• .NYC Advisory Board Action Plan

last modified January 15, 2014 by tomlowenhaupt

The communication channels and outreach efforts to be used by Connecting.nyc to aide the .NYC Advisory Board are discussed here.


Engagement Opportunities
Indicators

Domain Name Sales - Landrush
TLD # Sold
Duration
 .pw  50,000  21 days
     

Source: .pw - CircleID

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Toward Inclusive, Participatory, Public Engagement

Public engagement in planning and oversight of New York City's TLD through the .NYC Advisory Board provides a key opportunity to hear city resident views about the role a TLD can play in creating a more prosperous and livable city.

With a TLD's scope, features, and capabilities unfamiliar territory for most city residents, education will be essential part of public engagement. The field of Technology Assessment provides some excellent insights on seeding encounters with background and experience on the opportunities a TLD presents will be an important aspect of the Advisory Board's responsibilities. An early element of TA might be thought of as an TLD Literacy Campaign.

As the .NYC Advisory Board is without dedicated staff or budget, gathering the resources is an early hurdle. The Board's lack of tangible support might shed a negative light on the city's commitment to the TLD. A collaborative funding effort through Kickstarter or Neighbor.ly, might be explored as one resource channel.

The Board's activities should prove beneficial to TLD's review by ICANN, as a demonstration of community engagement, and to the contractor's marketing effort. The outcome of the assessment could provide the basis for ICANN's Public Interest Commitments.

Long term, institutionalizing an effective .NYC Advisory Board and a public engagement platform will empower residents to drive innovation and use the TLD to create a more livable city.

The Board's activities should also provide insight into standards, best practices, and governance for the other global cities seeking TLDs.

Communication Channels

Several categories of communication channels are essential to the Board's success.

  • Member To Member Channels - To plan and undertake its activities the board must open communication channels between members. Email has already been used. A repository of some sort, a wiki, google doc, or community page might assist.
  • Public Outreach - Engaging the public in imagining how the TLD can best serve our city should involve these steps:
    • Outreach to alert and engage potential new participants
    • Converting participants into effective commenters
    • Making substantive opportunities and pitfalls information accessible
  • To reach the general public about the opportunities presented by the .NYC TLD the board might best benefit by using these channels.
    • Public Access Channels - Each of the 5 boroughs has public access cable channels.
    • NY Tech Meetup - 30,000+ members,
    • New York Technology Council 
    • Public Hearings in conjunction with Borough Presidents and Community Boards in each borough.
    • BigApps Competition
    • As part of the update to the Digital Road Map.
  • Feedback
    • Blog
    • Wiki - Should we use a city resource (Rachel mentioned a city wiki) or open our own?
    • Twitter - Use #dotNYC or start another?
    • Facebook
    • Google+ 
    • City digital Channels 
  • Decision Aids

Board Activities

These and other channels might be used for actions such as:

  • Communication Channels
  • Public Hearings
    • on speculative uses of domain names
    • leasing vs selling 
    • third level names
  • Crowdcrafting - To engage public in decision making process. See draft project.

Background Documents

Several status documents were discussed during the meeting with copies to be forwarded to the board members:

  • Briefing by the contractor.
  • Advisory process -
  •  How do the Board's findings fit in with the contractors activities?
  • Reserved names list
  • Premium names lis

Recommendations

Our initial thoughts on duties, process, and outcomes:

  • Duties – The Internet is not mentioned in the 1987 city charter, but developments of similar scope must go through a Uniform Land Use Review Process. ULURP requires that plans having a significant impact on communities be reviewed by affected Community Boards. Modeling it upon ULURP, the CAB should be required to hear from all sections of the city - each of the 59 community boards or blocks of them as determined by the boards in consultation with the elected Borough Presidents. Outreach efforts should “seed” policy questions to facilitate public engagement with the issues. Long term, the CAB should look toward sustaining tasks such as:

    • Support innovation, investment, and competition in Information and Communication Technologies (ICTs) and related areas across the regional economy and encourage creativity in the development and use of the Internet and ICT goods and services as a leading area of innovation;
    • Facilitate convergence of digital networks, devices, applications and services, and promote ubiquitous access to ICT networks and services, calling the attention of regional governments to the major implications of such developments;
    • Contribute to strengthening the resilience and security of information systems and networks as well as the protection of privacy to enhance trust in the use of Internet and ICT goods and services;
    • Foster co-operation with cities globally and facilitate the development, and, as appropriate, the co-ordination of their policies at the national and international levels;
    • Promote exchange of experience among cities in the information, computer, and communication policy areas, including the development of indicators to measure the information society.
  • Process – A salaried executive director should assist the .NYC Advisory Board. The executive director's responsibilities should include facilitating communication between Board members, and between Board members and the public. Relating to the listening sessions, the director shall:

    • Schedule and organize a series of public "listening sessions" before the city's community boards, minimally one session per borough. Listening sessions are to be scheduled and coordinated in consultation with the community boards.
    • Invitations to listening sessions are to include policy "seeds" that present issues, options, and possible impacts. Invitations should be distributed by city government, especially the community boards, civil society, the business community, and through readily available digital channels.
    • Listening sessions are to be webcast and archived.
    • A wiki and discussion venue for digital participation are to be made available for those unable to participate in the face to face meetings. 
    • At the conclusion of six month listening session the CAB shall consolidate face -to-face and digital input and present its consensus for review by city lawmakers.
  • Events - Engaging the public in planning .nyc's future will be particularly challenging as few are aware of the potential. The following events might prove beneficial.

    • Topic paper seeding
    • Hackdays
      • The Third Level -
      • Privacy and the Sustainable City - THE PRIVACY TOS
      • K-12 + Education Programs
      • Economic Development - with NY Tech
      • Policing the .nyc TLD 
    • Borough Hearings
  • Outcomes – Recommendations of the CAB, when not precluded by the NeuStar contract, are to be appended to the current agreement. Implementation is to be monitored by the CAB. Recommendations outside the scope of the extant contact should be brought to the contractor or other responsible entities for consideration. 

  • Long Term - Top Level Domains are just part of a state-of-the-art digital infrastructure. High speed access and literacy training are other critical elements. While the CAB now needs to focus on the city's TLD, as the immediate challenges move toward resolution, perhaps its portfolio should be expanded to cover all critical resources. 

Enhancing the Organic Resources

Beyond the traditional local outreach and engagement efforts, the organic growth of the Internet governance name-set - At-Large.nyc, governance.nyc, IG.nyc, etc. - can aide residents in identifying and interacting with the governance process. Connecting.nyc Inc. in its rol as an ICANN At-Large Structure is pursuing the reservation and activation of these domain names.

.NYC Advisory Board Links

.NYC Advisory Board Meetings

Related Resources

  • Hoboken.nyc - The impact the .nyc TLD will have upon neighboring territories.
  • Participatory Budgeting - A few NYC council districts are experimenting with participatory budgeting. Lessons on membership and decision making are to be found in the Participatory Budgeting Rule Book.
  • Wiki Government - Beth Noveck's excellent book on using wiki technology to improve public participation in government.
  • Danish Tech Panels - Several times a year the Danish government convened a panel of fifteen ordinary citizens scientifically selected to represent the diversity of the Danish population to help study and recommend policy guidelines for a particular technology. (Note: The panels ceased operating in May 2012.) 
  • Rulemaking 2.0 - IBM's thoughts on engaging the public in rulemaking.

Key .nyc Pages