INTERNATIONAL TELECOMMUNICATION UNION

INTERNATIONAL TELECOMMUNICATION UNIONINTERNATIONAL TELECOMMUNICATION UNION

REVIEW OF THE MANAGEMENT OF THE UNIONREVIEW OF THE MANAGEMENT OF THE UNION

DECISION COM6/1 (Marrakesh)DECISION COM6/1 (Marrakesh)

INTERNATIONAL TELECOMMUNICATION UNION

GROUP OF SPECIALISTS TO REVIEW THE MANAGEMENT OF THE UNION(DECISION COM6/1 (Marrakesh, 2002))

Document WGOS/02-E

10 January 2003

Original: English

GENEVA, 9 JANUARY 2003

INTERNATIONAL TELECOMMUNICATIONS UNIONINTERNATIONAL TELECOMMUNICATIONS UNIONREVIEW OF THE MANAGEMENT OF THE UNIONREVIEW OF THE MANAGEMENT OF THE UNION

DECISION COM6/1 (Marrakesh, 2002) DECISION COM6/1 (Marrakesh, 2002)

• OBJECTIVES

This document was prepared based on the review of documents and reports available at ITU and is intended to transmit to the members of the Group of Specialists, our understanding of the work to be performed at ITU following the decisions of the Marrakesh Plenipotentiary Conference. It should be understood as a working document to facilitate the discussions on the kick-off meeting to be held in Geneva on January 9, 2003. Any questions concerning this document could be sent to our email,

[email protected] or [email protected]

or by calling at the following telephone numbers:

Anacom: 00351-217212722

Mobile: 00351-919 699 699



• TERMS OF REFERENCETo identify and evaluate options, with supporting pros and cons, relating to the effectiveness, efficiency and economy of the management and the administration of the Union as a whole, considering all elements that would contribute to efficient an effective fulfilment of the functions and duties of ITU, and in particular to review:

1. The organization of the Union’s financial management, including:

• Performing a thorough examination of ITU, including the system of budgets managed by the Sectors, so as to identify all opportunities for savings and ensure maximum economic use of Union resources;

• Identifying the necessary control mechanisms to ensure appropriate accountability and control, including any role the Deputy Secretary-General, might take in financial approval;

• Recommending appropriate changes to the Financial Regulations;

2. Various functions to see how they could further support the activities of the Union and in the light of the changes in priorities of the membership, (e.g. The library and the Strategy and Policy Unit (SPU);

3. The present distribution of tasks related to documentation and publications among the relevant departments of the General Secretariat and the Bureaux, identifying situations which give rise to problems of quality control, and clarifying the assignment of responsibilities and accountability;

4. Interpretation and translation staffing and systems, including partial outsourcing;5. The provision of financial information to member states;6. Better use of the centralized support services of the General Secretariat in order to achieve cost

reduction in relation to telecom activities;7. Common administrative functions of each Sector, including their consolidation into the General

Secretariat;8. Simplification of internal procedures

INTERNATION AL TELECOMMUNICATIONS UNIONINTERNATION AL TELECOMMUNICATIONS UNIONREVIEW OF THE MANAGEMENT OF THE UNIONREVIEW OF THE MANAGEMENT OF THE UNION

DECISION COM6/1 (Marrakesh, 2002)DECISION COM6/1 (Marrakesh, 2002)

• OUR UNDERSTANDING OF THE WORK OF THE GROUP OF EXPERTS

• Although not defined as such, our understanding of objectives defined for the group of specialists, is that it consists of an integrated analysis of the activities of ITU and its management, processes and systems, with a fundamental objective of improving the effectiveness of the organization in the use of its resources and results. In synthesis the work to be performed could be characterised as follows:

• Objectives: Significant improvements in the operation and results of the activities of ITU

• Approach: Top-down, that means that we will have first to look to the forest in order to be able to look to its roots. Real changes have to be radical, e.g. they have to go to the roots of the problems and, when necessary, they must result in a redesign/reinvention of the activity processes

• Emphasis: Must be strategic and not simply oriented towards marginal improvements

• Actions: Redesigning/Reinventing processes, apply technologies

• Type of changes: Deep changes where necessary

• Role of the ITU staff: Active participation

• Pay back of Results: 1 to three years, depending on the pace of implementation

• Significance of technology: Fundamental



• REFERENCE CHART FOR THE WORK• The terms of reference for the work to be performed, require the group to

follow an integrated approach summarized on the chart below:

STRATEGY

PROCESSES

HUMANRESOURCES

TECHNOLOGY

Definition of strategy and the initiatives established to achieve objectives

Be innovative when applying technologies:Technology of physical processesInformation technologies

Develop competencies by:CommunicationTrainingMotivationPerformance evaluation

Re-invent, optimize:Information processesDecision/action processes



• IN SUMMARY OUR UNDERSTANDING OF THE TERMS OF REFERENCE IS THAT THE MISSION OF THE GROUP OF EXPERTS WILL CONSIST OF:

– DEVELOPING AND IMPLEMENTING A PROJECT OF CHANGE WHICH LOOKS AFTER MATERIALIZING SIGNIFICANT IMPROVEMENTS IN THE PERFORMANCE OF ITU, IMPROVEMENTS THAT CAN BE SELF-NOURISHED, THROUGH A SEARCH FOR COMPATABILITY OF ITS HUMAN RESOURCES, ITS PROCESSES AND TECHNOLOGIES, WITH ITS STRATEGIC IMPERATIVES IN AN HARMONIC AND COHERENT BASIS.



• Methodology: a synthetic vision

Strategic vision

Shared Vision

Evaluation Analysis

Master Plan

Operation

Ongoing evaluationContinuous improvement

HR Processes

Technology

DesignPilot project

Implementation

Organization of working teams

Establishment of a context that promotes the interest in change

Development of programs for management of change

Current work Work to be performed after the decision of the council

Council meetingDecision to go

ahead



• Sequence of the work– Shared vision

– Diagnosis and evaluation of current situation

Scope and objectives• Establish a common understanding about the

expectations of Union members, its employees,operators and manufacturers and other related entities about its functioning

• Definition and communication of objectives and strategic orientations

• Define necessary critical competencies• Develop a shared vision at strategic and operating

levels

Results to be obtained• Analysis of referred expectations• Strengths and weaknesses of the Union• Critical competencies available• Strategies and priorities• Applicable technologies• Operating vision of goals, changes needed and

the ideal model• Critical success factors of the Union and of the

measures to be implemented

Scope and objectives• Evaluation of fundamental resources (HR,

Processes and Technologies)• Analysis of differences between the operating

vision and the current situation• Identification of initiatives that will eliminate

the differences

KPI’s: Key Performance Indicators

Results to be obtained•Specification of requisites necessary for the practical implementation of the initiatives identified•Description of the model of processes As-is and To-be•Definition of future organization and potential impact on present organization•Brief description of new processes•Proposed solutions for technology•KPI’s to the present and the new model•Potential barriers to change•Main initiatives necessary•Decision to go ahead



• Sequence of the work (To be performed after the decision of the Council to go ahead with proposed solution)

– Master Plan

– Design and implementation

Scope and objectives:•Development of model of current activities•Development of a vision of how new model will affect current operations•Definition of KPI’s and goals to be achieved•Development of a road map to reach the established objectives•Development of analysis cost/benefit

Results to be obtained:•Analysis of current operations and model of processes•Description of the solutions necessary to implement the new model (To-be)•Model for the analysis of economic impact•Definition of priorities•Preparation of implementation plan•Detailed description of each project•Implementation plan and time table•Contingency plan to deal with risks•Resources necessary

Scope and objectives:•Detailed preparation of specifications for each project•Test of solutions and demonstration of benefits through the use of pilot projects•Execution of a complete migration to the new solution

Results to be obtained:•Detailed design of all new processes, organization changes and technology solutions•Preparation of job descriptions for each function•Preparation of necessary training programs•Development of technology solutions •Implementation of systems for the measurement of KPI’s•Development of a program for management of change•Implementation of new model of processes in a pilot experience•New processes tested and in cruise speed


ANNEX TO THE DECISION COM6/1 (Marrakesh, 2002)ANNEX TO THE DECISION COM6/1 (Marrakesh, 2002)

• Sequence of the work– Operation and ongoing evaluation and improvements

Scope and objectives:•Refinement of changes introduced by the implementation of new solutions•Monitoring of the evolution of KPI’s and •Quantification of benefits obtained vis-a-vis•the estimates prepared in prior phases•Establishment of more ambitious goals•Development of a culture of excellence and of commitment with continuous improvement

Results to be obtained:•A dramatic improvement in the effectiveness and efficiency of the processes and the activities of the Union•Significant tangible and intangible benefits•The mechanisms for the development of a culture of continuous improvements


ANNEX TO THE DECISION COM6/1 (Marrakesh, 2002)ANNEX TO THE DECISION COM6/1 (Marrakesh, 2002)

• Working program• To be developed in two phases:

– The first phase of the work should cover only the first two steps. This work requires some time to be completed raise questions as to the possibility of completing it until the end of March, on time for distribution to the council members for the May Council Meeting; therefore,

– A possibility should be considered to postpone the Council Meeting to a later date

• So far we had access to several reports prepared over the last years. These reports were prepared by several entities and they contain excellent recommendations for the improvement of ITU activities. Their recommendations must be considered in the work to be performed by the group of specialists, as they represent a good basis to start the analysis and they will probably help in reducing substantially the time necessary to prepare the first report to the council. For information we indicate below some of the reports to which we had access:



– Working program (Cont.)

Report from the Joint Inspection Unit of 11 May 2001

ITU: The Case for Change from ETNO and ECTEL

ETNO Reflection Document on the Strategic Development of ITU

Final Report to the Council by the Working Group on ITU Reform

Reforming ITU: recommendations of the Reform Advisory Panel of March 2000

After an analysis of the above referred documents it is apparently clear that the required changes were not made due to a lack of ideas, but due to a delay in their implementation. Therefore we could expect that the work confirms most of the conclusions of previous reports, and a more detailed review of these reports should be one of the first steps of the work program.



• Working program (Cont.)

Due to delays in the organization of the group of specialists and some constraints in the organization of the first formal meeting, in order to move as quickly as possible we propose a work program which we believe will better serve the objectives of the work and which will include:

• A kick-off meeting in Geneva, on January 9, 2003, where we will have a first opportunity for a joint discussion of the work program

• A preliminary phase for the collection of information and interviews for the preparation of a further meeting in February. During this preliminary phase we propose that the following work could be performed:



• Working program (Cont.)

– Review of the financial statements and management and auditors reports for the last three years– Review of the union budgets for the period 2000/2001 and the proposed budget for the years 2002/2003– Review of accounting and reporting systems of the union– Review of the procedures for the preparation of the budgets – Review and analysis of the management control systems and procedures– Review and analysis of the current organization, including the levels of autonomy of the General Secretary

in the management of the Union and the levels of decentralization and management of the budgets by the Directors of the Bureaux

– Review and analysis of the organisation and levels of staff and costs of the supporting functions (Administration, Finance, HR, etc.)

– Review and analysis of the headcount levels and the HR management systems– Review of the methods of accounting for costs and the processes for their allocation and recovery– Preparation of the first formal meeting to be held in February with the presence of all the members of the

Group of Specialists

• A second phase to be developed after the February meeting, which would basically consist in the review and analysis according to a program prepared during the meeting and the preparation of a report for analysis of the members of the Group of Specialists, as a basis for the preparation of a first report to the Council

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