[3] The Five-Year Strategic Plan for FY16–FY20 is linked to the Five-Year Operating Plan, which informs the Fiscal-Year Operating Plan & Budget. The charts below describe how everyone would (or could) be involved in the planning process and include frequency of activities, supporting elements and roles and responsibilities. Community Roles and Responsibilities Strategic Plan [1] Frequency Supporting Elements [2] Staff Board Stakeholders Consult Every 5 years [3] Strategic Plan Kick-off Accomplishments from last planning cycle Environmental analysis, including SWOT [4] Consult on key challenges and opportunities and areas of strategic importance Consult on key challenges and opportunities and areas of strategic importance Develop Every 5 years Draft Strategic Plan: Accomplishments from last planning cycle Environmental analysis Vision, Mission Areas of strategic importance Develop Consult Every 5 years Public comment and other engagements Consult Consult Approve Every 5 years Final Strategic Plan same as above, plus: Strategic Goals Key Success Factors Update based on consultations and long-term planning work Approve
Relationships with protocol/technology development organizations enhanced. Ratio of registered domain names to active IP addresses base lined. Ratio of registered domain names to Internet users regionally and globally base lined Roadmap for evolution for Root Zone Management System has been drafted based on requirements from the . Implementation of the roadmap has begun with milestones set for delivery of measurements and removal of the NTIA authorization module. Project to draft technology roadmap initiated. Relationship with , , and other technology development organizations enhanced by increased participation. invited ICANN staff to teach joint sessions on ICANN-related topics to policy attendees (fellows) to IETF. Relationships with still being developed. Ratios being established. Ratios being established. FY17 Additional technology roadmaps approved by community At least five identifier technology-related white papers are published Demonstrate growth in ratios in developing regions FY18 Implementation of year one of technology roadmaps done At least two more identifier technology-related white papers are published Demonstrate growth in ratios in developing regions FY19 Implementation of year two of technology roadmaps done Additional identifier technology-related white papers are published Demonstrate growth in ratios in developing regions FY20 Review of technology roadmaps and recommendations received Implementation of year three of technology roadmap done Additional identifier technology-related white papers are published Demonstrate growth in ratios in developing region Strategic Objective 2 – Support a healthy, stable and resilient unique identifier ecosystem Strategic Goal 2.3 Support the evolution of the domain name marketplace to be robust, stable and trusted
Strategic Objective 3 – Advance organizational, technological and operational excellence Strategic Goal 3.3 Develop a globally diverse culture of knowledge and expertise available to ICANN’s Board, staff and stakeholders Talent Management ICANN Technical University % of achievement in comparison to best practice benchmark metrics of global diverse culture, and knowledge levels of Board, staff and stakeholders % of completion - actual to target implementation milestones of global development programs to advance the knowledge and expertise of staff, Board and stakeholders IT system implementation roadmap enabling efficiency & advancement in analytics, metric tracking/reporting/review, process improvement implementation, and mitigation assessment & implementation Community bandwidth and focus to provide direction and feedback FY16 Planned Build on the FY15 achievements related to this goal KSFs (outcome). Complete first internal European Foundation for Quality Management (EFQM) radar evaluation & assessment of key areas of focus, identify gaps and developed mitigation/ improvement roadmap. Intended Status at the end of FY16 Board Operations continues to improve the Board’s training program and is on track with plan and Chairman’s direction On target with staff talent management roadmap implementation. This includes the revamp of the new hire orientation program, continuous improvement of staff communication, elevating quality of management