strategic plan for the union 2016-2019 375511 plan... · structure of the strategic plan 4 2. ......

Strategic plan for the Union for

2016 - 2019

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


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


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.

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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


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.

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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.

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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


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


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

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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


Tabl

e 4

– Li

nkag

e of

Sec

tora

l and

inte

rsec

tora

l obj

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ves

to IT

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trat

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Goa

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Incl

usi

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s

Goa

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Sust

ain

abi-

lity

Goa

l 4:

Inn

ovat

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&

par

tner

ship

ITU

-R o

bjec

tive

sR.

1 M

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in a

rat

iona

l, eq

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, eff

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cono

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, inc

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thro

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of th

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the

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pro

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on

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acti

viti

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f IT

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T.5

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end

and

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litat

e co

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ith

inte

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iona

l, re

gion

al a

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atio

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ardi

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on b

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s

13


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l 2:

Incl

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s

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l 3:

Sust

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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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


– 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


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


Allocation of resources to objectives and strategic goals

30



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.

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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.

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