN SOLVE IT NOW, LET'S TAKE THAT AS A QUESTION ON NOTICE, AND WE
WILL VERY MUCH NEED INPUT ON THAT SECTION.

I'M JUST LOOKING FOR THINGS THAT MIGHT BE A LITTLE BIT DIFFERENT OR
CONTENTIOUS, AND I THINK I'LL JUST GO TO THE END THERE. EDWARD.

>>EDWARD HASBROUCK: SINCE THIS, I THINK, IS THE PLACE WHERE POST-MOU
OVERSIGHT WOULD APPEAR, LET ME SUGGEST APPROPRIATE -- AT LEAST TWO
APPROPRIATE METRICS WITH REGARD TO POST-MOU OVERSIGHT. BUT TO SET THE
GROUNDWORK FOR THAT, WOULD I SUGGEST AS METRICS FOR THE FIRST SIX MONTHS,
DEVELOPMENT OF POLICIES AND PROCEDURES OR INDEPENDENT REVIEW TO IMPLEMENT THE
BYLAW AND CLEARING OF THE BACKLOG OF OUTSTANDING INDEPENDENT REVIEW REQUESTS.

>>PATRICK SHARRY: OKAY. ANY OTHER COMMENT ON WHAT'S UP THERE?

>>CHUCK GOMES: JUST A COMMENT.

AT THE STRATEGIC PLAN LEVEL, I'M NOT SURE IN A LOT OF CASES YOU ARE GOING TO
NEED MONTH AND YEAR. ESPECIALLY IF IT'S A MULTI-YEAR PROJECT. IF IT'S NOT A
MULTI-YEAR PROJECT, IT'S DIFFERENT. BUT IN SOMETHING STRETCHING OUT OVER
MAYBE THE FULL THREE YEARS OF THE PLAN, YOU START GETTING A LITTLE TOO
SPECIFIC ON A STRATEGIC LEVEL AND IT CAN COME BACK AND HAUNT YOU A LITTLE
BIT.

>>PATRICK SHARRY: YEAH.

>>CHUCK GOMES: AGAIN, WHEN YOU GET DOWN TO THE OPERATIONAL LEVEL, DIFFERENT
STORY.

>>PATRICK SHARRY: YEAH. AND I THINK THE OTHER PART OF THAT, CHUCK, IS THAT
WHILE THEY MIGHT APPEAR THERE LOOKING AS IF THEY WILL BE DONE IN 2006, IN A
SENSE THAT'S THE START OF A PROCESS. AND I JUST DON'T KNOW WHAT THE NEXT
STEPS ARE.

AND IF WE DON'T GET MOVING ON THOSE IN THAT TIME FRAME, THEN WE WON'T -- WE
WON'T REALLY GET THE BIG PICTURE THING DONE --

>>CHUCK GOMES: IT'S DIFFERENT FOR ONES EARLY IN THEIR LIFE CYCLE THAN ONES
LATER.

>>PATRICK SHARRY: THAT'S RIGHT.

AND, AGAIN, VERY HAPPY TO TAKE PARTICULAR COMMENTS ABOUT THOSE.

LET ME CLOSE WITH TWO COMMENTS.

HAVING COMPILED THAT OVER THE LAST WEEK OR SO, ONE OF THE THINGS THAT STRIKES
ME VERY STRONGLY IS THERE IS A LOT OF STUFF THERE THAT'S GOT A 2006 DATE ON
IT.

IF I WAS DOING THIS FOR A CORPORATION, I WOULD BE COUNSELING THE CEO,
WHOEVER, THAT THERE MIGHT BE TOO MUCH GOING ON FOR THE ORGANIZATION TO COPE
WITH.

AND I THINK WE NEED, IN LOOKING AT THE TIME LINES AND SO FORTH JUST TO HAVE
THAT IN THE BACK OF OUR HEADS, THAT ONE OF THE WAYS THAT YOU CAN FAIL IN
PLANNING IS TO PLAN TO DO TOO MUCH.

AND WE NEED TO THINK ABOUT WHAT REALLY ARE -- COMING BACK TO YOUR POINT OF A
MOMENT AGO -- WHAT REALLY ARE PRIORITIES, MAKE SURE WE DELIVER ON PRIORITIES.

IF THERE'S OTHER STUFF AS WELL, THAT MIGHT BE OKAY, BUT WE HAVE TO DELIVER ON
THE PRIORITIES.

WE NEED TO BE VERY CLEAR THAT THEY ARE THE PRIORITIES.

AND SO ANY THOUGHTS YOU HAVE ON THAT WOULD BE VERY VALUABLE.

AND MY SECOND CLOSING POINT WOULD BE JUST TO REITERATE ONE THAT I MADE
EARLIER.

ONE OF THE THINGS THAT I FOUND REALLY PLEASING ABOUT THIS PROCESS IS THE
BUY-IN PARTICULARLY OF SOME OF THE SOS AND ACS, AND THE MORE WE CAN DO THAT
AND THE MORE WE CAN THINK ABOUT THIS AS AN ALL OF ICANN PLAN, THEN THE BETTER
ABLE WE WILL BE AS ALL OF ICANN TO MOVE FORWARD AND DO THE THINGS THAT OUR
MISSION SAYS WE NEED TO DO.

THANK YOU VERY MUCH FOR YOUR PATIENCE AND YOUR INPUT.

I WILL SAY NOTHING ELSE, KNOWING THAT I'M STANDING BETWEEN MARILYN AND A
DRINK.

AND PERHAPS YOU MIGHT ALL LIKE TO GO AND JOIN HER IN THE BAR.

>>MARILYN CADE: EVERYONE AND A DRINK.

>>PATRICK SHARRY: THANK YOU.

(APPLAUSE.)

(8:04 P.M.)