1. Volunteer Engagement &Support Buenos Aires Update | June 2015

2. | 2 Problem Statements ICANN lacks ways to increase the number of qualified volunteers to invest the time and effort required to conduct bottom-up, multistakeholder work. 2 Though there currently exist outreach programs to bring volunteers into ICANN, there is little inreach to encourage them to stay and be active [inreach = active cultivation and engagement of those who are already connected to ICANN]. 1 Predicated on the hypothesis that attraction, development and retention of volunteer talent is important to ICANN’s effectiveness and sustainability.

3. | 3 Nov/Dec. 2014 Feb. 2015 Mar/Apr. 2015 Apr. 7 – 20, 2015 Apr. 22, 2015 Discuss next steps with SO/AC/SG/ C leaders Staff worked with the community to identify challenges and potential solutions to recruiting and retaining active ICANN Community members. Broader community discussion on solutions for recruitment and retention was held at ICANN 52 in Singapore. Staff identified an internal “Stakeholder Journey” Project team to work on recruitment and retention. Questionnair e was distributed to staff liaisons of SOs/ACs to determine current status. Data collected and reviewed Staff Present and discuss collected data, brainstorm on possible solutions Where we’ve been June 2015

4. | 4 Bill Drake Chris Mondini Sally Costerton Tony Holmes Rudi Vasnick  Support from – Joe Catapano, Volunteer Engagement Joint Team + Approach Solution Community- wide SO/AC/SG/C specific Challenge 2 x 2 Brainstorming Matrix https://community.icann.org/display/gsenorthamwkspc/Volunteer+Engagement+Project PARTICIPATE HERE ON THE WIKI…

5. | 5 “Inreach” Suggestions from NCUC’s Spring 2015 Member Survey [76 responses]

6. | 6  Rodrigo de la Parra  Christopher Mondini  Chris Gift  Marika Konings  Heidi Ulrich  Support from – Joe Catapano, Janice Douma Lange, Jeannie Ellers Stakeholder Journey Caucus – ICANN Staff  Bart Boswinkel (ccNSO)  David Conrad (TLG/TEG)  Marika Konings (GNSO, Working Groups)  Olof Nordling (GAC)  Barbara Roseman (ASO)  Steve Sheng (RSSAC, RSSAC Caucus, SSAC)  Heidi Ulrich (ALAC)  Joette Youkhanna (NOMCOM) FACT FINDERS (Survey Respondents):

7. | 7 Survey of Policy Development Support Common Template, 12 questions related to SO/AC/CG structures In these categories:  Attraction of Talent  Onboarding  Required Skills and Skill Gaps  Active Management of Membership  Support Tools for Stakeholders  Barriers to Participation  Motivations and Rewards  Stakeholder Progression or Hierarchy  Passive Followers  Newcomers  “Worker bees”  Leaders  Alumni Groups Examined ASO, ALAC, ccNSO, GAC, NOMCOM, RSSAC, RSSAC Caucus, SSAC GNSO, TLG/TEG, and Working Groups.

8. | 8  Motivations for participants vary greatly: new skills, networking, public recognition, sense of purpose, travel, friends, or “it’s their job”  Not all ICANN structures are open and accessible, or designed to be so.  True ‘volunteer’ opportunities for individuals are limited.  There is no clear or graduated path from newcomer to leadership.  Active recruitment or management is rare among ICANN structures.  “Being known in the community” is often a key attribute for advancement.  Little integration across structures or cross-participation in work High Level Observations We found more differences than similarities, but observed the following:

9. | 9 1. Providing tools and platforms to enable community recruitment and support community work (e.g. NCUC survey ideas) 2. Motivating behavior that builds a talent-attracting (and welcoming) culture 3. Addressing structural barriers to eliminate hurdles Proposed Next Step: Survey to solicit input & rank priorities PARTICIPATE IN THE SURVEY HERE https://www.surveymonkey.com/r/CPHFRHX Toward Solutions Based on 2 x 2 matrix responses on the Wiki, Staff identified 20 tactics / solutions in three areas:

10. | 10 Solution Examples – to be ranked via the survey Tools and Platforms Provide outreach toolkits for SO/AC/SG/C groups Deploy mentorship program Create web page links to each SO/AC/SG/C Leverage icann.org profiles to show experience level Provide membership management software Welcoming Culture Rework travel support to fund more new volunteers Publicly recognize best practice for recruitment Sanction non-performing or non-contributing volunteers Emphasize motivating factors for participants (e.g. professional skills) Emphasize working groups and policy development processes as starting points Structural Issues Link newcomer and fellow programs more directly with SO/AC/SG/C needs Create a program to identify and develop high potential future leaders

11. | 11 Strategic Questions for Discussion If we agree that attraction, development and retention volunteer talent is important to ICANN’s effectiveness and sustainability, how can we convey that? How can we attract new volunteers by SUBJECT MATTER or TOPIC OF INTEREST in addition to where in ICANN structures they may fit? How can ICANN’s Fellowship, Newcomer, NextGen and other programs (e.g. CROPP) be tailored to serve the needs of those SO/AC/SG/Cs who need talent?

12. Work Status: ICANN Mentorship Program Update at June 2015

13. | 13 The Challenge ICANN Community leaders have expressed their desire for a program that connects experienced ICANN stakeholders with novice stakeholders. This wish was echoed in multiple community inputs over the course of ICANN 52 in Singapore. A mentoring program would support keeping newcomers in the ICANN community after they initially participate in an ICANN meeting, subscribe to a mailing list, etc. It would also support “turning lurkers into workers” giving newer volunteers the tools and confidence to participate.

14. | 14 The Proposed Solution An ICANN mentoring program will match experienced ICANN community members with newcomers in order to facilitate their integration into the ICANN community through continuous advice and support, both in-person and online, as well as during and in between ICANN meetings. A successful ICANN mentoring program will help increase the likelihood of newcomers actively participating in the ICANN community, and help ensure their experience is both personally rewarding and benefits ICANN. The Idea: “Borrow the IETF Mentorship Program on the back-end and use an attractive web interface on the front-end, adding robust communications and pre-seeding with participants”

15. | 15 A Look at the IETF Model

16. | 16 A Model for ICANN?

17. | 17 A Model for ICANN?

18. | 18 A Model for ICANN?

19. | 19 Principles for a Program  Program needs to be pre-seeded with mentors “ready to go”.  The program requires a robust communications and launch plan.  ICANN.org profiles to form the basis of the program in terms of identifying skill-sets and matching mentors with mentees.  Program will be housed in Public Responsibility Department and requires one ICANN staffer to be the program liaison and manager.  Mentorships should not be limited by geography, time-frame, nor dependent on/linked to ICANN meetings.  Program should be as self-organizing as possible, without the need for burdensome infrastructure, evaluation or reporting.  Expectations for behavior for both mentors and mentees must be documented for the program, and agreed to by the community.  NEXT STEP – identification of pilot mentors, preparation of websites Upon review of existing programs and past attempts, the staff team recommends the following tactics and principles:

20. Thank You