Methodology: Results-based Management Framework
BACKGROUND
International Telecommunication union (ITU) is a specialized agency of the United Nations for information and communication technologies or ICTs. ITU is responsible for allocation of global radio spectrum and the satellite orbits, development of the technical standards to ensure seamless interconnectivity of the networks and technologies. The origin of ITU dates back to the mid nineteenth century and since then it has been at the centre of the advances in communication. Right from telegraphy in earlier times to satellites, mobile phones and internet in the modern world. It was on May 17, 1865 that the first incarnation of International Telecommunication Union came into being in the form of International Telegraph Union when the first international Telegraph Convention was signed in Paris. In 1868, the ITU started operating in Berne, Switzerland. Just about a decade later another revolution was brought about in telecommunication technology when the Telephone was patented in 1876 and by 1885, ITU was drafting international laws governing telephony. Further inventions like radio or wireless communications added to the responsibility of the ITU and thus began a series of new regimes and protocols being devised by the ITU for the smooth international handling of the matters related to Telecommunications technologies. It was in 1948, that the headquarters of ITU was moved from Berne to Geneva when it was formally incorporated into the United Nations.
MEMBERS
The ITU has, since its birth been based on the premise of public-private partnership. Currently, the organization has 193 member countries and more than 700 private sector-bodies, ICT regulators as well as academic institutions as part of the membership. Headquartered in Geneva, ITU has twelve regional and area offices around the globe.
The membership represents a cross section of International ICT sector including the world’s largest players to small and innovative ones working on new and emergent technologies with the R&D institutes as well as the academia. The members work on a wide range of issues that affect the direction of the ICT industry as a global forum. The strategic direction as well as the budget of the ITU is guided by the member states collectively.
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.”
The Vision of ITU is to connect the world’s people by ensuring flawless interconnectivity of technologies and networks around the world especially by ensuring improved access to ICTs to the underserved communities worldwide and protect everyone’s fundamental right to communicate. The ICTS are redefining the manner in which the development objectives may be achieved. The development of affordable means of accessing the ICT networks and the resultant services and applications to the inhabitants of the whole world is vital development facilitator.
MISSION
“To promote, facilitate and foster affordable and universal access to telecommunication/communication information and the communication technology networks, services and applications and their use for social, economic and environmentally sustainable growth and development.”
The mission of ITU is to promote proliferation, promotion and sharing of the telecommunications technologies in a seamless manner so as to ensure smooth flow of information serving the telecommunications needs of populations around the world. ITU strives to do so by judicious allocation of the global radio spectrum and satellite orbits, development of the technical standards to ensure smooth interconnectivity and networking through public private partnerships between the governments and the ICT industry. By leveraging the global membership, ITU intends to bring the ever improving benefits of the modern communications technologies to people everywhere in an efficient, safe easy and affordable way.
ORGANIZATIONAL STRUCTURE
The Plenipotentiary Conference is the supreme body of the ITU. Each member has one vote each in the same. The organizational structure of the ITU combines the activities of the three pillar bodies which were previously delineated from each other, which support the work mandated by the Plenipotentiary Conference, namely the Radio communication sector, the Telecommunication Standardization Sector and the Development Sector.
The work of each sector is directed by international as well as regional conferences, which are supported by a bureau under the administrative supervision of a Director. The bureau directors are assisted by the ‘Advisory groups’ which are open to the representatives of the administrations of the national telecom bodies, research and other authorized organization groups and bodies.
The Plenipotentiary Conference also elects the ITU council. The council acts an administrative body functioning between the sessions of the conference. The body directs the work of the organization between the four year intervals of the conferences.
The headquarter of the ITU at Geneva is headed by a Secretary General, assisted by a Deputy Secretary General as well as the Directors of the three bureaus based on the three sectors mentioned above namely the Radio communication Bureau, Telecommunication Standardization Bureau and the Telecommunication Development Bureau. The position of the Secretary General of ITU is held by Mr. Houlin Zhao of China. He was elected to the post at the 19th Plenipotentiary Conference in Busan, Korea, in October 2014.
OBJECTIVES AND STRATEGIC DIRECTIONS
The overall objectives of the International Telecom Union (ITU) are to promote and monitor the development of the international telecommunication networks and provide access to the telecommunication services to the populations around the world by encouraging and enhancing cooperation among the governments and their telecom regulators on one hand and an array of the private actors which includes network operators, service providers, , equipment manufacturers, scientific and technical organizations, financial and developmental organizations on the other hand .
The main activities of ITU within the purview of the overall objectives are as mentioned below.
Standardization of the telecommunications technologies, services as well as the operations along with the tariffs and the number plans.
Allocation of the radio frequency bands and spectrum to different service providers and at the same time coordinating and registering the frequencies assigned to the respective providers. Also to monitor the satellite orbital positions to avoid radio interference which can be harmful.
Promotion of the development of infrastructure and service for telecommunication, regulatory bodies as well as human resources in the developing world
Providing information on the global telecom trends and latest developments in the field
The vision and mission as well as overall objectives of the ITU are contemplated and elaborated in the strategic and result based management action plan. The period of this strategic plan is 2016 to 2019, a span of four years before the next Plenipotentiary Conference takes place. The strategic management document contains 4 strategic goals that serve as strategic directions, and 11 targets (15 including sub targets) for the goals that serve as performance indicators for the goals/strategic directions .
The goals and the targets as mentioned below fulfill the following criteria to measure up to the standards of best practices.
Specific: The Targets describe the tangible impacts of the effort of the ITU in terms of the long term economic, socio cultural, institutional, environmental and technological standards.
Measurable: The targets set against the goals build up on the contemporary statistical indicators thus leveraging the knowledge and information bases of ITU.
Action oriented: The targets serve as guidelines within the purview of the strategic and operational plans of the ITU.
Realistic and relevant: The targets are realistic and achievable and in line with the strategic goals of the ITU.
Time bound and traceable: The targets are to be achieved within a specific period of time that is the four year period of strategic plan and inter- session span of the Plenipotentiary conference.
STRATEGIC GOALS
The goals representing the strategic directions of the ITU as per the strategic plan are summarized as below.
Strategic Goal 1 : Growth - Enable and foster access to and increased use of telecommunication/ICTs
ITU recognizes the role of ICTs as key enablers of social, economic and environmentally sustainable development.
ITU will work to enable and enhance access to ICTs
Growth in use of ICTs has both long and short term impact on the socio-economic development.
The Union shall ensure commitment and cooperation to the above goal
Strategic Goal 2: Inclusiveness – Bridge the digital divide and provide broadband for all
ITU shall remain committed to ensuring access to ICTs for all
ITU shall work to bridge the digital divide and provide broadband for all
In order to bridge the digital divide it shall focus on the global telecommunication inclusiveness, accessibility and affordability
Broadband is recognized as a transformative technology and has potential to advance socio-economic as well as environmental well being and progress
ITU shall strive to provide affordable broadband connectivity and services to all sections of the world society
Strategic Goal 3 : Sustainability – Manage challenges resulting from telecommunication/ICT development
In order to ensure that the benefits of ICTs exceed potential disadvantages, the union recognizes the importance to manage growth borne challenges.
The ITU focuses on fostering the sustainable and safe use of ICTs.
The ITU strives to take in to account the concerns and work with all the stakeholders.
ITU shall work towards minimizing the potential collateral negative impacts of the ICTs such as cyber security threats, harmful effects on vulnerable sections of the society, such as children
Negative effects on the environment such as e waste shall be minimized
Strategic Goal 4: Innovation and Partnership –Lead, shape and adapt the Union to the changing telecom/ICT environment
Shaping and adapting to the telecommunication/ICT environment is of paramount importance
The ICT environment is rapidly evolving
The ITU aims to contribute to the creation of an environment which is conducive to development in an innovative manner
The advances in the technologies assume to role of key drivers of the strategic efforts and underlying agenda of ITU post-2015
There is a global need to adapt systems and practices continuously and ITU recognizes the same
The motive behind the need to adapt is the transformation of the ICT environment through technological innovation
The ITU council and the three ITU sectors that is ITU Radio communication sector (ITU-R) , the ITU Telecommunication Standardization Sector (ITU-T) and the ITU Telecommunication Development Sector (ITU-D) shall cooperate towards the achievement of these ITU wide goals.
PERFORMANCE INDICATORS
As mentioned above the targets represent the performance indicators for the strategic goals and are as mentioned below against each goal. The targets take the performance indicators to their logical conclusions. The indicators as defined within the purview of the organizational mission and goals are as mentioned below .
Standardized Telecommunications /ICTs;
Accessible Telecommunications/ ICTs;
Affordable Telecommunications/ ICTs;
Safe Telecommunications /ICTs;
Secure Telecommunications /ICTs;
Inclusive use of Telecommunications /ICTs;
Socio-economically sustainable use of Telecommunications/ ICTs;
Environment friendly Telecommunications /ICTs;
Updated and latest Telecommunications /ICTs.
BUDGET AND FINANCIAL RESOURCES
The ITU is financed according to the biennial budget. For the period, the budget was set at CHF (Swiss Francs) 331 million. Since CHF is almost at par with the USD, the figures can be easily comprehended. The break-up of the budget is as follows: CHF 166.31 million for 2014 and CHF 164.744 for 2015.
The ITU members - that is the Member states, Sector members, Associates as well as the Academia contribute approximately 80% of the funding. This amounted to CHF 130 million in 2014.
Under the system of contributory units, each of the 193 member countries elected to pay something. Usually the developed, larger and more populous nations contribute more and around 56% of the total contribution comes from 10 countries. The top contributors are Japan and the United States - each with 30 units; France and Germany with (each with 25 units); Canada (18 units); Italy and Russia (15 units each); Australia and Saudi Arabia (13 units each); China (12 units) and Switzerland, India, Korea and UK with 10 units each.
Around 19 percent of the budget funding is generated by ITU as cost recovery primarily through the sale of its publications, satellite networking fees and the registration fee for the Universal International Freephone Numbers (UIFN).
Additionally, the ITU has developed and continues to develop strategic partnerships with other organizations and entities that are free to provide voluntary contributions. The contributions are allocated for the development of specific projects in partnership with ITU. The voluntary contributions in 2013 totaled over CHF 17 million in 2013 as compared to CHF 10 million in 2012 .
STRATEGIC DIRECTIONS AND THEIR OUTPUTS
After the analysis of the strategic directions contemplated in the 2013 report of ITU- Measuring the information society, four strategic directions of the mobile broadband sub basket of the ITU –ICT price basket (one from each ITU sectors including the Intersectoral one denoted as ITU-I) have been selected with their respective outcomes and have been evaluated to make relevant considerations and recommendations.
Strategic Directions:
Meet, in a rational, equitable, efficient and economical way, the ITU memberships’ requirements for radio-frequency spectrum and satellite orbit resources, while avoiding harmful interference (ITU-R.1).
Critique / Analysis:
The objective does not clarify what is meant by equitable, efficient and economical
The objective is vague in referring to radio-frequency spectrum and needs to clarify which satellite orbit resources it is talking about.
The objective does not clarify what is meant by ‘harmful’.
The objective does not have timeframe for achievement of the same.
Develop non-discriminatory international standards (ITU-T Recommendations), in a timely manner and foster interoperability and improved performance of equipment, networks, services and applications (ITU-T.1).
Critique / Analysis:
The objective is not clear with non – discriminatory or what it means by the term
Timely is too vague a term to be used for an performance based plan
Interoperability does accurately describe a trait of the proposed action however ‘improved performance’ results in confusion by being non specific as to how the networks or services can be improved apart from interoperability.
Does not clarify whether this is an ongoing or a time bound objective
Foster international cooperation on telecommunication/ICT development issues. (ITU- D.1)
Critique / Analysis:
The objective appears too vague by citing ‘international cooperation’ without specifying or giving a peek into the nature of cooperation.
Does not specify the time frame of the cooperation
Does not give a peek into the level or nature of the development issues
Does not specify whether the cooperation has to be bilateral or multilateral
Enhance international dialogue among stakeholders (ITU-I.1).
Critique / Analysis:
The objective is not what very clear as to what it intends to achieve.
The context for international dialogue is missing.
It is not clear whether the dialogue is required among all stakeholders or specific set of the stakeholders.
The term ‘international’ is vague in the sense that the ICT/Telecom needs of different nations as well as the resources they can contribute to follow up on the dialogue can be very disparate.
Outcome:
R.1-1: Increased number of countries having satellite networks and earth stations recorded in the Master International Frequency Register.
Critique / Analysis:
This particular outcome is pretty clear in terms of what is to be achieved.
It specifies the criteria for countries for recording in the Master International frequency register.
This is a good way to measure the level of radio frequency and broadband spectrum usage.
The outcome shall be important to get a handle on the progress of the access to telecommunications/ICT usage
R.1-2: Increased number of countries having terrestrial frequency assignments recorded in the MIFR.
Critique / Analysis:
The outcome is specific in what it wants to achieve, however it misses on the level it wants to achieve
The terrestrial frequency usage is being measured and the scale of its effects can be gauged
It gives a sense of importance to transparency and accountability and paves way for a responsible handling and management of the radio connectivity and services
The outcome has a bearing on the environmental issues and can be an important yardstick to get a sense of the potential harmful effects of radio frequencies
R.1-3: Increased percentage of countries which have completed the transition to digital terrestrial television.
Critique / Analysis:
The outcome is pretty clear in terms of what is to be achieved.
However, it does not quantify the level that intends to be achieved.
This outcome is progressive in outlook as it intends to measure a transition to a relatively new technology and thus gauge the result of its efforts.
The outcome expresses the results in exact quantifiable terms and this shall contribute to quantitative database when acted upon
R.1-4: Increased percentage of spectrum assigned to satellite networks which is free from harmful interference.
Critique / Analysis:
The outcome is very specific in expressing what needs to be measured and achieved
The ITU is well disposed in measuring the spectrum assigned to harmful or harmless usage and helps it discharge its responsibility of a safe technology to the users
It is very clear that ITU intends to reduce the environmental footprint of its technological usage and is very focused on the same
R.1-5: Increased percentage of assignments to terrestrial services recorded in the master register, which are free from harmful interference.
Critique / Analysis:
The outcome is even more specific in terms of measuring the harmful effects of the telecom/ ICT technology access ITU is providing to the users
Apart from measuring overall harmful effects it wants to ensure that the accountability and transparency are an integral part of the effort to provide safe technology
T.1-1: Increased utilization of ITU-R recommendations.
Critique / Analysis:
This outcome does not specify the level of increased utilization it intends to measure
This outcome is a supportive outcome of the ITU-R recommendations and thus depends on the clarity and focus of the latter for their effectiveness
The ITU-R recommendations themselves have certain demerits which shall be transferred to the implementation of this outcome measure
T.1-2: Improved conformance to ITU-T recommendations.
Critique / Analysis:
This outcome does not specify what would be a good level of conformance to measure against.
The more the ITU-T recommendations are implemented, the more this outcome can be deemed effective.
T.1-3: Enhanced standards in new technologies and services.
Critique / Analysis:
This particular outcome is not very specific in what it wants to gauge or measure.
The outcome needs to express whether and to what extent the enhancement of standards being referred to is qualitative or quantitative in nature
D.1-1: Enhanced cooperation, partnerships and agreement on telecommunication/ICT development.
Critique / Analysis:
This particular outcome is fairly accurate in what is to be achieved.
Although cooperation is more of an intangible and qualitative entity, it can still be gauged in more specific terms such as number of agreements signed or number of combined projects completed
I.1-1: Increased collaboration among relevant stakeholders, aiming to improve the efficiency of the telecommunication/ICT environment.
Critique / Analysis:
This outcome specifically gives a means to have an idea of the level of collaboration and thus a positive environment for the efficient operations of the ITU.
CONCLUSION
The paper has presented the strategic directions of ITU and the various findings from the 2013 report of ITU- Measuring the information society, four strategic directions of the mobile broadband sub basket of the ITU –ICT price basket. The same has been thoroughly analyzed and critiqued for effectiveness in terms of its ability to produce valid results. A proposed Framework for the International Telecommunication Union is presented in the RBM framework format (See Appendices).
Upon a careful and detailed study and analysis of the strategic directions as well as the outcomes of the International Telecommunication Union, it has been found that the though most of the outcomes were clear, concise and specific in the structural and thematic purpose, however, the strategic directions themselves were mostly found displaced from the position of focus they need to be at in order to guide further action and effective implementation. It can be argued that since the outcomes are logical extensions to strategic objectives or directions so it is alright to have less specific objectives and more specific defined outcomes, however the objectives at the very outset provide a direction to the outcomes and a disconnect between the two shall produce sub optimal results for the ITU. Thus it is proposed that the ITU must rework its strategic objectives and make them sharper and more relevant and specific to the achievement of ultimate results.
REFERENCES AND BIBLIOGRAPHY
ITU. (2016). Proposed Draft Strategic Plan for 2016-2019. Retrieved April 23, 2016, from www.itu.int: https://www.itu.int/en/council/wg-sfp/Documents/Draft%20Strategic%20Plan%20for%20the%20Union%202016-2019.pdf
McLean, D. (2007). International Telecommunication Union. Retrieved April 22, 2016, from http://www.giswatch.org/: http://www.giswatch.org/institutional-overview/civil-society-participation/international-telecommunication-union-itu
Membership. (2016). Retrieved April 22, 2016, from http://www.itu.int/: http://www.itu.int/en/membership/Pages/default.aspx
Overview of ITU's History. (2016). Retrieved April 22, 2016, from http://www.itu.int/: http://www.itu.int/en/history/Pages/ITUsHistory.aspx
Plenipotentiary. (2014). How is ITU Funded. Retrieved April 22, 2016, from www.itu.int: https://www.itu.int/en/plenipotentiary/2014/newsroom/Documents/backgrounders/pp14-backgrounder-how-is-itu-funded.pdf
APPENDICES
Summary of Problem Statement: The ITU faces problems regarding the allocation, access, security and safety of telecommunications/ICT
Overall Objective: Developing and maintaining a comprehensive framework for safe, secure, inclusive and accessible technology transfer
