ITU is engaged in various important initiatives for reform to make it more
efficient and more effective, as well as more responsive to the needs of Member States for transparency and clarity of
accounts. These initiatives include the reform of ITU's internal systems, business processes and procedures, as well as
financial and budgetary reforms.
Strategic Goal Five
Continuing to improve the efficiency and effectiveness of ITU's structures and services and their relevance to the requirements of the membership and the wider global community.
ITU's strategic, financial and operational planning processes have been integrated and interlinked to ensure that the
allocation of resources is tied directly to performance and achievement of the Union's strategic objectives. A
simplified set of measurable strategic performance indicators has been established, as a first step towards the
introduction of a corporate performance management system. Performance will be monitored against objectives and expected
results, including evaluation and reporting.
Further enhancements are foreseen in order to achieve more consistent and coherent planning. Service level agreements
(SLA) were introduced for many of the activities of the General Secretariat from mid-2007 as an initial trial. The SLA
mechanism should be further enhanced and developed over the course of the 2008-2009 biannual period to become an
important tool of planning and control in ITU.
The 2006-2007 budget was implemented over the course of 2007 with a view to ensuring the most effective and economical
use of the Union's resources. This exercise proved successful and a significant level of unused appropriations remained
unused by the end of the biennium, strengthening ITU's Reserve Account. Key efficiency gains and cost-saving measures were implemented, including the restructuring of the General Secretariat and a reduction in the documentation workload. Results-Based Management (RBM) and Results-Based Budgeting (RBB) have been introduced since 2006-2007 to promote accountability and transparency in ITU's internal control
procedures (in accordance with Resolutions 1216 and 1243).
Efforts to implement an RBM framework within ITU will continue.
A Time Tracking System was introduced in 2005 to track the allocation of staff-time and outputs. This has resulted in
cost transparency, not only for activities performed under cost recovery, but for all ITU's work.
The cost-accounting process is now based on an appropriate methodology to reflect the genuine cost of individual
activities and outputs to the organization (Decision 535, Council 2005). Implementation of Resolution 1243 has continued
in the travel management and HR mobility projects, and in the migration of payroll from IBM HR Access to SAP software.
The procurement project was completed and a new supplier relationship management application delivered. Additional
projects are planned to further rationalize business processes and strengthen internal controls.