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/ INTERNATIONAL TELECOMMUNICATION UNION / Document 3(Rev.1)-E
7 March 2002
English only
INFORMAL GROUP ON THE DRAFT ITU STRATEGIC PLAN 2003-2007
geneva — 7-8 March 2002

Input document from the
Telecommunication Standardization Advisory Group (TSAG)

Comments on ITU draft Strategic Plan

The advice provided by the Telecommunication Standardization Advisory Group for the informal Strategic Plan working group of Council contains commentary statements about the development of a strategic plan, comments on an early draft Strategic Plan and specific texts. In order to facilitate the work of the informal group at its meeting of 7-8 March 2002, the inputs from TSAG of March 2001 and November 2001 have been formatted, without change in substance, so it can be readily inserted into the appropriate section of the final draft Strategic Plan of the Union.

TSAG’s comments on the Introductory section of the draft Strategic Plan support a concise format that does not need to expand on or explain the mission and general goals of the Union as set forth in Constitution Article 1. The 1 December 2001 draft accommodates TSAG’s comments, with a possible reordering of paragraphs 1.1, 1.3 and 1.2.

Attachment 1, providing text for the ITU-T section of the Strategic Plan, is the same as the text provided by TSAG following the November 2001 TSAG meeting, reordered to generally fit the framework of the draft Strategic Plan and the format of the input from the Radiocommunication Advisory Group (1 March 2002): Mission; Environment; Priorities.

Attachment 2 reproduces the advice relating to the General Secretariat not otherwise covered in Attachment 1.

Attachment 3 reproduces the advice relating to Linkage/Schedules.

Attachment 1 – Text for the ITU-T section in Part II of the draft Strategic Plan

5.Telecommunication Standardization

5.1The mission of ITU-T is to be the unique worldwide venue for industry and government to work together in developing, providing and promoting global consensus-based telecommunication recommendations (standards) for the Information Society.

5.1.1To accomplish this mission, the ITU-T should:

  • identify areas where recommendations (standards) should be developed for the Information Society,
  • efficiently develop high-quality, global, consensus-based recommendations (standards) in its core competency areas on a market-driven and timely basis,
  • facilitate the interoperability of networks and services,
  • be able to develop recommendations that may have regulatory or policy implications,
  • be flexible and constantly look for ways that it can improve,
  • give appropriate consideration to the particular needs of developing countries, and
  • cooperate and, where appropriate, collaborate with others so as not to duplicate effort.

5.2This mission is to be undertaken under a rapidly changing environment. Attempts to quantify and qualify anticipated changes in such a dynamic telecommunications environment cannot succeed, and are likely to produce language that is obsolescent upon adoption. Accordingly, the Strategic Plan notes only clear and general developments and trends, and encourages ways to be aware of and to address changes in this dynamic environment.

5.2.1It has become clear in the period since the adoption of the 1999-2003 Strategic Plan that the rate of change in the telecommunications environment is phenomenal, and that its exact directions cannot be predicted. Some indicators of the telecommunications environment that shape ITU strategies include:

  • growth in the fixed-line network has continued at a steady rate, and the number of fixed lines worldwide passed the one billion mark early in 2001;
  • mobile networks grew even faster;
  • the Internet has become even more widespread than anticipated, with more than 350million Internet users worldwide, and corresponding increases in IP backbone networks;
  • expenditure and reliance on electronic commerce, which have grown enormously since 1998, will continue, and voice communications are also carried over IP-based networks;
  • developing countries continue to experience significant shortages in telecommunication infrastructure, including Internet availability on affordable terms;
  • the digitalisation of broadcasting and increasing interactivity, new technologies, and new uses for existing technologies are changing the ways people communicate; and
  • new and converging technologies stimulate the need to develop, rapidly and reliably, appropriate global standards, to fulfil the market needs but also to ensure [maintain] the global connectivity and reliability of telecommunication networks.

5.2.2While technological and service growth and movement may be difficult to predict, some broader trends are clear, and seem virtually certain to continue. These include:

  • moves toward continued privatization and market liberalization, and the accompanying increases in private sector participation and independent regulatory agencies;
  • the ongoing transformation of telecommunications from a regulatory-driven into a service and demand-driven sphere, and thus into a globally competitive business; and
  • the competition faced by ITU-T, even more than other parts of the Union, from various standards development organizations, consortia, and forums, which means that ITU-T must be able to show the advantages it offers for activities it considers its core competencies.

5.2.3Such environmental change has clear and significant impact upon the ITU, from the makeup of its membership and its financial base, to the shape and nature of its priorities.

5.3The ITU-T’s key attribute is the ability to bring together all players in a global environment to develop recommendations (standards) in areas where the membership recognizes that ITU-T has the necessary competence.

5.4Strategies and Processes

5.4.1The strategies/processes needed to enable ITU-T to fulfill its mission include:

  • bottom-up mode of operating and production of work (rather than top-down),
  • flexibility in responding to market demands,
  • ongoing review of the Strategic Plan, proposing adjustments as needed,
  • through TSAG, monitoring the performance of the Sector against identified milestones,
  • development and strengthening of the linkage among financial, strategic, and operational planning,
  • clear and transparent working methods and processes, to encourage transparency, inclusiveness, and representation of a broad range of participants and views,
  • an environment in which interested parties can work together in partnership effectively and efficiently,
  • development and execution of an aggressive plan to communicate the value of the ITU-T, stressing its global recognition and credibility and the high quality of its Recommendations, as well as its willingness to change,
  • working with ITU-D with special attention to telecommunication development in developing countries, including supporting ITU-D’s efforts to improve access to the Information Society in developing countries and developing handbooks as appropriate,
  • offering an organization that is attractive to industry entities as a place to do their standardization development work,
  • efforts to stimulate active participation of existing membership and to attract new participants, and
  • a willingness to change.

5.4.2ITU-T should continue to define and establish formal relationships with the broadest practicable population of relevant bodies. In this regard, ITU-T should:

  • foster awareness within ITU-T of the work done by other bodies (such as SDOs, forums and consortia),
  • coordinate and cooperate with such groups in order to reduce duplication, avoid inconsistencies, and assure that ITU-T work provides added value,
  • continue to participate in appropriate coordinating bodies,
  • coordinate and cooperate with the Radiocommunication and Telecommunication Development Sectors, and with the General Secretariat and officials of the Union.

5.5While the Telecommunication Standardization Bureau (TSB) is directly responsible to ITU-T membership, its ability and willingness to meet ITU-T expectations and needs is directly derived from the General Secretariat. Therefore:

  • General Secretariat should provide TSB with stronger support and greater flexibility, in recognition that ITU-T, even more than other parts of the Union, faces competition from various standards development organizations, consortia, and forums, and must accordingly be able to show the advantages it offers for activities it considers its core competencies and to provide products and services at the best value for money, in order to convince participants of the benefits of working at or with the ITU.
  • In order to be responsive to ITU-T Sector membership, who generally operate at a high level of technological sophistication, TSB must be able to compete to attract and retain highly qualified staff, and will need the support of the General Secretariat to do so.
  • TSB must be agile and responsive, which requires that ITU General Secretariat be receptive to flexibility and innovation.
  • General Secretariat and the TSB recognize the need to promote the activities of ITUT, and must continue to enhance efforts in this direction.

Attachment 2 – advice related to the General Secretariat

In an era of increased efficiencies and cost-cutting, and recognizing that there is little likelihood of increased financial resources, the elected officials and the General Secretariat must:

  • continue and expand efforts to increase the efficiency of the Secretariat, to optimise its processes and staff resources, and to decrease costs;
  • rely on the priorities established by membership in the Strategic Plan, and when faced with budget shortfalls to propose reduction or elimination of lower priority programs or work in order to remain within spending limits; and
  • show willingness to embrace new technologies and other innovations, including outsourcing as appropriate, in service of the needs, requirements, and sharply focused and targeted efforts and initiatives of its membership, and budget accordingly.

Attachment 3 – advice related to Linkage and Schedules

  • The Strategic Plan should include a calendar and process of ITU planning activities (strategic, financial, and operational) that would allow for the development of linkage.
  • The Strategic Plan should also indicate the relationship among the three planning functions:
  • the Strategic Plan, developed by membership (including through Advisory Groups and Council) for adoption at Plenipotentiary, provides guidance to the Secretary-General and the Bureau Directors in drafting proposed operational plans and in proposing allocation of resources.
  • The Operational Plans should be drafted as two-year plans on a rolling schedule, and should be provided to the relevant membership group (Sector Advisory Group or Council) for review and approval in a timely way, prior to their effective dates.
  • Further, the biennial budget approved by Council should reflect the decisions made by membership as reflected in the strategic and operational plans.
  • The Plenipotentiary Conference 2002 should adopt a Strategic Plan for 2004-2007, in order to bring the period of the Strategic Plan into harmony with the period of the four-year Financial plan and the biennial budgets.

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