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<div class="moz-cite-prefix">+1 Evan,<br>
<br>
Very constructive.<br>
<br>
<br>
<pre class="moz-signature" cols="72">Louis Houle
Président
Société Internet du Québec - ISOC Québec
<a class="moz-txt-link-abbreviated" href="mailto:Louis.Houle@isocquebec.org">Louis.Houle@isocquebec.org</a>
<a class="moz-txt-link-abbreviated" href="http://www.isocquebec.org">www.isocquebec.org</a>
Visitez le <a class="moz-txt-link-abbreviated" href="http://www.naralo.org">www.naralo.org</a> </pre>
Le 2014-05-21 18:48, Evan Leibovitch a écrit :<br>
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cite="mid:CAMguqh3fXOzdSTCK2yJgg6yftBj-gxTTYYegdumwH-5KAE5vgw@mail.gmail.com"
type="cite">
<div dir="ltr">Hello all.
<div><br>
</div>
<div>A few comments, not in any particular order:</div>
<div>
<ol>
<li>ISOC Global, whether it is aware or not, has a
tremendous pool of untapped knowledge and presence that
could be of immense value to chapters. To take just one
example, ISOC has a presence at just about every major
Internet Governance event (ITU, ICANN, IGF, etc etc). As a
participant it is aware of who is at these meetings
representing governments, businesses and civil society.
Such intelligence can be easily assembled into a database
that is usable by chapters at the local level so they
know, at very least, who is supposedly representing their
local community's interests at the international level. At
very least ISOC can provide such local intelligence to
each chapter; ideally, they could be helping to introduce
their chapters to their representatives.<br>
<br>
<br>
</li>
<li>A similar form of intelligence can be useful for
sponsorships. While ISOC has relationships with many
multinationals as organizational members, it is in the
interests of both these members and the chapters to have
positive relationships between chapters and these orgs'
local offices. Even in (maybe especially in!) countries
that don't have a specific presence by the multinational,
a relationship with local chapters can be mutually
beneficial. It is in the common interest of ISOC Global
and its chapters to develop a strategy to engage
organizational members (and to extend this into a
corporate outreach strategy that may appeal to potential
organizational members who need more convincing.)<br>
<br>
Now that ISOC Global is no longer competing with chapters
for funding, we have some really good opportunities to
create "sponsorship pools" into which multinationals can
contribute, that is distributed to chapters and split
based on a formula TBD. Such initiative suggests both
innovation, and reflects the kind of corporate cultural
evolution that ISOC needs to show the world.<br>
<br>
<br>
</li>
<li>Far, far, FAR more needs to be done on the policy side,
notably in explaining complex Internet issues in simple
terms in multiple languages. I would go as far as to say
that, in my personal bias, public policy education is the
one area in which ISOC is most badly needed by the world,
and where it is doing the least. Making Internet
technology issues understandable and localized is IMO one
of the primary tasks of a chapter. ISOC Global cannot
possibly do this alone. But also the Chapters need the
support of Global policy staff, as well as a more full
commitment to bottom-up policy development as the issues
are better understood at the bottom.<br>
<br>
There is much to be learned (and inspired) from the Deploy
360 approach which I consider one of ISOC's successes; but
that program is not targeted at the public and cannot
simply be tuned in that direction.<br>
<br>
<br>
</li>
<li>I believe that the annual grant to chapters should not
necessarily be earmarked for events, and should be allowed
to be used for general outreach, education and operational
costs. I would also tie the annual amount to ISOC general
revenue, increasing if it rises and falling if it drops.
Share the benefit, share the pain. Common interest.<br>
<br>
Having said that, I do not believe that ISOC Global has an
obligation to fund chapter staff; nevertheless, there are
innovative approaches (such as the "sponsor pool"
mentioned above) that ISOC can implement to increase
Chapters' ability to attract extra revenues (as well as
its own).<br>
<br>
<br>
</li>
<li>Regarding media engagement: as ISOC staff know, this is
a personal passion of mine as well as my traditional
career bent. I have made some proposals on this subject,
including one that constituted an unsuccessful community
grant application last year. I am continuing to engage
staff on this issue and have given it substantial ongoing
analysis. ISOC ought to be viewed as the definitive
authority on end-user interests in the Internet in every
locality in which it has a presence either directly or
through a Chapter; IMO a successful media strategy demands
that as an objective. I would add that this is not a
rich-country/poor-country issue; ISOC's presence in the IT
mainstream *everywhere* is far from optimal.<br>
<br>
As one hint: I am an enthusiastic backer of the "Internet
Strong" campaign theme and believe that both ISOC Global
and ISOC Chapters can and should do far more to leverage
this into a global, decentralized media strategy. As a
start, I suggest a Working Group that includes
media-minded Chapter members and ISOC's own media staff.</li>
</ol>
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<div class="gmail_extra">
<div><br>
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-- <br>
<div style="text-align:center">
<div style="text-align:left">Evan Leibovitch</div>
<div style="text-align:left">Toronto Canada</div>
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<div style="text-align:left">Em: evan at telly dot org</div>
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<div style="text-align:center">
<div style="text-align:left">Sk: evanleibovitch</div>
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<div style="text-align:center">
<div style="text-align:left">
Tw: el56</div>
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