RESOLUTION
71
(Minneapolis, 1998)
Strategic plan for the Union 1999-2003
The Plenipotentiary Conference of
the International Telecommunication Union (Minneapolis, 1998),
considering
a)
the provisions of the Constitution
and Convention of the International Telecommunication Union relating to
strategic policies and plans;
b)
Article 19 of the Convention of the
International Telecommunication Union on the participation of Sector
Members in the Union’s activities;
c)
Resolution 2 of this conference on
the continuation of the forum to discuss strategies and policies in the
changing telecommunication environment,
noting
the challenges faced by the Union
in achieving its purposes in the changing telecommunication environment,
both in the period covered by this strategic plan for the Union for
1999-2003 and in the following period,
taking into account
a)
the decisions of the World
Telecommunication Standardization Conference (Geneva, 1996), the
Radiocommunication Assembly and the World Radiocommunication Conference
(Geneva, 1997) and the World Telecommunication Development Conference
(Valletta, 1998) concerning the work programme of the Sectors;
b)
the decisions of this conference
concerning strategic policy issues,
recognizing
a)
the need to continue facilitating smooth development of telecommunications
for maximum social and economic benefit in the future by:
–
promoting a more balanced distribution of telecommunication
technology worldwide through non-discriminatory access to modern
telecommunication facilities and services and new telecommunication
technologies;
–
introducing tariff reforms aimed at promoting the rational use of
telecommunication networks and the provision of an efficient universal
telecommunication service to foster investments, while preparing
operators for a more competitive environment, taking into account that
tariffs should be cost-orientated and that the geographical
characteristics of countries are different;
–
developing a common understanding of the regulation of
telecommunications at the national level, while preserving each State’s
sovereign right to regulate its telecommunications;
b)
the continuing need to improve the
efficiency and effectiveness of the Union’s working methods;
c)
the need to adapt ITU’s management
systems to the operational requirements of the new environment, including
its systems for managing financial, human and information resources;
d)
the need for synergy with other world and regional agencies
concerned with the advancement of telecommunications,
bearing in mind
the growing demands placed on the
activities of the Union, the limited resources available to fund them and
the consequent need to establish priorities among the Union’s
activities,
resolves
1
to adopt the strategic plan for 1999-2003, as Annex 1 to this
resolution, based on the following principles:
1.1
the goal of the strategic plan is to establish the Union as the
international focal point for all matters relating to telecommunications
in the global information economy and society of the twenty-first century;
1.2
this goal is pursued through the Union’s mission in the following
three domains:
1.2.1
a technical domain – to promote the development, efficient
operation, usefulness and general availability of telecommunication
facilities and services;
1.2.2
a development domain – to promote the development of telecommunications
in developing countries and the extension of the benefits of telecommunications
to people everywhere;
1.2.3
a policy domain – to promote the adoption of a broader approach
to telecommunication issues in the global information economy and society;
1.3
clear objectives, priorities and operational plans for each Sector;
2
to complement this strategic plan with the goals, strategies and
priorities for the General Secretariat and for the three Bureaux set out
in Annex 2 to this resolution,
instructs the Secretary-General
1
when reporting annually to the Council, to present progress reports
on the strategic plan and on the goals, strategies and priorities for the
General Secretariat and for the three Bureaux for 1999-2003, including
recommendations to adjust the plan in light of changes in the
telecommunication environment, based on proposals by the competent
advisory bodies of the Sectors, decisions by conferences and by assemblies
of the Sectors and changes in the Union’s activities and its financial
situation;
2
to distribute these reports to all Member States, after
consideration by Council, urging them to circulate them to Sector Members,
as well as to those entities and organizations referred to in No. 235 of
the Convention which have participated in these activities,
instructs the Council
1
to oversee further development and implementation of the strategic
plan for 1999‑2003 in Annex 1 and Annex 2 to this resolution, on the
basis of the Secretary-General’s annual reports;
2
to present an assessment of the results of the strategic plan for
1999‑2003 to the next plenipotentiary conference, along with a
proposed strategic plan for the period 2003-2007,
invites the Member States
to contribute national insights on
policy, regulatory and operational matters to the strategic planning
process undertaken by the Union in the period before the next
plenipotentiary conference, in order to:
–
strengthen the effectiveness of the Union in fulfilling its
purposes as set out in the instruments of the Union by cooperating in the
implementation of the strategic plan; and
–
assist the Union in meeting the changing expectations of all its
constituents as national structures for the provision of telecommunication
services continue to evolve,
invites Sector Members
to communicate their views on the
strategic plan of the Union through their relevant Sectors.
Annex
1:
Strategic Plan for the Union 1999-2003
Annex
2:
Goals, strategies and priorities for the General Secretariat and
the three Bureaux
ANNEX
1
Strategic Plan for the Union 1999-2003
I Introduction
1
The purposes of the Union are set out in Article 1 of the
Constitution (Geneva, 1992). Essentially, they are to provide a forum in
which the Union’s membership can cooperate for the improvement and
rational use of telecommunications of all kinds in the following domains:
1.1
a technical domain – to promote the development, efficient
operation, usefulness and general availability of telecommunication
facilities and services;
1.2
a development domain – to promote the development of telecommunications
in developing countries and the extension of the benefits of
telecommunications to people everywhere;
1.3
a policy domain – to promote the adoption of a broader approach
to telecommunication issues in the global information economy and society.
2
The objective of the strategic plan for the Union for 1999-2003 is
to indicate how these purposes will be achieved in this period of time by
identifying key issues, goals, strategies and priorities for the Union as
a whole, for each of the Sectors, and for the secretariat.
3
The ITU strategic plan for 1995-1999 was based on an ambitious goal
– to establish the Union as the international focal point for all
matters relating to telecommunications in the global information economy
and society. This goal was to be achieved through the following overall
strategies:
3.1
to strengthen the foundations of the Union – by enhancing the
participation of Sector Members and increasing synergy between the
activities of the Sectors;
3.2
to broaden the Union’s activities – by creating the world
telecommunication policy forum and using ITU resources and information
systems more effectively;
3.3
to increase the Union’s leverage in international affairs – by
establishing strategic alliances with other concerned international and
regional organizations, and communicating more effectively with the
public.
4
The report of the Council to the Plenipotentiary Conference
(Minneapolis, 1998) on the activities of the Union since the
Plenipotentiary Conference (Kyoto, 1994) provides a detailed assessment of
the results of the 1995-99 strategic plan. Each of these strategies has
been successful, to a greater or lesser degree. However, the overall goal
as referred to in § 3 above has not been entirely realized, largely
because of developments outside the control of the Union and its
membership.
5
The telecommunication environment has evolved in ways that were not
completely foreseen when the 1995-1999 strategic plan was being crafted.
In particular, the forces of liberalization, competition and globalization
have been stronger than anticipated. They have resulted in a shift in the
way telecommunications is viewed – by policy-makers and regulators, by
customers, and by the industry itself. These forces will be further
strengthened by the implementation in 1998 of agreements liberalizing
trade in telecommunications at the international and regional levels.
6
In this new environment, it is no longer realistic to believe that
the Union can be the focal point for all matters relating to
telecommunications in the global information economy and society. The
world is now too complex and telecommunications too pervasive for a single
organization to be the focus of all issues of concern to the international
community. New goals must be set and new strategies devised. That is the
purpose of this document, which is organized as follows:
•
Part II identifies key trends and developments in the
telecommunication environment and assesses their implications for ITU;
•
Part III proposes general strategic orientations, goals and
priorities for achieving the purposes of the Union in the new environment
in the 1999‑2003 time-frame;
•
Part IV presents goals, strategies and priorities for the Sectors;
•
Annex 2 proposes goals, strategies and priorities for the ITU
secretariat.
7
The financial plan for the Union for 2000-2003 estimates the cost
of ITU activities, identifies revenue options and establishes expenditure
priorities on the basis of the provisions of the draft strategic plan.
II Environmental
analysis
A
Trends and developments in the telecommunication environment
8
The global market for telecommunications is expanding rapidly. It
is not a question of “demand pull” or “supply push”. Both are
happening. The interaction of these two forces has made telecommunications
one of the leading growth sectors in the world economy. It has also made
telecommunications one of the most important components of social,
cultural and political activity.
8.1
On the demand side, growth is pulled by an increasing reliance on
telecommunications and information technology in every area of human life
– in all sectors of economic and social activity; in government, in the
provision of public services, and in the management of public
infrastructures; in the pursuit of knowledge and the expression of
culture; in the control of the environment; and in response to
emergencies, whether natural or man-made.
8.2
On the supply side, growth is pushed by rapid technological
developments which continuously improve the efficiency of existing
products, systems and services, and provide the foundation for a
continuing stream of innovations in each of these areas. Particularly
noteworthy is the convergence of telecommunication, information,
broadcasting and publishing technologies, which has greatly enriched the
communication choices available to consumers.
9
The effect of the fundamental forces driving demand and supply has
been amplified by the worldwide trend to liberalize markets for telecommunication
and information technology goods and services. As a result of this trend,
the majority of telecommunication networks are now privately owned and
operated. Significant developments have also taken place to introduce
competition at the national, regional and international levels. Of
particular importance is the World Trade Organization (WTO) agreement to
liberalize trade in basic telecommunication services which was concluded
in February 1997 by 69 countries which together account for more than 90%
of global telecommunication revenues. The agreement entered into force on
5 February 1998.
10
The new framework developed by WTO to govern trade and regulation
of telecommunication services will facilitate further globalization of the
telecommunication equipment and services industries, as well as the
closely-related information technology industry.
10.1
In the 1995-1999 planning period, “globalization” was more a
slogan than a reality, since it referred mainly to alliances between major
operators to provide end-to-end services to multinational enterprises.
Public networks and residential customers were relatively unaffected by
this kind of globalization, although various forms of “alternative
calling procedures” provided consumers in countries which allowed such
practices a “poor-man’s version” of the benefits enjoyed by big
business users.
10.2
In the 1999-2003 planning period, globalization is likely to become
much more of a reality. The WTO agreement will make it possible for
foreign operators to have direct access through interconnection and
interoperability to public networks in most of the world’s major
telecommunication markets, as well as to make direct investments in the
development of those networks.
11
Five years ago, few would have predicted that the Internet would
emerge so rapidly as a serious competitive force in telecommunications.
However, today’s Internet is only a precursor to the new competitive
forces that are likely to emerge in the next five to ten years in the new
“communications and information sector” which will result from
technological convergence.
12
The essential lesson to be learned from the Internet phenomenon is
that competition is no longer a public policy tool which can be introduced
in a completely controlled fashion and regulated within the confines of
the traditional telecommunication sector. Competition in
telecommunications is rapidly becoming a true market force whose evolution
cannot be planned by policy-makers, a force which increasingly is seen as
best regulated on the basis of principles that are not specific to
telecommunications, but derived from a broader economic, social and
cultural perspective.
13
Although far from universally accepted, the sweeping changes in
telecommunications described above have broad support among many
countries, including a number of developing countries who see it as the
best way forward in developing their telecommunication networks and
services to the benefit of their overall economic and social development.
14
The liberalization of telecommunications does not mean an end to
regulation – but it has changed both the role of government and the
nature of telecommunication regulation:
14.1
In the past, most administrations of ITU Member States tended to be
“all-purpose” creatures – policy-makers and operators which both
provided and regulated telecommunications on the basis of a “public
utility” model.
14.2
The liberalization of telecommunications has been accompanied by a
separation of these functions. The trend now is for administrations of ITU
Member States to be policy-makers, nested within a general department of
government (e.g. industry and trade); for telecommunications to be
operated by corporations – whether public, private or mixed; and for
“the public interest” in telecommunications to be protected by an
independent regulatory authority.
14.3
In countries that have introduced partial or full competition, the
model for regulating telecommunications is changing. Principles derived
from competition law are taking their place alongside the classical
precepts of public utility regulation. In some jurisdictions,
sector-specific telecommunication regulation has been abandoned.
14.4
Again, the WTO agreement will amplify these regulatory trends. More
than 60 signatories accounting for more than 90% of global
telecommunication revenues have made commitments to apply in whole or in
part a set of regulatory principles including interconnection,
transparency and anti-competitive safeguards. These regulatory
commitments, and indeed all other commitments, are subject to the WTO
dispute resolution mechanism. They are therefore more than a voluntary
code of conduct. They are binding commitments which are enforceable under
the WTO dispute resolution mechanism.
15
In the 1999-2003 planning period, it is likely that the trends
noted above with respect to liberalization, competition and globalization
will begin to combine in new ways that may ultimately change the way the
telecommunication industry sees itself and is seen by its regulator(s) and
customers.
15.1
Countries that began permitting competition in telecommunications
10 or 20 years ago generally introduced it in a planned and orderly
manner: first in terminal equipment; then in value-added services; then in
the long-distance service; and finally in local and international
services. In addition, competition was generally permitted among different
service providers using the same infrastructure before being allowed
between different infrastructure providers. Even today, most countries
that permit competition do so on a highly regulated basis.
15.2
In this environment the regulator must implement competitive safeguards,
nurture competition, ensure interconnection/interoperability and ensure
broad and affordable access to necessary services.
15.3
As a result of technological progress, convergence and market
liberalization, countries only now beginning to introduce competition are
less likely to be in a position to plan an evolution of this kind.
15.4
Even in those countries that have experience with competition,
service providers and regulators which have based their respective plans
on an orderly evolution of this kind are finding that the “rules of the
game” are suddenly changing, that competition is coming from unforeseen
directions, and that it cannot be regulated as it was in the past.
15.5
More than any other phenomenon, the Internet symbolizes the
changing nature of telecommunications. It is based on different
technologies, network architectures, standardization and addressing
schemes. Its economic foundations and charging principles are
diametrically opposed to those of public telecommunication operators. It
has experienced phenomenal growth and it has largely been outside
government regulation. Yet it is emerging as a serious alternative to the
traditional services provided by the telecommunication industry in every
market segment from intra-corporate communications to public voice.
16
From one point of view, encouraging progress has been made in the
1995-1999 period in certain countries and some regions in forging the
“missing link” identified by the Maitland Commission. Overall, the gap
between developed
and developing countries in access to basic telecommunication services is
closing. However, from other points of view, new gaps are beginning to
appear:
16.1
In general, the majority of the least developed countries (LDCs)
have made little progress in the past five years in closing the gap in
access to basic telecommunication services. In some cases, teledensity
(the number of telephone lines per 100 people) has fallen, as population
growth has outstripped telecommunication growth. New technologies such as
global mobile personal communications by satellite (GMPCS) may help close
the “telecommunication gap”. This will only be possible, however, if
their services are affordable to inhabitants of the LDCs.
16.2
There is currently an enormous gap between developed and developing
countries in access to the Internet. Even as the telecommunication gap
which has preoccupied the Union for so many years is beginning to
close, an “information gap” of even greater proportions is opening up.
16.3
A difference in regulatory practices is emerging between countries
which have decided to liberalize their telecommunication markets under the
WTO agreements, and those that have not. If competition brings the first
group of countries the anticipated benefits in terms of investment,
technology transfer, innovative services and lower prices, these
regulatory differences may become a new development gap. In this regard,
it is important to recall that although the 119 ITU Member States
that are not yet part of the WTO basic telecommunications agreement
generate less than 10% of global telecommunication revenues, they include
more than 45% of the world’s people.
17
On the eve of the 21st century, the Union thus finds itself in a
dynamic situation. On the one hand, the goal established by the Maitland
Commission of achieving universal access to basic telecommunications will
be technically achieved, and the overall gap between developed and
developing countries is steadily narrowing. However, at the same time, new
differences are developing, for example within the developing world,
between the LDCs and other developing countries, between liberalized and
non-liberalized countries which may be either developed or developing, and
between countries that are moving rapidly towards competition and those
moving at a slower pace.
18
This raises important questions in relation to the vision of the
global information society (GIS). This vision was the subject of
considerable discussion during the 1995-1999 period, initially in the G-7
group of advanced industrial economies, then in the broader international
community. Today, the basic ideas behind the concept of the GIS have been
broadly accepted and indeed endorsed. In this vision, all forms of
economic, social, cultural and political activity will increasingly depend
on access to the telecommunication and information services provided by
the global information infrastructure (GII). The rapid development of
electronic commerce on the Internet is one tangible example of how the GIS
is becoming a reality. The challenge facing the international community is
to find ways to ensure that the GIS is truly global, and that people
everywhere are able to share in its benefits.
B
Impact on ITU
19
As a result of these trends and developments, demand for the
products and services provided by ITU has risen in the 1995-1999 period
and is expected to continue to rise in the 1999-2003 time-frame. This is
the case for the services provided to the ITU membership (e.g. meetings,
recommendations, assistance in applying regulations, frequency and number
registrations, technical and development assistance) as well as those
provided to the international telecommunication community as a whole (e.g.
exhibitions, forums, development indicators, trend reports, information
services).
20
One of the most important strategic issues facing ITU in the
1999‑2003 period is how to respond to these rising demands:
20.1
The Union functions within the framework of the United Nations
common system. Since the ITU budget has been based on “zero growth”
for a number of years, it has only been possible to respond to increased
demand for products and services through productivity improvements.
Further improvements can and will continue to be made.
20.2
The 1995-1999 strategic plan noted that assessed contributions from
Member States had “reached a plateau; income from these sources appears
unlikely to grow dramatically and may begin to decline”. Four years
later, it is clear that this was an accurate assessment. This is the
financial reality the membership faces in preparing a strategic and
financial plan for 1999‑2003.
20.3
While unquestioned, the intergovernmental nature of ITU is acknowledged
by Member States and Sector Members alike as placing certain limits on
enhancing Sector Members’ rights and obligations. It does limit the role
of Sector Members in decision-making, and although Sector Member rights
have been somewhat enhanced, the intergovernmental nature of ITU might
limit Sector Members’ willingness to make increased financial
contributions which they cannot control. Implementation of recommendations
deriving from Resolution 15 (Kyoto, 1994) and Resolution 39 (Kyoto, 1994)
can lessen these constraints and facilitate cooperation between Member
States and Sector Members.
20.4
The solution to strengthening the Union lies in treating the Sector
Members more as partners in appropriate work of the Union. The Union will
have to see itself as seeking to satisfy the needs of its customers by
providing products and services of superior value in a competitive
environment. Many Sector Members have had to transform their
organizational cultures in this fashion, and it is natural that they will
expect to see similar changes in the Union.
20.5
Another factor affecting the future effectiveness of the Union is
the process of decision-making. Even as ITU has supported some
improvements during 1995-1999, including the use of web technology,
advanced electronic communication and document exchange facilities, the
number of ITU meetings, meeting days, participants and pages of documents
produced per meeting has continued to grow. That the membership has turned
to ITU to satisfy their diverse needs should be seen as an indication of
the value that can be provided by the Union. Therefore, appropriate
changes in the working methods are required, along with financial
responsibility based on a transparent budget process and generally
accepted accounting principles.
21
There are clearly major challenges facing the Union as it seeks to
respond to rising demand for its products and services. However, each of
these challenges has a positive side which provides an opportunity to
build on ITU’s “core competencies”:
21.1
The Union is an acknowledged leader in the movement to reform
international organizations by enhancing the participation of
non-government players, increasing efficiency, and adopting innovative
approaches to achieving its purposes.
21.2
The Union has a comprehensive membership and “high approval
rating” among the members of the international telecommunication
community.
The vast majority of the Union’s Member States freely choose to
contribute more than they would if they were assessed under some measure
such as GDP or teledensity. And during the 1995-1999 period, Sector
membership almost doubled as new players on the international
telecommunication scene and companies from convergent industries were
added to the ranks of established players.
21.3
Member States, Sector Members and the international community have
shown a continuing willingness to pay for many ITU products and services.
Demand has remained strong for established publications and TELECOM
events. In addition, customers have responded well to the innovative range
of ITU information products and services which have been introduced in the
past four years.
21.4
In every major test of its decision-making ability in the 1995-1999
period, the Union has been able to respond with activities that have led
to beneficial results for all concerned.
22
The strategic challenge facing the Union in the 1999-2003
time-frame is to remain a pre-eminent international forum where Member
States and Sector Members work together to enable the development of
telecommunication networks and to facilitate universal access to
communication and information services, so that people everywhere can
participate in and benefit from the global information economy and
society.
III
General goals, strategies and priorities
23
The purposes of the Union are achieved through the activities of
its three Sectors, through the Sector conferences and assemblies, and
through general-purpose activities such as the Plenipotentiary Conference,
the world conference on international telecommunications and the Council,
as well as the world telecommunication policy forum and TELECOM
exhibitions and forums.
24
The ITU is a federal organization. Although financial resources are
centrally controlled, each Sector has its own “governance structure”
which defines the goals, strategies and activities necessary to achieve
its mission in a given period of time. However, just as the purposes of
the Union set out in Article 1 of the Constitution apply to all Sectors,
so they share a number of strategic orientations and goals.
C
Strategic orientations
25
“Strategic orientations” are principles intended to provide
coherence, focus and direction to all of the activities undertaken by the
Union. It is impossible to forecast the future completely in the rapidly
changing telecommunication environment and to plan for every
contingency. Strategic orientations therefore help to ensure consistency
of purpose and action in the face of inevitable uncertainty.
26
The following strategic orientations are proposed for the 1999-2003
strategic plan. They build on the experience of the 1995-1999 period,
particularly the results of implementation of Resolution 15 (Kyoto, 1994)
and Resolution 39 (Kyoto, 1994), and they seek to apply that experience to
the anticipated requirements of the new environment analysed in part II of
this document, in addition to encouraging development of access to basic
telecommunication and information services:
26.1
improve customer service – by identifying the specific needs of
the Union’s membership and other customers, establishing priorities, and
providing the highest quality of service possible with available
resources;
26.2
innovate – by continuing to develop new activities, products and
services under the supervision of the Member States and Sector Members and
in accordance with their agreed needs;
26.3
strengthen the Union’s financial foundations – by determining
and applying appropriate funding mechanisms for ITU activities, products
and services (e.g. assessed contribution based on free choice of
contributory unit, voluntary contribution, partial or full cost recovery,
revenue generation), together with transparent budgetary measures;
26.4
enhance participation by Sector Members – by implementing the
recommendations deriving from Resolution 15 (Kyoto, 1994) and Resolution
39 (Kyoto, 1994) as quickly and fully as possible, and by actively
marketing ITU membership to all entities and organizations with a
potential interest in participating actively in the work of the Union;
26.5
establish partnerships – by concluding a range of formal and
informal cooperation agreements with other intergovernmental organizations
and with other organizations at the national and regional levels,
including
non-governmental organizations (NGOs), in cases where such cooperation
would further the purposes of the Union based upon the identification of
specific subjects for cooperation;
26.6
maintain solidarity – between the ITU’s Member States and Sector
Members in partnership in pursuit of the purposes of the Union;
26.7
inform – by sharing and disseminating information related to the
development of economically efficient public telecommunications;
26.8
promote the principle and implementation of a competitive
telecommunication environment – by encouraging flexible regulatory
systems that provide for a variety of telecommunication services;
26.9
produce recommendations in timely response to market demand – by
streamlining development and approval procedures by each Sector, as
appropriate.
D
Goals and priorities
27
In addition to these strategic orientations, the Sectors of the
Union share a number of goals for the 1999-2003 period, and will undertake
priority actions to achieve these goals.
D.1
Goal 1 – Strengthen the multilateral foundations of international
telecommunications
28
The trends and developments analysed in part II of this document
illustrate the multilateral nature of key ITU activities. Since the most
basic purpose of the Union is to maintain and extend international
cooperation between all its members for the improvement and rational use
of telecommunications, the central goal of the Union’s strategy must be
to take this into account and strengthen multilateral cooperation in areas
where its effectiveness may be in question. To this end, the following
priority actions are proposed:
28.1
ITU-R
•
Considering the implications of the large increase in workload for
preparation of, participation in and follow-up work of WRCs, and taking
appropriate action.
•
Further enhancing the structure of ITU-R through clarification of
the roles of the RAG, RA and WRC, and in particular establishing clearer
linkages between advisory, decision-making and budgetary responsibilities.
28.2
ITU-T
•
Producing high-quality recommendations quickly in response to
market demands.
•
Broadening participation and enhancing involvement by
non-administration entities in the Sector’s standardization process.
•
Developing recommendations to achieve accounting rate reform and
proposing means to encourage their implementation.
28.3
ITU-D
•
Developing new approaches to the provision of multilateral telecommunication
assistance, inter alia by
building partnerships for telecommunication development in priority
areas, with special emphasis on telecommunication sector restructuring,
regulatory reform, finance and resource mobilization, technology
applications and human resources development.
28.4
General activities
•
Developing the world telecommunication policy forum (WTPF) as a
forum convened on an ad hoc basis for developing a non-binding shared
vision on cross-Sectoral policy issues.
•
Where agreed by the membership, developing innovative mechanisms
for international cooperation outside the formal structures defined in the
Constitution and Convention (e.g. MoUs).
•
Deciding on the need to revise the International Telecommunication
Regulations (ITR) to take account of developments in the telecommunication
environment, particularly the WTO agreements.
•
Extending cooperative participation to an increasing number of
administrations and organizations, by encouraging the participation of
Member States not currently active in ITU activities, encouraging and
facilitating the participation of additional entities and organizations,
including small or narrowly-focused entities, and increasing coordination
and cooperation with other relevant international and regional
organizations.
D.2
Goal 2 – In addition to development of access to basic telecommunication
and information services, promote global connectivity to the global
information infrastructure (GII) and global participation in the global
information society (GIS)
29
The vision of the GIS will become a reality only if the networks
and services of the converging telecommunication and information
industries are able to interconnect and interoperate seamlessly, and if
they are accessible to people everywhere at affordable rates. Facilitating
development of the GII and promoting universal access to basic
telecommunication and information services is a goal that unites all ITU
Sectors. Priority actions proposed for 1999-2003 include:
29.1
ITU-R
•
Accommodating the global and regional spectrum requirements of
innovative telecommunication and information services.
29.2
ITU-T
•
Developing recommendations for new technologies and applications
such as appropriate aspects of the GII and global multimedia and mobility.
29.3
ITU-D
•
Promoting the development, expansion and operation of
telecommunication networks and services, particularly in developing
countries, taking into account the activities of other relevant bodies,
with universal access as the objective.
•
Developing and/or sponsoring projects designed to connect
developing countries to the GII (e.g. Africa ONE, Internet access).
•
Promoting the development of technology applications (e.g. tele-health,
tele-education, electronic commerce, environmental protection, disaster
relief) in cooperation with other international and regional organizations
and NGOs.
29.4
General activities
•
Connecting ITU Member States, Sector Members and other members of
the international telecommunity to the Union’s information resources and
to each other through an “ITU‑II” (ITU information
infrastructure), to help them develop the GII in their own areas of
responsibility.
•
Pursuing implementation of the United Nations system-wide project
on universal access to basic communication and information services –
the “right to communicate”.
•
Facilitate access to telecommunications through the promotion of
cost-effective technologies and low price services to end users, that
comply with standards and quality requirements.
D.3
Goal 3 – Coordinate international action to manage scarce telecommunication
resources
30
Although we are living in an era of technological abundance, some
communication resources remain scarce. The coordination of international
action to manage resources such as the radio-frequency spectrum, satellite
orbital positions and telecommunication numbers is a well-established and
core role of ITU, as the pre-eminent competent international body to
deal with these issues. In addition, human resources and information are
becoming recognized as scarce resources of a different kind that are
critical to developing countries in the new environment. The
following priority actions are therefore proposed for 1999‑2003:
30.1
ITU-R
•
Improving the frequency coordination and planning framework for
satellite networks.
30.2
ITU-T
•
Developing and implementing administrative procedures for numbering
plans for international networks and services.
30.3
ITU-D
•
Contributing to and coordinating actions between Member States and
Sector Members aimed at developing human resources, especially in the
associated regulatory and economic domains.
30.4
General activities
•
Serving as the depositary of cooperative international arrangements
consistent with the purposes of ITU.
D.4
Goal 4 – Encourage and enable Member States, especially
developing countries, to draw maximum benefit from technical, financial
and regulatory changes in the telecommunication environment
31
As indicated in part II, the current telecommunication environment
is a dynamic one, characterized by rapid technological progress but also
by emerging differences, for example within the developing countries,
between liberalized and non-liberalized countries, and between countries
that are moving more rapidly towards competition and those moving at a
slower pace. Countries will be assisted in adapting to this environment if
they have available good information not only on the global environment
but also on the issues and options they face. Each ITU Sector, and ITU as
a whole, has a role to play in providing this information. The following
priority actions are therefore proposed for 1999-2003:
31.1
ITU-R
•
Providing assistance to all Member States, and especially the
developing countries, through the dissemination of information and
know-how, in particular on spectrum management.
31.2
ITU-T
•
Producing recommendations responding to technological developments,
in accordance with the priorities shown in § 41 below.
•
Working with BDT with special attention to telecommunication
development in developing countries, and cooperating with the other
Sectors in the organization of information meetings, seminars and
workshops, and in the development of case studies, guidelines and
handbooks.
31.3
ITU-D
•
Continuing to develop the telecommunication indicators and
regulatory databases, and to add value to the information they contain
through partnerships with other Sectors and organizations.
•
Assisting developing countries in addressing policy and regulatory
issues arising from the liberalization, convergence and globalization of
telecommunications, while taking account of the GATS principles inherent
in the
WTO basic telecommunication agreement and Reference Paper (e.g. through
studies, workshops, missions and cooperative mechanisms).
•
Providing information about mechanisms for financing
telecommunication development and assisting developing countries with the
mobilization of resources for telecommunication investment.
•
Disseminating information about ITU-R and ITU-T activities that are
of particular importance for developing countries.
31.4
General activities
•
Providing opportunities for the sharing of information and
experience regarding relevant issues, such as convergence, globalization,
regulatory principles and universal service, and regarding benefits to the
public interest, investors and the national economy.
•
Assisting countries most in need to draw maximum benefit from
technical, financial and regulatory changes in the telecommunication
environment.
D.5
Goal 5 – Improve the efficiency and effectiveness of Union
structures, activities and processes
32
To remain a pre-eminent international and market-relevant focal
point for matters related to the rapidly changing telecommunication
environment, ITU must regularly review and, as appropriate, update its
structure, activities and processes, ensuring that they are effective and
efficient in the light of the current needs of its membership. To this
end, the following items are proposed for 1999‑2003:
32.1
ITU-R
•
Fostering the cost-effective processing of information received
from administrations in the application of the provisions of the Radio
Regulations, the orderly recording and registration of frequency
assignments and orbital positions and the development of recommendations,
handbooks and other relevant outputs in a rapidly changing environment,
while continuing to evaluate Sector structure, activities and processes
with a view to remaining effective and efficient.
32.2
ITU-T
•
Continuing to improve the working methods of the Sector, including
the accelerated development of recommendations, the fostering of
cooperative relationships with other relevant standardization
organizations and the increased use both of electronic document handling (EDH)
and project teams (see § 41 below).
•
Assisting in developing, for the Telecommunication Standardization
Sector, an open and transparent “bottom-up” budget proposal that
incorporates financial management principles and techniques, including
cost recovery as appropriate.
32.3
ITU-D
•
Strengthening BDT’s advisory capabilities through redistribution
of its resources, to respond to requests in priority areas such as
international agreements and national regulation, tariffs and finance, new
and convergent technologies and the feasibility stage of negotiations.
•
Developing its catalytic role in encouraging all actors, including
global, regional and national organizations, to work together in assisting
developing countries in their development and reform process as well as in
their adaptation to the liberalized market.
•
Strengthening regional presence by increasing the decentralization
of functions and authority to field offices and by strengthening the
coordination functions of headquarters.
32.4
General activities
•
Increasing the use of modern methods of telecommunication,
including electronic handling of submissions to ITU such as frequency and
orbit notifications/registrations, and providing information to its
customers.
•
Streamlining the development, approval and publication processes
for recommendations in each Sector, as appropriate.
•
Increasing the use of task-oriented activities using the working
methods agreed to in each Sector, such as rapporteur, focus and
correspondence groups, while ensuring transparency.
•
Developing a clear, transparent budget, encouraging each Sector and
the General Secretariat to develop “bottom-up” budgets, and working to
implement cost recovery, as appropriate.
•
Improving the financial accountability of activities within ITU by
more clearly linking costs with the related activity through annual Sector
operational and financial plans consistent with the biennial budget.
IV Goals,
strategies and priorities for the Sectors
E
Radiocommunication Sector (ITU-R)
E.1
The Radiocommunication Sector mission
33
Under the provisions of the Constitution and Convention (Geneva,
1992), the mission of the ITU Radiocommunication Sector is, inter
alia, to ensure rational, equitable, efficient and economical use of
the radio-frequency spectrum by all radiocommunication services, including
those using satellite orbits, and to carry out studies and adopt
recommendations on radiocommunication matters.
E.2
The Radiocommunication Sector environment
34
This mission is to be undertaken in an environment that is
characterized by:
•
Growing recognition of the economic value of frequency spectrum and
the application of economic principles in the management of that resource,
recognizing the rapid market-driven and user-oriented technological
development.
•
The ever increasing demand for the limited radio-frequency spectrum
for space and terrestrial radiocommunication systems.
•
The growing role of regional organizations and private-sector
activities in a liberalized environment.
•
The limited financial resources available to support the Sector’s
activities.
•
Growing convergence among many radio services, integration with
wired telecommunication services and converging terrestrial and satellite
applications.
•
Increased interest, in particular on the part of the developing
countries, in:
–
access to the radio-frequency spectrum and the geostationary-satellite
and non‑geostationary-satellite orbits in support of their national
requirements;
–
worldwide radiocommunication system standards to achieve overall
system economy;
–
handbooks;
•
the rapid technological development and widespread application of
digital techniques to most space and terrestrial systems, including mobile
communications and new television and sound broadcasting systems.
E.3
The Radiocommunication Sector strategic objectives
35
Within its overall mission, the strategic objectives of ITU-R are
to carry out the functions laid down in the Constitution and Convention,
and specifically, in the period 1999‑2003:
•
to maintain and enhance the relevance of ITU-R in the efficient
management of the usable radio-frequency spectrum, free from harmful
interference, and to ensure that the Radio Regulations and the rights of
Member States are respected;
•
to continue developing enhanced criteria for frequency sharing and
coordination of new and existing systems in both space and terrestrial
environments, with a view to increasing the efficiency of use of the
usable frequency spectrum;
•
to continue improving the working methods and cost-effective
operation of ITU-R in a flexible organizational structure; to aim at more
efficient and more clearly defined roles of the RAG, radiocommunication
assemblies and radiocommunication conferences to ensure clear linkages
between advisory, decision-making and budgetary responsibilities as new
and more efficient working methods evolve; and to further develop the
Sector’s quality of service and enhance its use of electronic document
handling;
•
to ensure that the Radio Regulations Board carries out its
functions, particularly those concerning the application of the Radio
Regulations, in a manner which maintains the confidence of Member States;
•
to undertake, in project teams, the study of approved questions
limited in scope and time, as appropriate; and urgent studies decided by
WRCs, in preparation for future WRCs;
•
in close collaboration with ITU-D and ITU-T, as appropriate, to
assist developing countries in spectrum management and disseminate
information and know-how through information meetings, seminars, handbooks
and the provision of tools for automated spectrum management;
•
to provide information on widely accepted spectrum management
concepts and related regulatory frameworks, particularly with a view to
assisting developing countries, and to assist in the application of
relevant ITU-R recommendations providing guidance on the most economical
and timely implementation of radiocommunication systems;
•
to issue recommendations on, inter
alia, the characteristics and performance of radio systems;
•
to implement efficient measures to promote broader participation by
Member States, particularly developing countries, and Sector Members in
all ITU-R activities.
E.4
Priorities of the Radiocommunication Sector
36
The priorities of the Radiocommunication Sector for 1999-2003, in
addition to those that may be identified by future conferences, are:
•
to review the world radiocommunication conference process to ensure
that it is effective and efficient, that the agendas developed do not
unduly burden Member States and Sector Members and consequently burden
secretariat resources, and that the intervals between conferences are
appropriate;
•
to accommodate the global and regional spectrum requirements of
innovative services that will provide communication and information
services “any time, any place” (e.g. GMPCS, IMT-2000 and high
altitude platform stations, all of
which include innovative terrestrial and space applications), by the appropriate
consideration of such matters at WRCs and by issuing appropriate
recommendations to facilitate their development and implementation;
•
to study and apply, as appropriate, improved international spectrum
management techniques;
•
to facilitate timely coordination between new and existing active
and passive systems in both space and terrestrial environments and to
develop spectrum regulation initiatives to better harmonize frequency
allocations and the use of satellite orbits, while continuing work to
improve the frequency coordination and planning process for satellite
networks;
•
to expand the assistance offered to Member States in coordinating
and registering frequency assignments and in applying the Radio
Regulations, with special attention to developing countries and Member
States that have recently joined the Union;
•
to collaborate as needed with ITU-T and ITU-D and the General
Secretariat to ensure that studies are appropriately coordinated and that
no duplication of work occurs;
•
to provide assistance to the Telecommunication Development Bureau (BDT)
for the introduction of modern radio systems in developing countries,
particularly in rural areas, conduct information meetings and world and
regional seminars and give assistance to Member States, with special
attention to developing countries, e.g. through the development of handbooks;
•
in improving the working methods of the Sector, to strive for:
–
greater use of user-friendly document exchange capabilities;
–
the accelerated development of recommendations and improvement in
publication mechanisms (reduction of unit cost and time taken to publish,
wider distribution and greater electronic availability);
–
increased use of information technology for the notification and
processing of frequency assignments;
–
a flexible organizational structure in the Radiocommunication
Bureau (BR), with special attention to the training and development of the
Bureau’s staff;
–
periodic study group reviews of work programmes to re-establish
priorities and improve effectiveness;
•
to encourage greater participation by Member States, Sector Members
and other organizations in ITU-R activities, inter
alia by concluding formal and informal task‑oriented cooperation
arrangements.
F
Telecommunication Standardization Sector (ITU-T)
F.1
The Telecommunication Standardization Sector mission
37
Under the provisions of the Constitution and Convention (Geneva,
1992), the mission of the ITU Telecommunication Standardization Sector is
to fulfil the purposes of the Union relating to telecommunication
standardization by studying technical, operating and tariff questions and
adopting recommendations on them with a view to standardizing
telecommunications on a worldwide basis.
38
Taking account of rapid change in the telecommunication environment,
the mission of the Telecommunication Standardization Sector for the period
of 1999-2003 will include:
•
maintaining and strengthening its pre-eminence in international
telecommunication standardization by developing recommendations rapidly,
for example through increased Sector Member participation and use in
appropriate cases of a faster alternative approval process;
•
developing recommendations that acknowledge market- and
trade-related considerations;
•
playing a leading role in the promotion of cooperation among
international and regional standardization organizations and forums and
consortia concerned with telecommunications;
•
addressing important issues related to changes due to competition,
tariff principles and accounting practices; and
•
developing recommendations for new technologies and applications
such as appropriate aspects of the GII and global multimedia and mobility.
F.2
The Telecommunication Standardization Sector environment
39
The mission is to be undertaken in an environment characterized by:
•
rapid technological change and shortened innovation cycles,
development and convergence of telecommunication, broadcasting, computer
and information technology, and the growth of new products and services;
•
a worldwide trend towards a “market-driven” approach to
standardization, with an emphasis on rapid implementation of high-quality
recommendations;
•
an era of explosive growth in worldwide information transfer;
•
the changing role of governments, and the increased involvement of
Sector Members, in the standardization process;
•
the strong influence of relevant regional standardization
organizations and forums and consortia;
•
an increased number of network operators and service providers due
to deregulation and/or privatization;
•
increasing privatization and heightened competition between and
among network operators, service providers and equipment suppliers;
•
increasing number of global telecommunication operators, systems
and alliances;
•
greatly increasing demand of developing countries for
infrastructure development;
•
potential changes to the financial resources available to support
Sector activities.
F.3
The Telecommunication Standardization Sector objectives
40
The overall mission of the Telecommunication Standardization Sector
can be realized by targeting the following strategic objectives in ITU-T
activities:
•
to produce high-quality recommendations quickly in response to
market demands;
•
to broaden participation and enhance involvement by
non-administration entities in the Sector’s standardization process;
•
to enhance Sector Member participation in the standardization
process, including their involvement in appropriate decision-making;
•
to continue to improve the working methods of ITU-T, including the
improved and accelerated development and approval of recommendations;
•
to develop appropriate arrangements and cooperative relationships
with regional and national standardization organizations and forums and
consortia;
•
to respond to the impacts of increased privatization and
competition in network operation and service provision, and to the reforms
in the accounting rate system;
•
to encourage the participation of developing countries in
telecommunication standardization activities;
•
to encourage cooperation with the Telecommunication Development
Sector through timely responses to relevant requests;
•
to actively involve TSAG in financial aspects of the
Telecommunication Standardization Sector.
F.4
Priorities of the Telecommunication Standardization Sector
41
The priorities of the Telecommunication Standardization Sector for
1999-2003, in addition to those that may be identified by future
conferences, are:
•
to produce recommendations responding to technological
developments, including recommendations:
–
covering the implementation of the GII, including the definition
of an integrated global framework reference model with network-network
and network-user interfaces;
–
covering Internet Protocol (IP) related aspects as well as the
interoperability and convergence of IP-based networks, the Internet,
with existing network infrastructures;
–
covering the multimedia applications arising from the convergence
of telecommunication, broadcasting, computer and information technology;
–
covering the further evolution of network infrastructures, for
example in the areas of network access, signalling and control,
interfaces, security and optical networking;
–
facilitating the interworking of global personal
radiocommunication systems with public telecommunication networks;
–
facilitating the integration of existing and new transmission
media in public networks, in cooperation with ITU-R for radio
transmission aspects;
•
to continue to improve the working methods of the Sector through
the:
–
accelerated development of recommendations to keep pace with
rapid technical progress and market demand;
–
fostering of cooperative relationships with other relevant
standardization organizations and with forums and consortia to avoid
duplication of work, identify gaps in work programmes and encourage work
sharing where possible;
–
increased use of EDH techniques to increase efficiency and
productivity;
–
greater use of project teams for the study of urgent issues in a
relatively short time-frame;
•
to develop recommendations to achieve accounting rate reform and to
propose means to encourage their implementation;
•
to work with BDT with special attention to telecommunication
development in developing countries, and to cooperate with the other
Sectors in the organization of information meetings, seminars and
workshops and in the development of case studies, guidelines and
handbooks;
•
to assist in developing for ITU-T an open and transparent
“bottom-up” budget proposal that incorporates financial management
principles and techniques, including cost recovery as appropriate.
G
Telecommunication Development Sector (ITU-D)
G.1
The Telecommunication Development Sector mission
42
The mission of the Telecommunication Development Sector, as set out
in the Constitution and the Convention, encompasses the Union’s dual
responsibility as a United Nations specialized agency and executing agency
for implementing projects under the United Nations development system or
other funding arrangements, so as to facilitate and enhance
telecommunication development by offering, organizing and coordinating
technical cooperation and assistance activities.
The work of ITU-D will reflect the
various resolutions of the world telecommunication development conference.
It will place emphasis on gender balance in its programmes and will
reflect the needs of other aspects of global society such as youth and the
needs of indigenous peoples. Emergency telecommunications is another area
where renewed efforts are required. Collaboration with the private sector
should be more clearly defined and expanded so as to reflect the changing
roles of public and private entities in the telecommunication sector. The
“Year 2000” problem should be urgently addressed. ITU-D should also
use the mechanisms for advancing Sector goals included in Opinion B of the
World Telecommunication Policy Forum (Geneva, 1998) and the opportunities
provided by the ITU programme funded by the surplus funds from TELECOM
exhibitions.
In fulfilling its mission, ITU-D
will cover the five major areas of telecommunication development: telecommunication sector reform, technologies, management, finance and
human resources. It is
supported by the four main modes of action by which the Sector carries out
its work: direct assistance
(including project execution), resource development and mobilization,
partnerships and information sharing, which are reflected in the
organizational structure of BDT.
G.2
The Telecommunication Development Sector environment
43
The telecommunication development environment is characterized by
the following features:
•
The restructuring and liberalization of the telecommunication
sector at the national and international level, and the three agreements
on basic telecommunications services, financial services and information
technology products concluded through the World Trade Organization, have
increasing consequences for the provision of international and national
telecommunication services. Competition is rapidly becoming the rule
rather than the exception.
•
The above factors are straining the accounting rate system beyond
its limits, calling for a rapid revision of accounting rates and causing
major changes in traditional income flows which are of critical importance
to certain countries.
•
While the development gap has narrowed slightly in terms of access
to basic telephone services, it is widening at a fast rate for advanced
telecommunication services and access to information.
•
However, the emergence of a global information society is creating
new opportunities to close the gap. Political, technical and cultural
factors are combining to promote these opportunities.
•
The rapid development of telecommunications in some countries is
associated with general economic growth, particularly where some form of
restructuring, liberalization and competition is introduced; however,
other countries witness modest and uneven progress.
•
Many different players, including non-governmental organizations
(NGOs), are invited to play a more important role.
•
Business practices, including development activities, are being
revolutionized by information and communication technologies. This can
be expected to have a significant impact on telecommunication development
activities such as planning and training.
•
Technology-based convergence of telecommunications, informatics and
mass media offers new opportunities for cooperation between the formerly
different parts of the telecommunication sector.
•
Due to increased emphasis on policy and regulatory frameworks that
create open markets and encourage private investment, both domestic and
foreign, development programmes rely less on technical assistance and more
on partnerships and trade agreements. Private capital flows in several
countries now exceed official development aid resources, but in others
concessional finance is required to meet development needs.
•
Limited funds available to ITU, as compared with developing country
needs, require ITU to play a catalytic development role. This envisioned
catalytic role of ITU is developed further below.
G.3
The Telecommunication Development Sector strategy
44
The following points define a strategy for the Telecommunication
Development Sector that is consistent with its mission and the changing
telecommunication environment. ITU-D will:
•
pay special attention to the requirements of the developing
countries, with particular emphasis on the least developed among them, and
the need for well-differentiated and tailored responses to situations
arising in transition economies, countries affected by conflicts or
natural disasters, etc.;
•
work with governments to assist them in establishing appropriate
telecommunication policies and regulatory structures. Strategies for the
development of telecommunications may be fostered by liberalization,
private investment and competition in appropriate circumstances. The goal
of these policies and structures should be to:
–
create a stable and transparent environment to attract investment
and guarantee the rights of users, operators and investors;
–
facilitate access of service providers to the telecommunication
network within a framework that promotes fair competition while
protecting network integrity;
–
ensure the provision of universal access and universal service,
promoting innovation and the introduction of new services and
technologies to unserved and under-served users;
–
promote partnerships and cooperation between telecommunication
entities in developing and developed countries, and with appropriate
international institutions, consistent with their respective interests;
•
play a creative catalytic role in identifying and providing
resource support, in the new telecommunication environment, to help meet
the requirements of developing countries in close collaboration with
global, regional and national organizations and agencies, and with the
private sector;
•
maintain close cooperation with ITU-R and ITU-T reflecting the
significant role played by those two Sectors in telecommunication
development;
•
include matters pertaining to information technology and
broadcasting in its activities, as key factors in promoting economic,
social and cultural development;
•
promote training in human resources development (HRD) and human
resources management (HRM) in order to meet the challenges of the rapidly
changing telecommunication environment;
•
seek innovative ways to rationalize its internal costs, optimize
its resources and improve efficiency.
G.4
Priorities of the Telecommunication Development Sector
45
The experience of four successful years has given the Telecommunication
Development Sector a solid basis from which to forecast the following
priorities for 1999-2003:
•
respond effectively, rapidly and in a flexible way to requests for
direct assistance from developing countries, including through the use of
a significant part of TELECOM surplus funds, primarily for LDCs;
•
develop and mobilize resources for telecommunication development,
including human and financial resources, technology, HRD/HRM tools and
systems, information and expertise;
•
create partnership arrangements that benefit all parties, avoiding
purely commercial approaches and concentrating on long-term benefits (as
opposed to short-term gains):
–
by establishing strategic alliances and cooperation agreements with
other concerned international and regional organizations;
–
by taking the initiative to acquaint ministries responsible for
agriculture, health, education, transport, industry, human settlement,
trade and transfer of information with the role of telecommunications for
social welfare and general economic and social progress, and in particular
the work of the Union in rural and remote areas;
–
by inviting relevant bilateral development and donor agencies to
join the activities of ITU in order to cooperate within the Sector to
maximize synergistic efforts toward sustainable universal access to
telecommunication services;
•
promote partnership arrangements in and between the public and
private sectors in both developed and developing countries;
•
strengthen the ITU regional presence and enhance collaboration with
regional and subregional telecommunication organizations, including broadcasting
organizations;
•
collaborate with the private sector in implementing the Valletta
Action Plan, including partnerships with related entities in developing
countries;
•
improve the working methods of the Sector, to strive for:
–
greater use of user-friendly document exchange capabilities;
–
greater participation by Sector Members and other organizations
in ITU‑D activities;
–
the accelerated development of outputs and improvement of
publication mechanisms, in particular through the wider use of
information technology;
–
a flexible organizational structure in the Bureau, with special
attention to the training and development of BDT staff.
46
During the period 1999-2003, the strategic processes of the
Telecommunication Development Sector will incorporate all resolutions and
recommendations adopted by WTDC-98, as well as all other relevant
resolutions and recommendations of ITU conferences.
ANNEX
2
Goals, strategies and priorities for
the General Secretariat and three Bureaux
A
The secretariat mission
47
The mission of the secretariat (meaning the General Secretariat and
the three Bureaux) is to provide high-quality, efficient services to the
Union’s membership and customers in response to the needs they have
identified and within the limits of the resources made available by the
membership.
B
The secretariat environment
48
The secretariat shares the environmental challenges, constraints
and opportunities identified in part II above. The main challenge it faces
is to maintain established standards of quality and efficiency while
responding to steadily increasing service demands in an environment
characterized by:
•
“zero-growth” in the financial resources derived from assessed
contributions which finance the bulk of the Union’s activities;
•
organizational and managerial rules derived from the United Nations
common system;
•
a situation in which any significant undertaking beyond the
responsibilities outlined in the Convention should be identified, approved
specifically by the Council in advance and coordinated with the
membership.
C
Goals for improved management of the secretariat
49
To address these challenges, the secretariat should pursue these
strategic objectives:
49.1
Efficiency, transparency, openness, customer service and effectiveness.
49.2
Quick, efficient and high-quality response to membership needs.
49.3
Create conditions that would enable development of:
•
a shared view of the ITU’s fundamental purposes;
•
a common understanding of the priorities of the Union as they may
change from time to time;
•
a willingness and a capacity to act in concert, supporting one
another in the achievement of departmental and organizational objectives;
•
a common organizational culture;
•
a customer orientation that includes responsiveness, efficiency,
flexibility and accountability.
49.4
Instil an organizational climate:
•
that is representative of diversity of cultures, backgrounds,
opinions and values;
•
that supports risk taking;
•
in which delegation is encouraged and responsibility accepted;
•
in which communication and information flow are facilitated;
•
in which committees are properly used and decisions are taken by
appropriate managers;
•
in which managers exercise flexibility and rules are used not to
inhibit but to facilitate.
49.5
Build essential skills so that staff acquire the required
competencies:
•
to exercise good interpersonal skills;
•
to function effectively in difficult situations;
•
to manage resources for the achievement of results.
49.6
Set objectives that move the organization forward in a time of
great change so that:
•
all staff are evaluated and rewarded for the achievement of agreed
objectives;
•
staff anticipate and manage change.
D
Priorities of the secretariat
50
To achieve the above strategic objectives, the following priorities
have been set for 1999-2003:
50.1
To improve the quality and efficiency of services provided to the
ITU membership and the Union’s other customers by:
•
using the cost attribution framework for ITU products and services
which was created in response to the recommendations of ITU-2000 to
develop a comprehensive set of quality, efficiency and productivity
indicators for all ITU activities;
•
outsourcing products and services if the result is a net benefit to
the Union’s membership.
50.2
To improve the development and management of human resources by:
•
recruiting people with the skills required to serve the Union’s
members and customers in the new telecommunication environment, while
paying attention to the need for a more representative geographic, gender
and other balance;
•
improving training policies and programmes for staff at all levels
so that they have the competencies needed in the new environment and are
fully prepared to assume new roles and responsibilities;
•
ensuring greater flexibility in the deployment of human resources
to respond to emerging requirements and enrich career opportunities;
•
continuing to develop middle level and senior management skills in
the secretariat.
50.3
To improve the management of secretariat resources through:
•
improvements to formal planning, management and reviewing systems;
•
greater delegation of authority to managers, with appropriate
accountability and control mechanisms;
•
enhanced coordination between strategic, financial and performance
management systems.
50.4
To adapt the secretariat’s organizational culture to the new
environment by:
•
continuing improvements to internal communication;
•
instilling a culture of customer service, entrepreneurship,
accountability, recognition of performance and continuous learning.
50.5
To extend operational planning to the three Sectors and General
Secretariat as a mechanism to enhance accountability and transparency, and
link this management tool to the strategic planning and budgeting process,
given the symmetry required between the objectives and priority activities
outlined in the strategic plan and the costing analysis of ITU products
and services specified in the financial plan.
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