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[council] Strategic Planning Update

  • To: "council@xxxxxxxxxxxxxx List" <council@xxxxxxxxxxxxxx>
  • Subject: [council] Strategic Planning Update
  • From: Glen de Saint Géry <Glen@xxxxxxxxx>
  • Date: Tue, 5 Feb 2013 01:10:33 -0800
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  • List-id: council@xxxxxxxxxxxxxx
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  • Thread-topic: Strategic Planning Update

Strategic Planning Update
28 January 2013

Thank you for your continued interest and support of the ICANN strategic 
development process. We are energized by the productive dialogue that took 
place at ICANN45 in Toronto and are making plans for the next phase of strategy 

The purpose of this announcement is to provide an update on the strategic plan 
work conducted thus far and to outline the new approach to strategy introduced 
during the Toronto meeting.

Recent executive changes give ICANN the opportunity to reinvent our vision and 
how we think about strategy. Considering the effects of the evolution of 
Internet operations, services and use, the introduction of new gTLDs, and the 
challenges to our multi-stakeholder model, this opportunity comes at an ideal 
time. In order to dedicate appropriate attention and focus to the formulation 
of ICANN strategy for the next five years, we propose to kick-off the planning 
process in June 2013. This delayed start will enable a more thorough 
preparation of the planning activities, a well-planned timeline to ensure full 
engagement of the Board and key stakeholders, and the formulation of the 
five-year strategy in time for the annual planning cycle for the fiscal year 
starting on July 2014 (the annual planning cycle typically begins in October).

2012-2015 Strategic 
 will remain intact for 2013

ICANN will continue to operate under the Board-approved 2012-2015 Strategic 
Plan as it begins the work of implementing a more strategic approach to 
planning for the next five years.  The objectives and goals that the ICANN team 
is working on now stem from the current Strategic Plan and are closely 
integrated into the Operating Plan and Budget cycle in progress for the fiscal 
year which will begin on 1 July 2013.

Discussions at the ICANN meeting in Toronto in October 2012 and subsequent 
input confirmed that community stakeholders recognize the importance of a new 
strategic approach and support the idea of operating under the current 
Strategic Plan until the new plan can be developed. The new plan will be 
developed with leadership from the Board and CEO and participation from the 
stakeholder community. ICANN will not take any further steps on the Draft 2013 
- 2016 Strategic Plan.

During the 2013 planning cycle, we noted several changes in environment that 
have an impact on ICANN's strategic objectives. These factors have been 
analyzed and will be considered in the development of the 2013 Operating Plan 
and Budget and ongoing strategic planning, along with community comments and 
feedback. Some examples include:

 *   Internationalization - ICANN will work with the community to define 
principles to help guide ICANN's internationalization. This work will include 
steps to enhance: global engagement of stakeholders; integration of global and 
regional responsibility; clear communications; and government relationships 
 *   Demand for training, capability building and new governance structures - 
The expansion in TLD operators resulting from the new gTLD program is expected 
to increase the demand for training and capability building, as well as the 
possibility that new structures may be needed to accommodate the needs of a 
broader and more diverse group of stakeholders. The significantly larger number 
of gTLDs also is prompting an updated definition of ICANN's role relative to 
"consumer trust."

Next phase of ICANN strategy

The proposed strategy structure will cover five years and will include an 
enduring and aspirational vision, a statement of purpose or mission, and 
overarching objectives. It will be tightly coupled to ICANN's future Operating 
Plan and Budget.

ICANN's plan for moving from strategy to execution involves a clearly defined 
strategy and key indicators; a management plan with goals and objectives; and 
an Operating Plan and Budget which supports the strategy, objectives and goals. 
Capacity and resource analysis will be undertaken in order to evaluate 
potential projects based on strategic alignment, prior to commencement of work. 
The Operating Plan and Budget will include metrics and specific 
accountabilities to ensure that progress is being measured, monitored and 
evaluated on a regular basis.

Detailed information about the timeline, the process and community 
participation will be shared at a later time.

We thank the community for its ongoing engagement and participation. The 
comments and feedback provided by stakeholders will be incorporated in the 
strategy development, as we move forward.

Public comments and community feedback is available 

Glen de Saint Géry
GNSO Secretariat

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