RESOLUTION 72 (Rev. Marrakesh, 2002)

Linking strategic, financial and operational planning in ITU

The Plenipotentiary Conference of the International Telecommunication Union (Marrakesh, 2002),

considering

a) the adoption of Recommendation 11 (Valletta, 1998) by the World Telecommunication Development Conference, highlighting the need for financial and operational planning to be considered for implementation on an ITU-wide basis by this conference;

b) that, in the strategic plan for the Union 2004-2007, as one of the priorities of ITU, operational planning was extended to the three Sectors and the General Secretariat as a mechanism for increasing accountability and transparency and enhancing the linkage between this management tool and the strategic planning and budgeting process,

recognizing

a) that the process by which progress in achieving the objectives of ITU can be measured could be considerably enhanced through the linkage of strategic, financial and operational plans which set out the activities planned to be undertaken during any given four-year period;

b) that operational and financial plans for ITU should set out the activities of the Union, the objectives of those activities and the associated resources, and could be effectively utilized, inter alia:

– to monitor progress in the implementation of the programmes of the Union;

– to enhance the capacity of the membership to evaluate, using performance indicators, progress in the achievement of programme activities;

– to improve the efficiency of these activities;

– to ensure transparency, particularly in the application of cost recovery;

– to promote complementarity between the activities of ITU and those of other relevant international and regional telecommunication organizations;

c) that the introduction of operational planning and its effective linkage to strategic and financial planning may make changes in the Financial Regulations necessary in order to elaborate the relationships between the corresponding documents and to harmonize presentation of the information they contain;

d) that an effective and specific oversight mechanism is required in order to enable the Council adequately to audit progress in linking the strategic, operational and financial functions and to assess the implementation of operational plans,

resolves to instruct the Secretary-General and the Directors of the three Bureaux

1 to identify particular measures and elements such as those listed in the annex to this resolution which should be considered indicative and not exclusive, to be included in the operational plan, which will assist the Union in implementing the strategic and financial plans and enable the Council to review their implementation;

2 to review the Financial Regulations of the Union, taking into account the views of Member States and the advice of the Sector advisory groups, and to make appropriate proposals for consideration by the Council in the light of recognizing c) and d) above;

3 to each prepare their consolidated plans reflecting the linkages between strategic, financial and operational planning, for annual review by the Council,

instructs the Council

1 to evaluate progress in linking the strategic, financial and operational functions and in implementing operational planning, and to take steps as appropriate to achieve the objectives of this resolution;

2 to take the necessary action to ensure that the future strategic, financial and operational plans will be prepared in line with this resolution;

3 to prepare a report, with any appropriate recommendations, for consideration by the 2006 plenipotentiary conference.

 

ANNEX TO RESOLUTION 72 (Rev. Marrakesh, 2002)

Elements associated with operational planning

• Detailed specification of activities to be undertaken during any given four-year period, including ongoing work as well as special projects or studies having a fixed duration.

• Establishment of performance indicators, benchmarks or milestones in order to measure progress in the achievement of objectives and sub-objectives of the various organizational units.

• Establishment of workload scenarios and implementation strategies, and specification of resources available to undertake various tasks.

• Specification of strategies to address resource shortfalls through measures such as the re-ordering of priorities, which are precipitated, for example, by relevant conference or assembly decisions having financial resource implications.

• Outline of progress on the implementation of decisions taken by plenipotentiary conferences or by the Council.

• Specification of measures undertaken to fulfil the objectives outlined in the strategic plan: for example, progress achieved in identifying a range of products and services which could be subject to cost recovery and/or revenue generation.

• Outline of progress reports by the various advisory groups.