Strategic Plan for the Union 2016-2019 375511 Plan... · structure of the strategic plan 4 2. ......
Transcript of Strategic Plan for the Union 2016-2019 375511 Plan... · structure of the strategic plan 4 2. ......
Foreword by the Secretary General of the ITU 3
1. ITU results-based management framework and structure of the strategic plan 4
2. ITU vision, mission and values 5
2.1 Vision 5
2.2 Mission 5
2.3 Values 5
3. Strategic goals and targets of the Union 6
3.1 Strategic goals 6
3.1.1 Goal 1: Growth – Enable and foster access to and increased use of telecommunications/ICTs 6
3.1.2 Goal 2: Inclusiveness – Bridge the digital divide and provide broadband for all 6
3.1.3 Goal 3: Sustainability – Manage challenges resulting from telecommunication/ICT development 7
3.1.4 Goal 4: Innovation and partnership – Lead, improve and adapt to the changing telecommunication/ICT environment 7
3.2 Targets of the Union 7
3.2.1 Principles for global telecommunication/ICT targets 7
3.2.2 Global telecommunication/ICT targets 7
3.3 Strategic risk management and mitigation 9
4. Sectoral and intersectoral objectives, outcomes and outputs 11
4.1 Sectoral and intersectoral objectives 11
4.2 Objectives, outcomes and outputs 14
4.3 Enablers 27
5. Implementation and evaluation 29
5.1 Linkage between strategic, operational and financial planning 29
5.2 Implementation criteria 30
5.3 Monitoring, evaluation and risk management in the ITU results based management framework 32
Allocation of resources to objectives and strategic goals 33
Glossary of the strategic plan for the Union for 2016-2019 34
TABLE OF CONTENTS
Strategic plan for the Union for 2016-2019
3
Strategic plan for the Union for 2016-2019
FOREWORD BY THE SECRETARY GENERAL OF THE ITU
The Strategic plan for the Union for 2016-2019, adopted by membership at the 2014 Plenipotentiary Conference in Busan, Korea (PP-14), guides the activities of the Union in accordance with the Basic Instruments of the ITU. It sets the vision, mission and values of the organization, an ITU-wide set of strategic goals and targets, and ITU Sector and intersectoral objectives and outcomes to be achieved in the next four-year period.
The Plenipotentiary Conference also adopted the ‘Connect 2020 Agenda for Global Telecommunication/ICT Development’, where Member States, inspired by ITU’s Strategic plan, have committed to the same vision and goals and to achieve the same targets by 2020, in collaboration with all stakeholders across the ICT ecosystem.
In elaborating the plan, ITU undertook public consultations which included the wide participation of key stakeholders. It was the first time a UN Agency openly consulted the public on its future strategy.
The key words for the implementation of this strategy will be vision, action and harmony. The vision will be reflected in the way ITU’s priorities, as defined by our members at PP-14, are tackled; action, in the efforts to energetically execute and implement these priorities to the satisfaction of members in making that vision a reality; and harmony, in the approach to collaborating with an increasingly wide range of actors in today’s fast-moving, fast-growing ICT sector.
The plan includes four strategic goals – growth, inclusiveness, sustainability, and innovation and partnership – aiming to help ITU continue meeting the challenges ahead as well as embracing new opportunities.
In growing ICT access, ITU membership aims to foster growth in the use of ICTs and create a positive impact on socio-economic development. By including everyone, the benefits of ICTs would be extended to all, bridging digital divides and reaching marginal and vulnerable populations. The ability to sustain the tremendous benefits delivered by the ICTs is key, since growth also brings challenges and risks that need to be managed. By innovating and advancing partnerships, the evolving ICT ecosystem can ensure its adaptation to the rapidly changing technological and social environment.
Improved efficiency will be required to imple-ment all planned activities while providing the highest quality services to membership, and the ongoing implementation of results-based management is key to achieving it. ITU will implement the Strategic Plan backed by the deep knowledge and expertise of its staff and membership, and its proven ability over 150 years to adapt, reform and inno-vate to stay in tune with market demands.
It is my pleasure to present the Strategic plan for the Union for 2016-2019.
Houlin Zhao ITU Secretary-General March, 2015
TABLE OF CONTENTS
4
Strategic plan for the Union for 2016-2019
ANNEX 2 TO RESOLUTION 71 (REV. BUSAN, 2014)
The four-year strategy guides the activities of the Union for 2016-2019 in accordance with the ITU Constitution and Convention.
The structure of the strategic plan for the Union for 2016-2019 follows the structure of the ITU results-based management (RBM) framework, as shown in Section 1 below. Section 2 defines the vision, mission and values, Section 3 defines the ITU strategic goals and sets the targets, and Section 4 defines the Sectoral and intersectoral objectives, the outcomes, the enablers of the strategic goals and objectives of the Union and, for purposes of linkage between the strategic and operational plans of the Union, the Sectoral and intersectoral outputs. Section 5 plots the roadmap from strategy to execution, by laying down the implementation criteria for prioritization. The activities and outputs are defined in detail in the operational
planning process, thereby ensuring a strong linkage between strategic and operational planning (as described in § 5.1).
1. ITU results-based management framework and structure of the strategic plan
The results-based management (RBM) framework presented below describes the relationships between the activities of ITU, the outputs they produce, and the overall objectives and strategic goals of the Union, which contribute to the organization’s mission and vision.
The ITU results chain is divided into five levels: activities, outputs, objectives and outcomes, strategic goals and targets, and vision and mission. The ITU values represent overarching shared and common beliefs that drive the Union’s priorities.
Table 1 – The ITU RBM framework (as presented in the ITU strategic and operational plans)
R
BM p
lann
ing
Imp
lem
enta
tion
Vision & mission (Section 2)
Vision is the better world ITU wants to see.
Mission refers to the main overall purposes of the Union, as per the Basic Instruments of ITU.
Values: ITU
’s shared and comm
on beliefs that drive its p
riorities and guide all decision-m
aking processes (Section 2)
Strategic goals & targets (Section 3)
Strategic goals refer to the Union’s high-level targets to which the objectives contribute, directly or indirectly. They relate to the whole of ITU.
Targets are the expected results during the period of the strategic plan; they provide an indication as to whether the goal is being achieved. Targets may not always be achieved, for reasons that may be beyond the control of the Union.
Objectives & outcomes (Section 4)
Objectives refer to the specific aims of the Sectoral and intersectoral activities in a given period.
Outcomes provide an indication as to whether the objective is being achieved. Outcomes are usually partly, but not entirely, within the organization’s control.
Outputs (Section 4)
Outputs are the final tangible results, deliverables, products and services achieved by the Union in the implementation of the operational plans.
ActivitiesActivities are various actions/services for transforming resources (inputs) into outputs. Activities may be grouped into processes.
5
Strategic plan for the Union for 2016-2019
Each of the levels above represents a distinct step in the causal logic of the ITU RBM framework. The bottom two levels (activities and outputs) relate to how financial contributions from the membership and other revenues of ITU are being invested in order to implement various functions, programmes and initiatives of the Union. The top three levels refer to the actual changes and impact that ITU envisages, i.e. the long-term economic, socio-cultural, institutional, environmental, technological or other effects of the Union’s work.
2. ITU vision, mission and values
2.1 Vision
“An information society, empowered by the interconnected world, where telecommunication/ information and communication technologies enable and accelerate social, economic and environmentally sustainable growth and development for everyone.”
ITU is committed to enabling a connected world. In this interconnected world, information and communication technologies (ICTs) play a key role as an ultimate enabler for social, economic and environmentally sustainable development, benefiting each and every person on the planet. ICTs are redefining how development objectives may be achieved. Delivering affordable access to telecommunication/ICT networks, services and applications for all the world’s inhabitants is a vital driver of development.
2.2 Mission
“To promote, facilitate and foster affordable and universal access to telecommunication/ information and communication technology networks, services and applications and their use for social, economic and environmentally sustainable growth and development.”
2.3 Values
The core values of ITU are the principles and common beliefs that drive the priorities of the Union and the decision-making process of the organization.
People-centred, service-oriented and results-based
Being people-centred, ITU is focused on people in order to deliver results that matter to each and every individual. Being service-oriented, ITU is committed to further delivering high-quality services and maximizing satisfaction of beneficiaries and stakeholders. Being results-based, ITU aims for tangible results and to maximize the impact of its work.
Inclusiveness
Recognizing inclusiveness as a universal value, ITU is committed to ensuring that the benefits of telecommunications/ICTs reach everyone in an equitable manner, including developing countries1*, persons with specific needs and marginal and vulnerable populations, including youth, indigenous peoples, older persons, persons with disabilities, persons with diverse income levels, rural and remote populations, as well as ensuring gender equality in telecommunications/ICTs. The significance of inclusiveness is twofold: everyone benefits from the work of ITU, and everyone can contribute.
Universality and neutrality
As a United Nations specialized agency, ITU reaches, covers and represents all parts of the world. Within the remit of the Basic Instruments of the Union, its operations and activities reflect the express will of its membership. ITU also recognizes the overarching pre-eminence of human rights, including the right to freedom of opinion and expression, which includes the freedom to seek, receive and impart information and ideas through any media and regardless of frontiers, and the right to not be subjected to arbitrary interference with privacy.
1* These include the least developed countries, small island devel-oping states, landlocked developing countries and countries with economies in transition.
6
Strategic plan for the Union for 2016-2019
Synergies through collaboration
A diverse array of organizations contribute to the development of telecommunications/ICTs. ITU, as a major player in this diverse environment, embraces collaboration as the best way to contribute to the fulfilment of its mission.
Innovativeness
Innovation is a key element in the transformation of the telecommunication/ICT environment. In order to be successful in what it does, ITU recognizes that it must continuously contribute to shaping and adapting quickly to this rapidly changing telecommunication/ICT environment.
Efficiency
Efficiency is a concern for all stakeholders in the telecommunication/ICT environment. ITU is committed to providing increased value for money, focusing on its priorities and avoiding conflicting efforts and activities.
Continuous improvement
Recognizing that in a fast-moving, rapidly-evolving environment there are no permanent solutions, ITU embraces the value of continuous improvement of its products, services and processes, by adjusting focus as required and raising performance and quality standards.
Transparency
As an enabler for many of the above values, transparency allows accountability for decisions, actions and results. Embracing transparency, ITU communicates and demonstrates progress towards the achievement of its goals.
3. Strategic goals and targets of the Union
3.1 Strategic goals
The ITU Council, in its role in managing the Union between plenipotentiary conferences, and all three ITU Sectors will cooperate towards achievement of the ITU-wide goals: the ITU Radiocommunication Sector (ITU-R), the ITU Telecommunication Standardization Sector (ITU-T) and the ITU Telecommunication
Development Sector (ITU-D). Successful coordination and collaboration among the Sectors, their three Bureaux and the General Secretariat shall underpin the Union’s progress in achieving these goals.
In 2016-2019, ITU will work to achieve its mission through the following four goals:
3.1.1 Goal 1: Growth – Enable and foster access to and increased use of telecommunications/ICTs
Recognizing the role of telecommunications/ICTs as a key enabler for social, economic and environmentally sustainable development, ITU will work to enable and foster access to, and increase the use of, telecommunications/ICTs. Growth in the use of telecommunications/ICTs has a positive impact on short- and long-term socio-economic development. The Union, including its members, is committed to working together and collaborating with all stakeholders in the telecommunication/ICT environment in order to achieve this goal.
3.1.2 Goal 2: Inclusiveness – Bridge the digital divide and provide broadband for all
Being committed to ensuring that everyone without exception benefits from telecommunications/ICTs, ITU will work to bridge the digital divide and enable the provision of broadband for all. Bridging the digital divide focuses on global telecommunication/ICT inclusiveness, fostering telecommunication/ICT access, accessibility, affordability and use in all countries and regions and for all peoples, including marginal and vulnerable populations, such as women, children, people with different income levels, indigenous peoples, older persons and persons with disabilities. The Union will continue to work towards enabling the provision of broadband for all, so everyone can take advantage of these benefits.
7
Strategic plan for the Union for 2016-2019
3.1.3 Goal 3: Sustainability – Manage challenges resulting from telecommunication/ICT development
To promote the beneficial use of telecommunications/ICTs, ITU recognizes the need to manage challenges that emerge from the rapid growth of telecommunications/ICTs. The Union focuses on enhancing the sustainable and safe use of telecommunications/ICTs, in close collaboration with all organizations and entities. Accordingly, the Union will work towards minimizing the negative impact of undesired collaterals, such as cybersecurity threats, including potential harm to the most vulnerable parts of society, in particular children, and negative effects on the environment, including e-waste.
3.1.4 Goal 4: Innovation and partnership – Lead, improve and adapt to the changing telecommunication/ICT environment
The fourth goal of ITU’s strategy for 2016-2019 is innovation: fostering an innovative ecosystem and adapting to the changing telecommunication/ICT environment. In the rapidly evolving environment, the goal set by the Union is to contribute to the development of an environment that is sufficiently conducive to innovation, where advances in new technologies and strategic partnerships become a key driver for the post-2015 development agenda. The Union recognizes the global need to adapt systems and practices continuously, since technological innovation is transforming the telecommunication/ICT environment. The Union recognizes the need to foster engagement and cooperation with other entities and organizations in pursuing that goal.
3.2 Targets of the Union
Targets represent the effect and long-term impact of ITU’s work and provide an indication of progress towards achievement of the strategic goals. The Union will work collaboratively with the full range of other organizations and entities around the world committed to advancing the
use of telecommunications/ICTs. The purpose of such targets is to provide the direction where the Union should focus its attention and to materialize the ITU vision for an interconnected world for the fouryear period of the strategic plan.
3.2.1 Principles for global telecommunication/ICT targets
Following best practice for setting targets, the global telecommunication/ICT targets are set in compliance with the following criteria:
– Specific: Targets describe the tangible impact that ITU would like to see from its efforts: the long-term economic, socio-cultural, institutional, environmental, technological or other effects sought, which may, however, be largely outside the Union’s direct control.
– Measurable: Targets build on existing statistical indicators, leveraging ITU knowledge bases, are measurable and have an established baseline.
– Action-oriented: Targets guide specific efforts under the strategic and operational plans of the Union.
– Realistic and relevant: Targets are ambitious, but realistic, and are linked with the strategic goals of the Union.
– Time-bound and traceable: Targets correspond to the time-frame within the four-year period of the strategic plan of the Union, i.e. by 2020.
3.2.2 Global telecommunication/ICT targets
Table 2 below presents the global telecommunication/ICT targets for each of the ITU’s strategic goals.
8
Strategic plan for the Union for 2016-2019
Table 2 – Global telecommunication/ICT targets
Goal 1: Growth – Enable and foster access to and increased use of telecommunications/ICT
– Target 1.1: Worldwide, 55 per cent of households should have access to theInternet by 2020
– Target 1.2: Worldwide, 60 per cent of individuals should be using the Internet by 2020
– Target 1.3: Worldwide, telecommunications/ICTs should be 40 per cent more affordableby 2020 41
Goal 2: Inclusiveness – Bridge the digital divide and provide broadband for all
– Target 2.1.A: In the developing world, 50 per cent of households should haveaccess to the Internet by 2020
– Target 2.1.B: In the least developed countries (LDCs), 15 per cent of householdsshould have access to the Internet by 2020
– Target 2.2.A: In the developing world, 50 per cent of individuals should be usingthe Internet by 2020
– Target 2.2.B: In the least developed countries (LDCs), 20 per cent of individualsshould be using the Internet by 2020
– Target 2.3.A: The affordability gap between developed and developing countriesshould be reduced by 40 per cent by 2020 42
– Target 2.3.B: Broadband services should cost no more than 5 per cent of averagemonthly income in developing countries by 2020
– Target 2.4: Worldwide, 90 per cent of the rural population should be covered bybroadband services by 2020 43
– Target 2.5.A: Gender equality among Internet users should be reached by 2020
– Target 2.5.B: Enabling environments ensuring accessible telecommunications/ICTs forpersons with disabilities should be established in all countries by 2020
Goal 3: Sustainability – Manage challenges resulting from the telecommunication/ICT development
– Target 3.1: Cybersecurity readiness should be improved by 40 per cent by 2020
– Target 3.2: Volume of redundant e-waste to be reduced by 50 per cent by 2020 44
– Target 3.3: Greenhouse gas emissions generated by the telecommunication/ICT sectorto be decreased per device by 30 per cent by 2020 45
Goal 4: Innovation and partnership – Lead, improve and adapt to the changing telecommunication/ICT environment
– Target 4.1: Telecommunication/ICT environment conducive to innovation 46
– Target 4.2: Effective partnerships of stakeholders in the telecommunication/ICTenvironment 747
41 Cost of ICT services to be 60 per cent of the 2012 value.42 Cost of ICT services comparing to the 2012 value.43 Due to data limitations, currently mobile-broadband signal coverage is considered in determining this target.
9
Strategic plan for the Union for 2016-2019
3.3 Strategic risk management and mitigation
Bearing in mind the prevailing challenges, evolutions and transformations that have the most potential to impact on ITU activities during the period of the strategic plan, the list of top-level strategic risks presented in Table 3 has been identified, analysed and evaluated. These risks have been considered when planning the strategy for 2016-2019, and the corresponding mitigation measures have been identified as necessary. It should be emphasized that the strategic risks are not meant to represent deficiencies of ITU’s operations. They represent forward-looking uncertainties that may affect efforts to fulfil the mission of the Union during the period of the strategic plan.
ITU has identified, analysed and assessed these strategic risks. Apart from the strategic planning processes, setting the overall framework on how to mitigate these risks, operational mitigation measures will be defined and implemented through the operational planning process of the Union.
44 Exceptionally within the targets framework, this target needs to be discussed in ITU-T Study Group 5.
45 Exceptionally within the targets framework, this target needs to be discussed in the relevant ITU study group.
46 Target 4.1 is a qualitative target.
47 Target 4.2 is a qualitative target.
10
Strategic plan for the Union for 2016-2019
Table 3 – Strategic risks and mitigation measures
Risk Strategic mitigation measure
Reflected in
• Diminishing relevance andability to demonstrate clear added value
Represents the risk of conflicting efforts, inconsistencies and competition with other relevant organizations and bodies, as well as the risk of misperception of ITU’s mandate, mission and role
1) Identify andconcentrate on activities with unique added value
– Vision, Mission,Strategic goals and Objectives/Outcomes, Criteria for prioritization
• Spreading too thinRepresents the risk of mission dilution and the risk of losing sight of the organization’s core mandate
2) Ensure cohesivenessand strength of focus
– Criteria forprioritization
• Failure to respond quickly toemerging needs and innovate sufficiently while still providing high-quality deliverablesRepresents the risk of unresponsiveness, leading to disengagement of membership and other stakeholders
3) Be fast moving, agile,responsive and innovative
4) Proactively engagestakeholders
– Goal 4 related toInnovation, ITU values
– Vision, Mission,Values, Strategic goals and Objectives/Outcomes, Criteria for prioritization
• Inadequate adjustment ofimplementation strategies, tools, methodology and processes to keep up with best practices and changing needsRepresents the risk of the study group structure, methods and tools becoming inadequate, of the implementation tools and methods becoming unreliable and failing to ensure maximum effectiveness, and of inadequate cooperation among the Sectors
5) Continuouslyimprove strategies, tools, methodologies and processes according to best practice
– Values, Implementationcriteria
– Process of monitoringimplementation of, and adjusting, the strategic plan
• Inadequacy of fundingRepresents the risk of reduced financial contributions from membership
6) Be more efficient andprioritize
7) Ensure effectivefinancial planning
– Implementation criteria
11
Strategic plan for the Union for 2016-2019
4. Sectoral and intersectoral objectives, outcomes and outputs
ITU will implement the strategic goals of the Union for 2016-2019 through a number of objectives to be attained in this period. Each Sector will contribute to the overarching goals of the Union in the context of its specific remit, through implementation of the Sector-specific objectives and the overarching intersectoral objectives. The Council will ensure efficient coordination and oversight of this work.
4.1 Sectoral and intersectoral objectives
Sectoral and intersectoral objectives will contribute to the ITU strategic goals as presented in Table 4 below,48 supported by the enablers of the goals and the objectives of the Union provided by the secretariat.
48 Boxes and ticks demonstrate primary and secondary links to goals.
12
Strategic plan for the Union for 2016-2019
Tabl
e 4
– Li
nkag
e of
Sec
tora
l and
inte
rsec
tora
l obj
ecti
ves
to IT
U s
trat
egic
goa
ls
Goa
l 1:
Gro
wth
Goa
l 2:
Incl
usi
ve-
nes
s
Goa
l 3:
Sust
ain
abi-
lity
Goa
l 4:
Inn
ovat
ion
&
par
tner
ship
ITU
-R o
bjec
tive
sR.
1 M
eet,
in a
rat
iona
l, eq
uita
ble
, eff
icie
nt, e
cono
mic
al a
nd ti
mel
y w
ay, t
he IT
U m
emb
ersh
ip’s
requ
irem
ents
for r
adio
-fre
quen
cy s
pec
trum
and
sat
ellit
e-or
bit
reso
urce
s, w
hile
avo
idin
g ha
rmfu
l in
terf
eren
ce
R.2
Pro
vide
for w
orld
wid
e co
nnec
tivi
ty a
nd in
tero
per
abili
ty, i
mpr
oved
per
form
ance
, qua
lity,
af
ford
abili
ty a
nd ti
mel
ines
s of
ser
vice
and
ove
rall
syst
em e
cono
my
in r
adio
com
mun
icat
ions
, inc
ludi
ng
thro
ugh
the
deve
lopm
ent
of in
tern
atio
nal s
tand
ards
R.3
Fos
ter t
he a
cqui
siti
on a
nd s
hari
ng o
f kno
wle
dge
and
know
-how
on
radi
ocom
mun
icat
ions
ITU
-T o
bjec
tive
sT.
1 D
evel
op n
on-d
iscr
imin
ator
y in
tern
atio
nal s
tand
ards
(ITU
-T re
com
men
dati
ons)
, in
a ti
mel
y m
anne
r, an
d fo
ster
inte
rop
erab
ility
and
impr
oved
per
form
ance
of e
quip
men
t, n
etw
orks
, ser
vice
s an
d ap
plic
atio
ns
T.2
Pro
mot
e th
e ac
tive
par
tici
pat
ion
of th
e m
emb
ersh
ip, i
n p
arti
cula
r dev
elop
ing
coun
trie
s, in
the
defi
niti
on a
nd a
dopt
ion
of n
on-d
iscr
imin
ator
y in
tern
atio
nal s
tand
ards
(ITU
-T re
com
men
dati
ons)
wit
h a
view
to b
ridg
ing
the
stan
dard
izat
ion
gap
T.3
Ens
ure
effe
ctiv
e al
loca
tion
and
man
agem
ent
of in
tern
atio
nal t
elec
omm
unic
atio
n nu
mb
erin
g,
nam
ing,
add
ress
ing
and
iden
tifi
cati
on re
sour
ces
in a
ccor
danc
e w
ith
ITU
-T re
com
men
dati
ons
and
pro
cedu
res
T.4
Fos
ter t
he a
cqui
siti
on a
nd s
hari
ng o
f kno
wle
dge
and
know
-how
on
the
stan
dard
izat
ion
acti
viti
es o
f IT
U-T
T.5
Ext
end
and
faci
litat
e co
oper
atio
n w
ith
inte
rnat
iona
l, re
gion
al a
nd n
atio
nal s
tand
ardi
zati
on b
odie
s
13
Strategic plan for the Union for 2016-2019
Goa
l 1:
Gro
wth
Goa
l 2:
Incl
usi
ve-
nes
s
Goa
l 3:
Sust
ain
abi-
lity
Goa
l 4:
Inn
ovat
ion
&
par
tner
ship
ITU
-D o
bjec
tive
sD
.1 F
oste
r int
erna
tion
al c
oop
erat
ion
on te
leco
mm
unic
atio
n/IC
T de
velo
pmen
t is
sues
D
.2 F
oste
r an
enab
ling
envi
ronm
ent
for I
CT
deve
lopm
ent
and
fost
er th
e de
velo
pmen
t of
te
leco
mm
unic
atio
n/IC
T ne
twor
ks a
s w
ell a
s re
leva
nt a
pp
licat
ions
and
ser
vice
s, in
clud
ing
bri
dgin
g th
e st
anda
rdiz
atio
n ga
p
D.3
Enh
ance
con
fide
nce
and
secu
rity
in th
e us
e of
tele
com
mun
icat
ions
/IC
Ts, a
nd ro
ll-ou
t of
rele
vant
ap
plic
atio
ns a
nd s
ervi
ces
D.4
Bui
ld h
uman
and
inst
itut
iona
l cap
acit
y, p
rovi
de d
ata
and
stat
isti
cs, p
rom
ote
digi
tal i
nclu
sion
and
pr
ovid
e co
ncen
trat
ed a
ssis
tanc
e to
cou
ntri
es in
sp
ecia
l nee
d
D.5
Enh
ance
env
iron
men
tal p
rote
ctio
n, c
limat
e-ch
ange
ada
ptat
ion
and
mit
igat
ion
and
disa
ster
-m
anag
emen
t ef
fort
s th
roug
h te
leco
mm
unic
atio
ns/I
CTs
Inte
rsec
tora
l obj
ecti
ves
I.1 E
nhan
ce in
tern
atio
nal d
ialo
gue
amon
g st
akeh
olde
rs
I.2
Enh
ance
par
tner
ship
s an
d co
oper
atio
n w
ithi
n th
e te
leco
mm
unic
atio
n/IC
T en
viro
nmen
t
I.3
Enh
ance
iden
tifi
cati
on a
nd a
naly
sis
of e
mer
ging
tre
nds
in th
e te
leco
mm
unic
atio
n/IC
T en
viro
nmen
t
I.4
Enh
ance
/pro
mot
e re
cogn
itio
n of
(im
por
tanc
e of
) tel
ecom
mun
icat
ions
/IC
Ts a
s a
key
enab
ler o
f so
cial
, eco
nom
ic a
nd e
nvir
onm
enta
lly s
usta
inab
le d
evel
opm
ent
I.5 E
nhan
ce a
cces
s to
tele
com
mun
icat
ions
/IC
Ts fo
r per
sons
wit
h di
sab
iliti
es a
nd s
pec
ific
nee
ds
Enablers
– En
sure
eff
icie
nt a
nd e
ffec
tive
use
of h
uman
, fin
anci
al a
nd c
apit
al re
sour
ces,
as
wel
l as
a w
ork-
cond
uciv
e, s
afe
and
secu
re w
orki
ng e
nvir
onm
ent
– En
sure
eff
icie
nt a
nd a
cces
sib
le c
onfe
renc
es, m
eeti
ngs,
doc
umen
tati
on, p
ublic
atio
ns a
nd in
form
atio
n in
fras
truc
ture
s–
Ensu
re e
ffic
ient
mem
ber
ship
-rel
ated
, pro
toco
l, co
mm
unic
atio
n an
d re
sour
ce m
obili
zati
on s
ervi
ces
– En
sure
eff
icie
nt p
lann
ing,
coo
rdin
atio
n an
d ex
ecut
ion
of th
e st
rate
gic
pla
n an
d op
erat
iona
l pla
ns o
f the
Uni
on–
Ensu
re e
ffec
tive
and
eff
icie
nt g
over
nanc
e of
the
orga
niza
tion
(int
erna
l and
ext
erna
l)
14
Strategic plan for the Union for 2016-2019
Tabl
e 5
– O
bjec
tive
s, o
utco
mes
and
out
puts
4.2 Objectives, outcomes and outputs
The Sectoral and intersectoral objectives will be met by achieving the related outcomes, implemented by means of the outputs presented in the table below.
Obj
ecti
veO
utco
mes
Out
puts
ITU
-R o
bjec
tive
s
R.1
Mee
t, in
a r
atio
nal
, eq
uita
ble
, ef
fici
ent,
eco
nom
ical
an
d t
imel
y w
ay,
the
ITU
mem
ber
ship
’s r
equi
rem
ents
fo
r ra
dio
-fre
que
ncy
sp
ectr
um
an
d sa
telli
te-o
rbit
res
ourc
es, w
hil
e av
oid
ing
har
mfu
l int
erfe
ren
ce
R.1-
1: In
crea
sed
num
ber
of c
ount
ries
hav
ing
sate
llite
net
wor
ks a
nd e
arth
sta
tion
s re
cord
ed in
th
e M
aste
r Int
erna
tion
al F
requ
ency
Reg
iste
r (M
IFR)
R.1-
2: In
crea
sed
num
ber
of c
ount
ries
hav
ing
terr
estr
ial f
requ
ency
ass
ignm
ents
reco
rded
in
the
MIF
R
R.1-
3: In
crea
sed
per
cent
age
of a
ssig
nmen
ts
reco
rded
in th
e M
IFR
wit
h a
favo
urab
le fi
ndin
g
R.1-
4: In
crea
sed
per
cent
age
of c
ount
ries
w
hich
hav
e co
mp
lete
d th
e tr
ansi
tion
to
digi
tal t
erre
stri
al te
levi
sion
bro
adca
stin
g
R.1-
5: In
crea
sed
per
cent
age
of s
pec
trum
as
sign
ed to
sat
ellit
e ne
twor
ks w
hich
is
free
from
har
mfu
l int
erfe
renc
e
– Fi
nal a
cts
of w
orld
rad
ioco
mm
unic
atio
nco
nfer
ence
s, u
pda
ted
Radi
o Re
gula
tion
s
– Fi
nal a
cts
of re
gion
al r
adio
com
mun
icat
ion
conf
eren
ces,
regi
onal
agr
eem
ents
– Ru
les
of P
roce
dure
ado
pted
by
the
Radi
oRe
gula
tion
s Bo
ard
(RRB
)
– Re
sult
s of
the
pro
cess
ing
of s
pac
e no
tice
s an
dot
her r
elat
ed a
ctiv
itie
s
R.1-
6: In
crea
sed
per
cent
age
of a
ssig
nmen
ts
to te
rres
tria
l ser
vice
s re
cord
ed in
the
MIF
R w
hich
are
free
from
har
mfu
l int
erfe
renc
e
– Re
sult
s of
the
pro
cess
ing
of te
rres
tria
l not
ices
and
othe
r rel
ated
act
ivit
ies
– RR
B de
cisi
ons
othe
r tha
n th
e ad
opti
on o
fRu
les
of P
roce
dure
– Im
pro
vem
ent
of IT
U-R
sof
twar
e
15
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
R.2
Pro
vid
e fo
r w
orld
wid
e co
nn
ecti
vity
an
d in
tero
per
abili
ty,
imp
rove
d p
erfo
rman
ce, q
ual
ity,
af
ford
abili
ty a
nd
tim
elin
ess
of s
ervi
ce a
nd
ove
rall
syst
em
econ
omy
in r
adio
com
mu
nic
atio
ns,
in
clu
din
g th
rou
gh
the
dev
elop
men
t of
inte
rnat
ion
al s
tan
dar
ds
R.2-
1: In
crea
sed
mob
ile-b
road
ban
d ac
cess
, in
clud
ing
in fr
eque
ncy
ban
ds id
enti
fied
for
inte
rnat
iona
l mob
ile te
leco
mm
unic
atio
ns (I
MT)
R.2-
2: R
educ
ed m
obile
-bro
adb
and
pri
ce b
aske
t 49
, as
a p
erce
ntag
e of
gro
ss n
atio
nal i
ncom
e (G
NI)
per
cap
ita
R.2-
3: In
crea
sed
num
ber
of f
ixed
link
s an
din
crea
sed
amou
nt o
f tra
ffic
han
dled
by
the
fixe
dse
rvic
e (T
bit
/s)
R.2-
4: N
umb
er o
f hou
seho
lds
wit
h di
gita
l ter
rest
rial
tele
visi
on re
cept
ion
R.2-
5: N
umb
er o
f sat
ellit
e tr
ansp
onde
rs (e
quiv
alen
t 36
MH
z) in
op
erat
ion
and
corr
esp
ondi
ng c
apac
ity
(Tb
it/s
); N
umb
er o
f VSA
T te
rmin
als;
Num
ber
of
hous
ehol
ds w
ith
sate
llite
tele
visi
on re
cept
ion
– D
ecis
ions
of t
he R
adio
com
mun
icat
ion
Ass
emb
ly, I
TU-R
reso
luti
ons
– IT
U-R
reco
mm
enda
tion
s, re
por
ts (i
nclu
ding
the
CPM
rep
ort)
and
han
dboo
ks
– A
dvic
e fr
om th
e Ra
dioc
omm
unic
atio
nA
dvis
ory
Gro
up
R.2-
6: In
crea
sed
num
ber
of d
evic
es
wit
hrad
iona
viga
tion
-sat
ellit
e re
cept
ion
R.2-
7: N
umb
er o
f Ear
th e
xplo
rati
on s
atel
lites
inop
erat
ion,
cor
resp
ondi
ng q
uant
ity
and
reso
luti
onof
tra
nsm
itte
d im
ages
and
dat
a vo
lum
edo
wnl
oade
d (T
byte
s)
R.3
Fos
ter
the
acq
uisi
tion
an
d sh
arin
g of
kn
owle
dg
e an
d k
now
-h
ow o
n ra
dio
com
mu
nic
atio
ns
R.3-
1: In
crea
sed
know
ledg
e an
d kn
ow-h
ow
on th
e Ra
dio
Regu
lati
ons,
Rul
es o
f Pro
cedu
re,
regi
onal
agr
eem
ents
, rec
omm
enda
tion
s an
d b
est
pra
ctic
es o
n sp
ectr
um u
se
R.3-
2: In
crea
sed
par
tici
pat
ion
in IT
U-R
act
ivit
ies
(incl
udin
g th
roug
h re
mot
e p
arti
cip
atio
n),
in p
arti
cula
r by
deve
lop
ing
coun
trie
s
– IT
U-R
pub
licat
ions
– A
ssis
tanc
e to
mem
ber
s, in
par
ticu
lar
deve
lopi
ng c
ount
ries
and
LD
Cs
– Li
aiso
n/su
pp
ort
to d
evel
opm
ent
acti
viti
es–
Sem
inar
s, w
orks
hops
and
oth
er e
vent
s
49 Refers to the mobile-broadband sub-basket of the ITU ICT Price Basket (IPB). For more information, please refer to ITU (2013): Measuring the Information Society 2013 report, available at: http://www.itu.int/en/ITU-D/Statistics/Documents/publications/mis2013/MIS2013_without_An-nex_4.pdf
16
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
ITU
-T o
bjec
tive
s
T.1
Dev
elop
non
-dis
crim
inat
ory
inte
rnat
ion
al
stan
dar
ds
(ITU
-T r
ecom
men
dat
ion
s), i
n a
tim
ely
man
ner
, an
d fo
ster
inte
rop
erab
ility
an
d im
pro
ved
per
form
ance
of e
qui
pm
ent,
n
etw
orks
, ser
vice
s an
d a
pp
licat
ion
s
T.1-
1: In
crea
sed
utili
zati
on o
f ITU
-T re
com
men
dati
ons
T.1-
2: Im
prov
ed c
onfo
rman
ce to
IT
U-T
reco
mm
enda
tion
s
T.1-
3: E
nhan
ced
stan
dard
s in
new
tech
nolo
gies
and
serv
ices
– Re
solu
tion
s, re
com
men
dati
ons
and
opin
ions
of
the
Wor
ld T
elec
omm
unic
atio
n St
anda
rdiz
atio
n A
ssem
bly
(WTS
A)
– W
TSA
regi
onal
con
sult
atio
n se
ssio
ns
– A
dvic
e an
d de
cisi
ons
of th
e Te
leco
mm
unic
atio
n St
anda
rdiz
atio
n A
dvis
ory
Gro
up (T
SAG
)
– IT
U-T
reco
mm
enda
tion
s an
d re
late
d re
sult
s of
IT
U-T
stu
dy g
roup
s
– IT
U-T
gen
eral
ass
ista
nce
and
coop
erat
ion
– Co
nfor
mit
y da
tab
ase
– In
tero
per
abili
ty te
st c
entr
es a
nd e
vent
s
– D
evel
opm
ent
of te
st s
uite
s
T.2
Prom
ote
the
acti
ve p
arti
cip
atio
n of
th
e m
emb
ersh
ip, i
n p
arti
cula
r d
evel
opin
g co
unt
ries
, in
the
def
init
ion
and
ad
opti
on o
f n
on-d
iscr
imin
ator
y in
tern
atio
nal
sta
nd
ard
s (I
TU-T
rec
omm
end
atio
ns)
wit
h a
view
to
bri
dg
ing
the
stan
dar
diz
atio
n g
ap
T.2-
1: In
crea
sed
par
tici
pat
ion
in th
e IT
U-T
st
anda
rdiz
atio
n pr
oces
s, in
clud
ing
atte
ndan
ce
of m
eeti
ngs,
sub
mis
sion
of c
ontr
ibut
ions
, tak
ing
lead
ersh
ip p
osit
ions
and
hos
ting
of m
eeti
ngs/
wor
ksho
ps, e
spec
ially
from
dev
elop
ing
coun
trie
s
T.2-
2: In
crea
se o
f the
ITU
-T m
emb
ersh
ip, i
nclu
ding
Se
ctor
Mem
ber
s, A
ssoc
iate
s an
d A
cade
mia
– Br
idgi
ng th
e st
anda
rdiz
atio
n ga
p (e
.g. r
emot
e p
arti
cip
atio
n, fe
llow
ship
s, e
stab
lishm
ent
of
regi
onal
stu
dy g
roup
s)
– W
orks
hops
and
sem
inar
s, in
clud
ing
offl
ine
and
onlin
e tr
aini
ng a
ctiv
itie
s, c
omp
lem
enti
ng
the
cap
acit
y-b
uild
ing
wor
k on
bri
dgin
g th
e st
anda
rdiz
atio
n ga
p un
dert
aken
in IT
U-D
– O
utre
ach
and
pro
mot
ion
T.3
En
sure
eff
ecti
ve a
lloc
atio
n an
d m
anag
emen
t of
inte
rnat
ion
al t
elec
omm
un
icat
ion
num
ber
ing
, nam
ing
, ad
dre
ssin
g an
d id
enti
fica
tion
res
ourc
es in
acc
ord
ance
wit
h IT
U-T
rec
omm
end
atio
ns
and
pro
ced
ure
s
T.3-
1: T
imel
y an
d ac
cura
te a
lloca
tion
of
inte
rnat
iona
l tel
ecom
mun
icat
ion
num
ber
ing,
na
min
g, a
ddre
ssin
g an
d id
enti
fica
tion
reso
urce
s,
as s
pec
ifie
d in
the
rele
vant
reco
mm
enda
tion
s
– Re
leva
nt T
SB d
atab
ases
– A
lloca
tion
and
man
agem
ent
of in
tern
atio
nal
tele
com
mun
icat
ion
num
ber
ing,
nam
ing,
ad
dres
sing
and
iden
tifi
cati
on re
sour
ces
in
acco
rdan
ce w
ith
ITU
-T re
com
men
dati
ons
and
pro
cedu
res
17
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
T.4
Fos
ter
the
acq
uisi
tion
an
d s
har
ing
of k
now
led
ge
and
kn
ow-h
ow o
n th
e st
and
ard
izat
ion
acti
viti
es o
f ITU
-T
T.4-
1: In
crea
sed
know
ledg
e on
ITU
-T s
tand
ards
and
on b
est
pra
ctic
es in
thei
r im
ple
men
tati
on o
f ITU
-Tst
anda
rds
T.4-
2: In
crea
sed
par
tici
pat
ion
in IT
U-T
’s st
anda
rdiz
atio
n ac
tivi
ties
and
incr
ease
d aw
aren
ess
of th
e re
leva
nce
of IT
U-T
sta
ndar
ds
T.4-
3: In
crea
sed
Sect
or v
isib
ility
– IT
U-T
pub
licat
ions
– D
atab
ase
pub
licat
ions
– O
utre
ach
and
pro
mot
ion
– IT
U O
per
atio
nal B
ulle
tin
T.5
Ext
end
an
d fa
cilit
ate
coop
erat
ion
wit
h in
tern
atio
nal
, reg
ion
al a
nd
nat
ion
al s
tan
dar
diz
atio
n b
odie
s
T.5-
1: In
crea
sed
com
mun
icat
ions
wit
h ot
her
stan
dard
s or
gani
zati
ons
T.5-
2: D
ecre
ased
num
ber
of c
onfl
icti
ng s
tand
ards
T.5-
3: In
crea
sed
num
ber
of m
emor
anda
of
und
erst
andi
ng/c
olla
bor
atio
n ag
reem
ents
wit
h ot
her o
rgan
izat
ions
T.5-
4: In
crea
sed
num
ber
of I
TU-T
A.4
, A
.5 a
nd A
.6 q
ualif
ied
orga
niza
tion
s
T.5-
5: In
crea
sed
num
ber
of w
orks
hops
/eve
nts
orga
nize
d jo
intl
y w
ith
othe
r org
aniz
atio
ns
– M
emor
anda
of
unde
rsta
ndin
g (M
oUs)
and
col
lab
orat
ion
agre
emen
ts
– IT
U-T
A.4
/A.5
/A.6
qu
alif
icat
ions
– Jo
intl
y or
gani
zed
wor
ksho
ps/e
vent
s
18
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
ITU
-D o
bjec
tive
s 50
D.1
Fos
ter
inte
rnat
ion
al
coop
erat
ion
on t
elec
omm
un
icat
ion/
ICT
dev
elop
men
t is
sues
D.1
-1: D
raft
str
ateg
ic p
lan
for I
TU-D
D.1
-2: W
TDC
Dec
lara
tion
D.1
-3: W
TDC
Act
ion
Plan
D.1
-4: R
esol
utio
ns a
nd re
com
men
dati
ons
D.1
-5: N
ew a
nd re
vise
d Q
uest
ions
for s
tudy
gro
ups
D.1
-6: I
ncre
ased
leve
l of a
gree
men
t on
pri
orit
y ar
eas
D.1
-7: A
sses
smen
t of
the
imp
lem
enta
tion
of t
he A
ctio
nPl
an a
nd o
f the
WSI
S Pl
an o
f Act
ion
D.1
-8: I
dent
ific
atio
n of
regi
onal
init
iati
ves
D.1
-9: I
ncre
ased
num
ber
of c
ontr
ibut
ions
and
pro
pos
als
for t
he A
ctio
n Pl
an
D.1
-10:
Enh
ance
d re
view
of p
rior
itie
s, p
rogr
amm
es,
oper
atio
ns, f
inan
cial
mat
ters
and
str
ateg
ies
D.1
-11:
Wor
k p
rogr
amm
e
D.1
-12:
Com
preh
ensi
ve p
rep
arat
ion
of p
rogr
ess
rep
ort
to th
e D
irec
tor o
f BD
T on
the
imp
lem
enta
tion
of t
hew
ork
pro
gram
me
– W
orld
Tel
ecom
mun
icat
ion
Dev
elop
men
t Co
nfer
ence
(WTD
C)
– Re
gion
al p
rep
arat
ory
mee
ting
s (R
PMs)
– Te
leco
mm
unic
atio
n D
evel
opm
ent
Adv
isor
y G
roup
(TD
AG
)
– St
udy
grou
ps
D.1
-13:
Enh
ance
d kn
owle
dge-
shar
ing
and
dial
ogue
am
ong
Mem
ber
Sta
tes
and
Sect
or M
emb
ers
(incl
udin
g A
ssoc
iate
s an
d A
cade
mia
) on
emer
ging
te
leco
mm
unic
atio
n/IC
T is
sues
for s
usta
inab
le g
row
th
D.1
-14:
Str
engt
hene
d ca
pac
ity
of m
emb
ers
to d
evel
op
and
imp
lem
ent
ICT
stra
tegi
es a
nd p
olic
ies
as w
ell a
s to
id
enti
fy m
etho
ds a
nd a
ppro
ache
s fo
r the
dev
elop
men
t an
d de
plo
ymen
t of
infr
astr
uctu
re a
nd a
pplic
atio
ns
50 ITU-D outputs and the implementation framework are further detailed in the Dubai Action Plan, endorsed by the World Telecommunication Development Conference (Dubai, 2014)
19
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
D.2
Fos
ter
an e
nab
ling
envi
ron
men
t fo
r IC
T d
evel
opm
ent
and
fost
er t
he
dev
elop
men
t of
te
leco
mm
un
icat
ion/
ICT
net
wor
ks
as w
ell a
s re
leva
nt a
pp
licat
ion
s an
d s
ervi
ces,
incl
ud
ing
bri
dg
ing
the
stan
dar
diz
atio
n g
ap
D.2
-1: E
nhan
ced
dial
ogue
and
coo
pera
tion
amon
g na
tiona
l re
gula
tors
, pol
icy-
mak
ers
and
othe
r tel
ecom
mun
icat
ion/
ICT
stak
ehol
ders
on
topi
cal p
olic
y, le
gal a
nd re
gula
tory
is
sues
to h
elp
coun
trie
s ac
hiev
e th
eir g
oals
of
crea
ting
a m
ore
incl
usiv
e in
form
atio
n so
ciet
y
D.2
-2: I
mpr
oved
dec
isio
n-m
akin
g on
pol
icy
and
regu
lato
ry is
sues
and
con
duci
ve p
olic
y, le
gal a
nd
regu
lato
ry e
nviro
nmen
t for
the
ICT
sect
or
– Po
licy
and
regu
lato
ry fr
amew
orks
– Te
leco
mm
unic
atio
n/IC
T ne
twor
ks,
incl
udin
g co
nfor
man
ce a
nd
inte
rop
erab
ility
and
bri
dgin
g th
e st
anda
rdiz
atio
n ga
p
– In
nova
tion
and
par
tner
ship
D.2
-3: E
nhan
ced
awar
enes
s an
d ca
pabi
lity
of c
ount
ries
to
enab
le p
lann
ing,
dep
loym
ent,
oper
atio
n an
d m
aint
enan
ce o
f su
stai
nabl
e, a
cces
sibl
e an
d re
silie
nt IC
T ne
twor
ks a
nd s
ervi
ces,
in
clud
ing
broa
dban
d in
fras
truc
ture
, and
impr
oved
kno
wle
dge
of a
vaila
ble
broa
dban
d tr
ansm
issi
on in
fras
truc
ture
wor
ldw
ide
D.2
-4: E
nhan
ced
awar
enes
s an
d ca
pabi
lity
of c
ount
ries
to p
artic
ipat
e in
and
con
trib
ute
to th
e de
velo
pmen
t and
de
ploy
men
t of I
TU re
com
men
datio
ns a
nd p
ut in
pla
ce
sust
aina
ble
and
appr
opria
te c
onfo
rman
ce a
nd in
tero
pera
bilit
y pr
ogra
mm
es, o
n th
e ba
sis
of IT
U re
com
men
datio
ns, a
t na
tiona
l, re
gion
al a
nd s
ubre
gion
al le
vels
by
prom
otin
g th
e es
tabl
ishm
ent o
f mut
ual r
ecog
nitio
n ag
reem
ent (
MRA
) re
gim
es a
nd/o
r bui
ldin
g te
stin
g la
bs, a
s ap
prop
riate
D.2
-5: E
nhan
ced
awar
enes
s an
d ca
pabi
lity
of c
ount
ries
in
the
field
s of
freq
uenc
y pl
anni
ng a
nd a
ssig
nmen
t, sp
ectr
um
man
agem
ent a
nd ra
dio
mon
itorin
g, in
effi
cien
t util
izat
ion
of to
ols
for m
anag
ing
the
spec
trum
and
in m
easu
rem
ent a
nd re
gula
tion
rela
ted
to h
uman
exp
osur
e to
ele
ctro
mag
netic
fiel
ds (E
MF)
20
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
D.2
-6: E
nhan
ced
awar
enes
s an
d ca
pabi
lity
of c
ount
riesi
n th
e tr
ansi
tion
from
ana
logu
e to
dig
ital b
road
cast
ing
and
in p
ost-
tran
sitio
n ac
tiviti
es,
and
effec
tiven
ess
of im
plem
enta
tion
of th
e gu
idel
ines
pre
pare
dD
.2-7
: Str
engt
hene
d m
embe
rs’ c
apac
ity to
inte
grat
e te
leco
mm
unic
atio
n/IC
Tin
nova
tion
in n
atio
nal d
evel
opm
ent a
gend
asD
.2-8
: Enh
ance
d pu
blic
-priv
ate
part
ners
hip
to fo
ster
the
deve
lopm
ent o
fte
leco
mm
unic
atio
ns/IC
Ts
D.3
Enh
ance
con
fiden
ce
and
secu
rity
in th
e us
e of
te
leco
mm
unic
atio
ns/I
CTs,
an
d ro
ll-ou
t of r
elev
ant
appl
icat
ions
and
ser
vice
s
D.3
-1: S
tren
gthe
ned
capa
city
of M
embe
r Sta
tes
to in
corp
orat
e an
dim
plem
ent c
yber
secu
rity
polic
ies
and
stra
tegi
es in
to n
atio
nwid
e IC
T pl
ans,
as w
ell a
s ap
prop
riate
legi
slat
ion
D.3
-2: E
nhan
ced
abili
ty o
f Mem
ber S
tate
sto
resp
ond
to c
yber
thre
ats
in a
timel
y m
anne
rD
.3-3
: Enh
ance
d co
oper
atio
n, in
form
atio
n ex
chan
ge a
nd k
now
-how
tran
sfer
amon
g M
embe
r Sta
tes
and
with
rele
vant
pla
yers
– Bu
ildin
g co
nfide
nce
and
secu
rity
in th
e us
e of
IC
Ts
– IC
T ap
plic
atio
ns a
nd s
ervi
ces
D.3
-4: I
mpr
oved
cap
acity
of c
ount
ries
for t
he p
lann
ing
of n
atio
nal s
ecto
ral
e-st
rate
gies
to fo
ster
the
enab
ling
envi
ronm
ent f
or u
psca
ling
ICT
appl
icat
ions
D.3
-5: I
mpr
oved
cap
acity
of c
ount
ries
to le
vera
ge IC
T/m
obile
ap
plic
atio
ns to
impr
ove
the
deliv
ery
of v
alue
-add
ed s
ervi
ces
in h
igh-
prio
rity
area
s (e
.g. h
ealth
, gov
erna
nce,
edu
catio
n, p
aym
ents
, etc
.)in
ord
er to
pro
vide
effe
ctiv
e so
lutio
ns fo
r var
ious
cha
lleng
es in
su
stai
nabl
e de
velo
pmen
t thr
ough
pub
lic-p
rivat
e co
llabo
ratio
nD
.3-6
: Enh
ance
d in
nova
tion,
kno
wle
dge
and
skill
s of
nat
iona
l in
stitu
tions
to u
se IC
T an
d br
oadb
and
for d
evel
opm
ent
D.4
Bui
ld h
uman
and
in
stit
utio
nal c
apac
ity,
pr
ovid
e da
ta a
nd
stat
isti
cs, p
rom
ote
digi
tal
incl
usio
n an
d pr
ovid
e co
ncen
trat
ed a
ssis
tanc
e to
co
untr
ies
in s
peci
al n
eed
D.4
-1: E
nhan
ced
capa
city
bui
ldin
g of
mem
bers
hip
in in
tern
atio
nal I
nter
net
gove
rnan
ceD
.4-2
: Im
prov
ed k
now
ledg
e an
d sk
ills
of IT
U m
embe
rshi
p in
the
use
ofte
leco
mm
unic
atio
ns/IC
TsD
.4-3
: Enh
ance
d aw
aren
ess
of th
e ro
le o
f hum
an a
nd in
stitu
tiona
l cap
acity
build
ing
for t
elec
omm
unic
atio
ns/IC
Ts a
nd d
evel
opm
ent f
or th
e IT
Um
embe
rshi
p
– Ca
paci
ty b
uild
ing
– Te
leco
mm
unic
atio
n/IC
T st
atis
tics
– D
igita
l inc
lusi
on o
f peo
ple
with
spe
cific
nee
ds–
Conc
entr
ated
ass
ista
nce
to le
ast d
evel
oped
co
untr
ies
(LD
Cs),
smal
l isl
and
deve
lopi
ng
stat
es (S
IDS)
and
land
lock
ed d
evel
opin
g co
untr
ies
(LLD
Cs)
21
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
D.2
-6: E
nhan
ced
awar
enes
s an
d ca
pabi
lity
of c
ount
riesi
n th
e tr
ansi
tion
from
ana
logu
e to
dig
ital b
road
cast
ing
and
in p
ost-
tran
sitio
n ac
tiviti
es,
and
effec
tiven
ess
of im
plem
enta
tion
of th
e gu
idel
ines
pre
pare
dD
.2-7
: Str
engt
hene
d m
embe
rs’ c
apac
ity to
inte
grat
e te
leco
mm
unic
atio
n/IC
Tin
nova
tion
in n
atio
nal d
evel
opm
ent a
gend
asD
.2-8
: Enh
ance
d pu
blic
-priv
ate
part
ners
hip
to fo
ster
the
deve
lopm
ent o
fte
leco
mm
unic
atio
ns/IC
Ts
D.3
Enh
ance
con
fiden
ce
and
secu
rity
in th
e us
e of
te
leco
mm
unic
atio
ns/I
CTs,
an
d ro
ll-ou
t of r
elev
ant
appl
icat
ions
and
ser
vice
s
D.3
-1: S
tren
gthe
ned
capa
city
of M
embe
r Sta
tes
to in
corp
orat
e an
dim
plem
ent c
yber
secu
rity
polic
ies
and
stra
tegi
es in
to n
atio
nwid
e IC
T pl
ans,
as w
ell a
s ap
prop
riate
legi
slat
ion
D.3
-2: E
nhan
ced
abili
ty o
f Mem
ber S
tate
sto
resp
ond
to c
yber
thre
ats
in a
timel
y m
anne
rD
.3-3
: Enh
ance
d co
oper
atio
n, in
form
atio
n ex
chan
ge a
nd k
now
-how
tran
sfer
amon
g M
embe
r Sta
tes
and
with
rele
vant
pla
yers
– Bu
ildin
g co
nfide
nce
and
secu
rity
in th
e us
e of
IC
Ts
– IC
T ap
plic
atio
ns a
nd s
ervi
ces
D.3
-4: I
mpr
oved
cap
acity
of c
ount
ries
for t
he p
lann
ing
of n
atio
nal s
ecto
ral
e-st
rate
gies
to fo
ster
the
enab
ling
envi
ronm
ent f
or u
psca
ling
ICT
appl
icat
ions
D.3
-5: I
mpr
oved
cap
acity
of c
ount
ries
to le
vera
ge IC
T/m
obile
ap
plic
atio
ns to
impr
ove
the
deliv
ery
of v
alue
-add
ed s
ervi
ces
in h
igh-
prio
rity
area
s (e
.g. h
ealth
, gov
erna
nce,
edu
catio
n, p
aym
ents
, etc
.)in
ord
er to
pro
vide
effe
ctiv
e so
lutio
ns fo
r var
ious
cha
lleng
es in
su
stai
nabl
e de
velo
pmen
t thr
ough
pub
lic-p
rivat
e co
llabo
ratio
nD
.3-6
: Enh
ance
d in
nova
tion,
kno
wle
dge
and
skill
s of
nat
iona
l in
stitu
tions
to u
se IC
T an
d br
oadb
and
for d
evel
opm
ent
D.4
Bui
ld h
uman
and
in
stit
utio
nal c
apac
ity,
pr
ovid
e da
ta a
nd
stat
isti
cs, p
rom
ote
digi
tal
incl
usio
n an
d pr
ovid
e co
ncen
trat
ed a
ssis
tanc
e to
co
untr
ies
in s
peci
al n
eed
D.4
-1: E
nhan
ced
capa
city
bui
ldin
g of
mem
bers
hip
in in
tern
atio
nal I
nter
net
gove
rnan
ceD
.4-2
: Im
prov
ed k
now
ledg
e an
d sk
ills
of IT
U m
embe
rshi
p in
the
use
ofte
leco
mm
unic
atio
ns/IC
TsD
.4-3
: Enh
ance
d aw
aren
ess
of th
e ro
le o
f hum
an a
nd in
stitu
tiona
l cap
acity
build
ing
for t
elec
omm
unic
atio
ns/IC
Ts a
nd d
evel
opm
ent f
or th
e IT
Um
embe
rshi
p
– Ca
paci
ty b
uild
ing
– Te
leco
mm
unic
atio
n/IC
T st
atis
tics
– D
igita
l inc
lusi
on o
f peo
ple
with
spe
cific
nee
ds–
Conc
entr
ated
ass
ista
nce
to le
ast d
evel
oped
co
untr
ies
(LD
Cs),
smal
l isl
and
deve
lopi
ng
stat
es (S
IDS)
and
land
lock
ed d
evel
opin
g co
untr
ies
(LLD
Cs)
Obj
ecti
veO
utco
mes
Out
puts
D.4
-4: E
nhan
ced
info
rmat
ion
and
know
ledg
e of
pol
icy-
mak
ers
and
othe
r sta
keho
lder
s on
cur
rent
tele
com
mun
icat
ion/
ICT
tren
ds a
nd d
evel
opm
ents
, bas
ed o
n hi
gh-q
ualit
y, in
tern
atio
nally
co
mp
arab
le te
leco
mm
unic
atio
n/IC
T st
atis
tics
and
dat
a an
alys
is
D.4
-5: E
nhan
ced
dial
ogue
bet
wee
n te
leco
mm
unic
atio
n/IC
T da
ta
pro
duce
rs a
nd u
sers
and
incr
ease
d ca
pac
ity
and
skill
s of
pro
duce
rs o
f te
leco
mm
unic
atio
n/IC
T st
atis
tics
to c
arry
out
dat
a co
llect
ions
at
the
nati
onal
leve
l bas
ed o
n in
tern
atio
nal s
tand
ards
and
met
hodo
logi
es
D.4
-6: S
tren
gthe
ned
cap
acit
y of
Mem
ber
Sta
tes
to d
evel
op a
nd
imp
lem
ent
digi
tal i
nclu
sion
pol
icie
s, s
trat
egie
s an
d gu
idel
ines
to
ensu
re te
leco
mm
unic
atio
n/IC
T ac
cess
ibili
ty fo
r peo
ple
wit
h sp
ecif
ic
need
s51 a
nd th
e us
e of
tele
com
mun
icat
ions
/IC
Ts fo
r the
soc
ial
and
econ
omic
em
pow
erm
ent
of p
eop
le w
ith
spec
ific
nee
ds
D.4
-7: I
mp
rove
d ca
pac
ity
of m
emb
ers
to p
rovi
de p
eop
le w
ith
spec
ific
nee
ds w
ith
digi
tal l
iter
acy
trai
ning
and
tra
inin
g on
the
use
of te
leco
mm
unic
atio
ns/I
CTs
for s
ocia
l and
eco
nom
ic d
evel
opm
ent
D.4
-8: I
mp
rove
d ca
pac
ity
of m
emb
ers
in u
sing
tele
com
mun
icat
ions
/IC
Ts fo
r the
soc
ial a
nd e
cono
mic
dev
elop
men
t of
peo
ple
wit
h sp
ecif
ic n
eeds
, inc
ludi
ng te
leco
mm
unic
atio
n/IC
T p
rogr
amm
es
to p
rom
ote
yout
h em
plo
ymen
t an
d en
trep
rene
ursh
ip
D.4
-9: I
mp
rove
d ac
cess
to a
nd u
se o
f tel
ecom
mun
icat
ions
/IC
Ts in
LD
Cs,
SID
S, L
LDC
s an
d co
untr
ies
wit
h ec
onom
ies
in t
rans
itio
n
D.4
-10:
Enh
ance
d ca
pac
ity
of L
DC
s, S
IDS
and
LLD
Cs
on te
leco
mm
unic
atio
n/IC
T de
velo
pmen
t
51 People with specific needs are indigenous peoples, persons with disabilities, including age-related disabilities, youth, women and girls
22
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
D.5
En
han
ce e
nvir
onm
enta
l p
rote
ctio
n, c
lim
ate-
chan
ge
adap
tati
on a
nd
mit
igat
ion
and
dis
aste
r-m
anag
emen
t ef
fort
s th
rou
gh
tele
com
mu
nic
atio
ns/
IC
Ts
D.5
-1: I
mp
rove
d av
aila
bili
ty o
f inf
orm
atio
n an
d so
luti
ons
for
Mem
ber
Sta
tes,
rega
rdin
g cl
imat
e-ch
ange
mit
igat
ion
and
adap
tati
on
D.5
-2: E
nhan
ced
cap
acit
y of
Mem
ber
Sta
tes
in re
lati
on to
clim
ate-
chan
ge m
itig
atio
n an
d ad
apta
tion
pol
icy
and
regu
lato
ryfr
amew
orks
D.5
-3: D
evel
opm
ent
of e
-was
te p
olic
y
D.5
-4: D
evel
oped
sta
ndar
ds-b
ased
mon
itor
ing
and
earl
y-w
arni
ng s
yste
ms
linke
d to
nat
iona
l and
regi
onal
net
wor
ks
D.5
-5: C
olla
bor
atio
n to
faci
litat
e em
erge
ncy
disa
ster
resp
onse
D.5
-6: E
stab
lishe
d p
artn
ersh
ips
amon
g re
leva
nt o
rgan
izat
ions
deal
ing
wit
h th
e us
e of
tele
com
mun
icat
ion/
ICT
syst
ems
for t
hep
urp
ose
of d
isas
ter p
rep
ared
ness
, pre
dict
ion,
det
ecti
on a
ndm
itig
atio
n
D.5
-7: I
ncre
ased
aw
aren
ess
of re
gion
al a
nd in
tern
atio
nal
coop
erat
ion
for e
asy
acce
ss to
, and
sha
ring
of,
info
rmat
ion
rela
ted
to th
e us
e of
tele
com
mun
icat
ions
/IC
Ts fo
r em
erge
ncy
situ
atio
ns
– IC
Ts a
nd c
limat
e-ch
ange
ada
ptat
ion
and
mit
igat
ion
– Em
erge
ncy
tele
com
mun
icat
ions
23
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
Inte
rsec
tora
l obj
ecti
ves
I.1 E
nh
ance
inte
rnat
ion
al
dia
log
ue a
mon
g st
akeh
old
ers
I.1-1
: Inc
reas
ed c
olla
bor
atio
n am
ong
rele
vant
st
akeh
olde
rs, a
imin
g to
impr
ove
the
effi
cien
cy o
f th
e te
leco
mm
unic
atio
n/IC
T en
viro
nmen
t
– In
ters
ecto
ral w
orld
co
nfer
ence
s, fo
rum
s, e
vent
s an
d p
latf
orm
s fo
r hig
h-le
vel d
ebat
e (s
uch
as W
orld
Con
fere
nce
on In
tern
atio
nal
Tele
com
mun
icat
ions
(WCI
T), W
orld
Te
leco
mm
unic
atio
n/IC
T Po
licy
Foru
m (W
TPF)
, Wor
ld S
umm
it o
n th
e In
form
atio
n So
ciet
y (W
SIS)
52, W
orld
Te
leco
mm
unic
atio
n an
d In
form
atio
n So
ciet
y D
ay (W
TISD
), IT
U T
elec
om)
I.2
En
han
ce p
artn
ersh
ips
and
coo
per
atio
n w
ith
in
the
tele
com
mu
nic
atio
n/IC
T en
viro
nm
ent
I.2-1
: Inc
reas
ed s
yner
gies
from
par
tner
ship
s on
tele
com
mun
icat
ions
/IC
Ts–
Know
ledg
e-sh
arin
g,
netw
orki
ng a
nd p
artn
ersh
ips
– M
emor
anda
of
unde
rsta
ndin
g (M
oUs)
I.3
En
han
ce id
enti
fica
tion
an
d an
alys
is o
f em
erg
ing
tren
ds
in t
he
tele
com
mu
nic
atio
n/IC
T en
viro
nm
ent
I.3-1
: Tim
ely
iden
tifi
cati
on a
nd a
naly
sis
of e
mer
ging
tr
ends
in te
leco
mm
unic
atio
ns/I
CTs
and
est
ablis
hmen
t of
new
are
as o
f act
ivit
ies
rela
ted
to th
em
– In
ters
ecto
ral i
niti
ativ
es
and
rep
orts
on
emer
ging
te
leco
mm
unic
atio
n/IC
T tr
ends
and
oth
er
sim
ilar i
niti
ativ
es (i
nclu
ding
ITU
New
s)
I.4
En
han
ce/p
rom
ote
reco
gn
itio
n of
(th
e im
por
tan
ce
of) t
elec
omm
un
icat
ion
s/IC
Ts
as a
key
en
able
r of
soc
ial,
econ
omic
an
d e
nvir
onm
enta
lly
sust
ain
able
dev
elop
men
t
I.4-1
: Inc
reas
ed m
ulti
late
ral a
nd in
terg
over
nmen
tal r
ecog
niti
on
of te
leco
mm
unic
atio
ns/I
CTs
as
a cr
oss-
cutt
ing
enab
ler f
or a
ll th
ree
pill
ars
of s
usta
inab
le d
evel
opm
ent
(eco
nom
ic g
row
th,
soci
al in
clus
ion
and
envi
ronm
enta
l bal
ance
), as
def
ined
in
the
outc
ome
docu
men
t of
the
Uni
ted
Nat
ions
Rio
+20
Sust
aina
ble
Dev
elop
men
t Co
nfer
ence
, and
in s
upp
ort
of th
e U
nite
d N
atio
ns m
issi
on o
f pea
ce, s
ecur
ity
and
hum
an ri
ghts
– Re
por
ts a
nd o
ther
in
put
s to
UN
inte
r-ag
ency
, mul
tila
tera
l an
d in
terg
over
nmen
tal p
roce
sses
52 Pending United Nations decision to continue the initiative.
24
Strategic plan for the Union for 2016-2019
Obj
ecti
veO
utco
mes
Out
puts
I.5
En
han
ce a
cces
s to
te
leco
mm
un
icat
ion
s/IC
Ts
for
per
son
s w
ith
dis
abili
ties
an
d s
pec
ific
nee
ds
I.5-1
Incr
ease
d av
aila
bili
ty a
nd
com
plia
nce
of te
leco
mm
unic
atio
n/IC
T eq
uipm
ent,
ser
vice
s an
d ap
plic
atio
ns
wit
h un
iver
sal d
esig
n pr
inci
ple
s
I.5-2
Incr
ease
d en
gage
men
t of
or
gani
zati
ons
of p
erso
ns w
ith
disa
bili
ties
and
sp
ecif
ic n
eeds
in
the
wor
k of
the
Uni
on
I.5-3
Incr
ease
d aw
aren
ess,
incl
udin
g m
ulti
late
ral a
nd in
terg
over
nmen
tal
reco
gnit
ion,
of t
he n
eed
to e
nhan
ce a
cces
s to
tele
com
mun
icat
ions
/IC
Ts fo
r per
sons
w
ith
disa
bili
ties
and
sp
ecif
ic n
eeds
– Re
por
ts, g
uide
lines
, an
d ch
eckl
ists
rela
ting
to
acc
essi
bili
ty o
f te
leco
mm
unic
atio
ns/I
CTs
– M
obili
zati
on o
f res
ourc
es
and
tech
nica
l exp
erti
se, f
or
exam
ple
, thr
ough
pro
mot
ing
grea
ter p
arti
cip
atio
n in
in
tern
atio
nal a
nd re
gion
al
mee
ting
s by
per
sons
wit
h di
sab
iliti
es a
nd s
pec
ific
nee
ds
– Fu
rthe
r dev
elop
men
t an
d im
ple
men
tati
on o
f the
ITU
A
cces
sib
ility
Pol
icy
and
rela
ted
pla
ns
– A
dvoc
acy,
bot
h at
UN
leve
l an
d at
regi
onal
and
nat
iona
l le
vels
The
follo
win
g ou
tput
s of
the
acti
viti
es o
f the
ITU
gov
erni
ng b
odie
s co
ntri
but
e to
the
imp
lem
enta
tion
of a
ll th
e ob
ject
ives
of t
he U
nion
:–
Dec
isio
ns, r
esol
utio
ns,
reco
mm
enda
tion
s an
d ot
her
resu
lts
of th
e Pl
enip
oten
tiar
y Co
nfer
ence
– D
ecis
ions
and
reso
luti
ons
of th
e Co
unci
l, as
wel
l as
resu
lts
of
the
Coun
cil w
orki
ng g
roup
s
4.3 Enablers
The aim of the enablers of the strategic goals and the objectives of the Union is to support ITU activities, towards achieving the objectives and strategic goals. The support processes contribute to the enablers of the strategic goals as presented in the table below.
25
Strategic plan for the Union for 2016-2019
Tabl
e 6
– Su
ppor
t pro
cess
es c
ontr
ibut
ion
to e
nabl
ers
Enab
lers
of t
he
stra
teg
ic g
oal
s
Sup
po
rt p
roce
sses
Ensu
re e
ffic
ien
t an
d e
ffec
tive
u
se o
f hu
man
, fin
anci
al a
nd
cap
ital
res
ou
rces
, as
wel
l as
a
wo
rk-c
on
du
cive
, saf
e an
d se
cure
wo
rkin
g en
viro
nm
ent
Ensu
re e
ffic
ien
t an
d ac
cess
ible
co
nfe
ren
ces,
m
eeti
ng
s, d
ocu
men
tati
on
, p
ub
lica
tio
ns
and
info
rmat
ion
infr
astr
uct
ure
s
Ensu
re e
ffic
ien
t m
emb
ersh
ip-r
elat
ed,
pro
toco
l, co
mm
un
ica-
tio
n an
d r
eso
urc
e-m
o-
bil
izat
ion
serv
ices
Ensu
re e
ffic
ien
t p
lan
nin
g,
coo
rdin
atio
n an
d e
xecu
tio
n o
f th
e st
rate
gic
pla
n an
d o
per
atio
nal
pla
ns
of t
he
Un
ion
Ensu
re e
ffec
tive
an
d ef
fici
ent
gov
ern
ance
o
f th
e o
rgan
izat
ion
(in
tern
al a
nd
ext
ern
al)
Man
agem
ent
of t
he U
nion
XX
XO
rgan
izat
ion
of c
onfe
renc
es,
asse
mb
lies,
sem
inar
s an
d w
orks
hop
s (in
clud
ing
tran
slat
ion
and
inte
rpre
tati
on)
X
Pub
licat
ion
serv
ices
XIT
ser
vice
sX
Hum
an r
esou
rces
man
agem
ent
XFi
nanc
ial r
esou
rces
man
agem
ent
XLe
gal s
ervi
ces
XIn
tern
al a
udit
XX
Enga
gem
ent
wit
h th
e m
emb
ersh
ip a
nd
exte
rnal
sta
keho
lder
s (in
clud
ing
UN
)X
Com
mun
icat
ion
serv
ices
(aud
iovi
sual
se
rvic
es, p
ress
rel
ease
ser
vice
s, s
ocia
l m
edia
, man
agem
ent
of t
he w
eb,
bra
ndin
g, s
pee
chw
riti
ng, I
CT
Dis
cove
ry)
X
Prot
ocol
ser
vice
sX
Faci
litat
ion
of t
he w
ork
of
gove
rnin
g b
odie
s (P
P, C
ounc
il,
Cou
ncil
wor
king
gro
ups)
X
Safe
ty a
nd s
ecur
ity
serv
ices
XBa
dgi
ng p
rodu
ctio
n an
d di
stri
but
ion
XRe
sour
ce-m
obili
zati
on s
ervi
ces
XC
orp
orat
e st
rate
gic
man
agem
ent
and
pla
nnin
gX
X
26
Strategic plan for the Union for 2016-2019
5. Implementation and evaluation5.1 Linkage between strategic, operational and financial planning
The strong and coherent linkage between the Union’s strategic, operational and financial planning is ensured by implementing the ITU results-based management (RBM) framework in accordance with Resolutions 71, 72 and 151 (Rev. Busan, 2014) of the Plenipotentiary Conference, as per the following structure:
• This four-year strategic plan defines the strategic goals of the Union and the Sectoral and intersectoral objectives outcomes for the four-year period. It lays down the implementation criteria to be taken into consideration in the operational planning and budgeting processes. The strategic plan should be implemented within the context of the financial limits established by the Plenipotentiary Conference.
• The four-year financial plan in Decision 5 (Rev. Busan, 2014) of the Plenipotentiary Conference forecasts revenue and expenses for the four-year period, in full consistency with the strategic plan, and defines resources available for its implementation.
• Biennial budgets, approved by the Council, implement the results-based budgeting (RBB) mechanism, according to the provisions of the financial plan.
• The four-year rolling operational plans, approved by the Council, follow the principles of the strategic plan and are set in accordance to the financial plan and the biennial budget. Operational plans define the Sectoral and intersectoral outputs produced to achieve the Union’s objectives and outcomes, and describe the corresponding activities of the Bureaux and the General Secretariat. The activities of the Bureaux contribute directly to Sectoral or intersectoral outputs. The activities of the General Secretariat either contribute directly to the intersectoral outputs (via intersectoral activities) or provide support services to the Bureaux and the intersectoral activities, as depicted below:
Figure 3 – Linkage between strategic, operational and financial planning
ITU vision & mission
ITU-wide stategic goals
ITU-R objectives/outcomes
ITU-T objectives/outcomes
ITU-D objectives/outcomes
ITU intersectoral objectives/outcomes
ITU-R outputs ITU-T outputs ITU-D outputs Intersectoral outputs
BR TSB BDT GSOpe
rati
onal
pla
nsSt
rate
gic
plan
Financial planBudget
27
Strategic plan for the Union for 2016-2019
5.2 Implementation criteria
Implementation criteria set the framework to enable proper identification of appropriate activities of the Union, so that the objectives, outcomes and strategic goals of the Union are achieved in the most effective and efficient manner. They define the criteria for establishing priorities for the resource-allocation process within the biennial budget of the Union.
The implementation criteria set for the Union’s strategy for 2016-2019 are:
• Adherence to ITU values: The core values of ITU shall drive priorities and provide the basis for decision-making.
• Following results-based management principles, including:
– Performance monitoring and evaluation: Performance in the achievement of the goals/objectives shall be monitored and evaluated in accordance with the operational plans, as approved by the Council, and opportunities for improvement shall be identified, in order to support the decision-making process.
– Risk identification, assessment and treatment: An integrated process to manage uncertain events that may impact on the achievement of objectives and goals shall be in place, to enhance informed decision-making.
– Results-based budgeting principles: The budgeting process shall allocate resources on the basis of the goals and objectives to be achieved, as defined within this strategic plan.
– Impact-oriented reporting: Progress towards the achievement of ITU’s strategic goals shall be clearly reported, focusing on the impact of the activities of the Union.
• Implementing efficiently: Efficiency has become an overarching imperative for the Union. ITU shall assess whether its stakeholders obtain maximum benefit from the services ITU provides, according to the resources available (value for money).
• Aiming to mainstream UN recommendations and apply harmonized business practices, since ITU is part of the UN system as a UN specialized agency.
• Working as One ITU: The Sectors shall work cohesively for the implementation of the strategic plan. The secretariat shall support coordinated operational planning, avoiding redundancies and duplication and maximizing synergies across the Sectors, the Bureaux and the General Secretariat.
• Long-term development of the organization to sustain performance and relevance of expertise: Aspiring to the concept of the learning organization, the organization shall continue operating in an interconnected way and to invest further in staff so as to sustainably deliver most value.
• Prioritization: It is important to define specific criteria for prioritizing among different activities and initiatives that the Union is willing to undertake. The factors to be considered are the following:
– Added value:
• Prioritize based on unique value contribution by ITU (outcomes that cannot be achieved otherwise)
• Be involved where and to the extent that ITU adds significant value
• Not prioritize activities that other stakeholders can undertake
• Prioritize based on ITU’s available expertise for implementation.
– Impact and focus:
• Focus on maximum impact for the wider constituency, while considering inclusiveness
• Undertake fewer activities with greater impact, rather than many activities with diluted impact
• Be consistent and undertake activities that clearly contribute to the big picture as determined by the ITU strategic framework
• Give priority to activities yielding tangible results.
28
Strategic plan for the Union for 2016-2019
– Membership needs:
• Prioritize membership demands, by following a customer-oriented approach
• Give priority to activities that Member States cannot implement without the support of the organization.
5.3 Monitoring, evaluation and risk management in the ITU results-based management framework
Results will be the main focus of strategy, planning and budgeting in the ITU RBM framework. Performance monitoring and evaluation, together with risk management, will ensure that the strategic, operational and financial planning processes are based on informed decision-making and appropriate resource allocation.
The ITU performance monitoring and evaluation framework will be further developed according to the strategic framework outlined in the strategic plan for 2016-2019, to measure progress towards achievement of the ITU objectives and outcomes, strategic goals and targets set out therein, evaluating performance and detecting issues that need to be addressed.
The ITU risk-management framework will be further developed, to ensure an integrated approach to the ITU RBM framework set in the strategic plan for the Union for 2016-2019.
29
Strategic plan for the Union for 2016-2019
CHF
000
in %
CHF
000
Goa
l 1G
oal 2
Goa
l 3G
oal 4
Goa
l 1G
oal 2
Goa
l 3G
oal 4
Cost
Grow
thIn
clus
iven
ess
Sust
aina
bilit
yIn
nova
tion
& Pa
rtner
ship
Grow
thIn
clus
iven
ess
Sust
aina
bilit
yIn
nova
tion
& Pa
rtner
ship
R1IT
U-R
Obj
ectiv
e 1
149,
257
50%
30%
10%
10%
74,6
2944
,777
14,9
2614
,926
R2IT
U-R
Obj
ectiv
e 2
41,3
2350
%30
%10
%10
%20
,661
12,3
974,
132
4,13
2
R3IT
U-R
Obj
ectiv
e 3
63,5
5410
0%-
63,5
54-
-
T1IT
U-T
Obj
ectiv
e 1
55,3
8840
%30
%10
%20
%22
,155
16,6
165,
539
11,0
78
T2IT
U-T
Obj
ectiv
e 2
21,0
8710
0%-
21,0
87-
-
T3IT
U-T
Obj
ectiv
e 3
1,57
050
%30
%10
%10
%78
5
47
1
157
15
7
T4IT
U-T
Obj
ectiv
e 4
27,0
9730
%50
%10
%10
%8,
129
13,5
492,
710
2,71
0
T5IT
U-T
Obj
ectiv
e 5
2,07
830
%20
%10
%40
%62
3
41
6
208
83
1
D1IT
U-D
Obj
ectiv
e 1
47,7
5510
0%-
47,7
55-
-
D2IT
U-D
Obj
ectiv
e 2
75,9
5710
0%75
,957
-
-
-
D3IT
U-D
Obj
ectiv
e 3
34,5
8710
0%-
-
34,5
87-
D4IT
U-D
Obj
ectiv
e 4
59,1
1810
0%-
59,1
18-
-
D5IT
U-D
Obj
ectiv
e 5
19,9
9010
0%19
,990
-
-
-
Inte
rsec
tora
l Obj
ectiv
e 1
7,45
415
%15
%15
%55
%1,
118
1,11
81,
118
4,10
0
Inte
rsec
tora
l Obj
ectiv
e 2
7,85
015
%15
%15
%55
%1,
177
1,17
71,
177
4,31
7
I3In
ters
ecto
ral O
bjec
tive
311
,701
10%
10%
10%
70%
1,17
01,
170
1,17
08,
191
I4In
ters
ecto
ral O
bjec
tive
49,
202
0%50
%50
%0%
-
4'
601
4,60
1-
I5In
ters
ecto
ral O
bjec
tive
573
8
0%
100%
0%0%
-
73
8
-
-
To
tal C
ost
635,
704
226,
395
288,
543
70,3
2550
,441
36%
45%
11%
8%
Reallocation
ITU
Stra
tegi
c Obj
ectiv
es
ANNEX 3 TO RESOLUTION 71 (REV. BUSAN, 2014)
Allocation of resources to objectives and strategic goals
30
Strategic plan for the Union for 2016-2019
ANNEX 4 TO RESOLUTION 71 (REV. BUSAN, 2014)
Glossary of the strategic plan for the Union for 2016-2019
Term DefinitionActivities Activities are various actions/services for transforming
resources (inputs) into outputs.
Financial plan The financial plan covers a four-year period and sets up the financial basis from which biennial budgets can be elaborated.
The financial plan is elaborated within the context of Decision 5 (Revenue and expenses for the Union) which reflects, inter alia, the amount of the contributory unit approved by the Plenipotentiary Conference.
It should be aligned with the strategic plan.
Inputs Inputs are resources, such as financial, human, material and technological resources, used by activities to produce outputs.
Mission Mission refers to the main overall purposes of the Union, as per the Basic Instruments of ITU.
Objectives Objectives refer to the specific aims of the Sectoral and intersectoral activities in a given period.
Operational plan The operational plan is prepared on a yearly basis by each Bureau, in consultation with the relevant advisory group, and by the General Secretariat, in accordance with the strategic and financial plans. It contains the detailed plan for the subsequent year and a forecast for the following threeyear period for each Sector and the General Secretariat. The Council reviews and approves the four-year rolling operational plans.
Outcomes Outcomes provide an indication as to whether the objective is being achieved. Outcomes are usually partly, but not entirely, within the control of the organization.
Outputs The outputs are the final tangible results, deliverables, products and services achieved by the Union in the implementation of the operational plans. Outputs are cost objects and are represented in the applicable cost-accounting system by internal orders.
Performance indicators
Performance indicators are the criteria used to measure the achievement of outputs or outcomes. These indicators may be qualitative or quantitative.
Processes Set of consistent activities intended to meet an intended objective/goal.
Results-based budgeting (RBB)
Results-based budgeting (RBB) is the programme budget process in which (a) the programme is formulated in order to meet a set of predefined objectives and outcomes; (b) the outcomes justify resource requirements, which are derived from and linked to outputs produced to achieve the outcomes; and (c) actual performance in achieving outcomes is measured by outcome indicators.
Results-based management (RBM)
Results-based management is a management approach that directs organizational processes, resources, products and services towards the achievement of measurable results. It provides the management frameworks and tools for strategic planning, risk management, performance monitoring and evaluation and financing activities based on targeted results.
31
Strategic plan for the Union for 2016-2019
Term DefinitionResults framework
A results framework is the strategic management tool used to plan, monitor, evaluate and report within the RBM methodology. It provides the necessary sequence to achieve desired results (results chain) – beginning with inputs, moving through activities and outputs, to outcomes – at the level of Sectoral and intersectoral objectives, and desired impact – at the level of ITUwide strategic goals and targets. It explains how results are to be achieved, including causal relationships and underlying assumptions and risks. The results framework reflects strategic level thinking across the entire organization.
Strategic goals Strategic goals refer to the Union’s high-level targets to which the objectives contribute, directly or indirectly. These relate to the whole of ITU.
Strategic plan The strategic plan defines the strategy of the Union for a four-year period in order to fulfil its mission. It defines strategic goals and objectives and represents the plan of the Union within that period. It is the main instrument embodying the Union’s strategic vision. The strategic plan should be implemented within the context of the financial limits established by the Plenipotentiary Conference.
Strategic risks Strategic risks refer to the uncertainties and untapped opportunities that affect an organization’s strategy and strategy execution.
Strategic risk management (SRM)
Strategic risk management is a management practice that identifies and focuses action on uncertainties and untapped opportunities that affect an organization’s ability to deliver on its mission.
Strategic target Strategic targets are the expected results during the period of the strategic plan; they provide an indication as to whether the goal is being achieved. Targets may not always be achieved for reasons that may be beyond the control of the Union.
Values ITU’s shared and common beliefs that drive its priorities and guide all decision-making processes.
Vision The better world ITU wants to see.