ICANN have provided 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 Plan 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.
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.