Strategic Plan - Draft – version 0.3 – at 23 February 2006
Table of Contents
Appendix 3: Operating Principles
Appendix 4: Comparison with Previous Strategic Plan
Introduction
This is InternetNZ’s second Strategic Plan, and this draft was prepared after a Council strategic planning session in November 2005. It is intended to cover the period April 2006 to March 2009. It replaces the first Strategic Plan, which was intended to cover the period April 2004 to March 2007. The Business Plan, covering the budget for 2006/7 and forecasts for the following two years, should be read in conjunction with this Strategic Plan, and is based on it.
Part of the need for a revised plan a year early is generated
by the success of the first plan. InternetNZ’s focus had long been
on the management of the .nz domain name space. With the adoption of
the Shared Registry System and the establishment of the office of the
Domain Name Commissioner in 2002, a robust structure was delegated
the governance of the .nz domain name space, leaving Council to focus
on the broader range of activities which InternetNZ now works in.
This second Strategic Plan re-focuses InternetNZ’s work around four key areas: the .nz domain name space, policy, innovation and organisational capacity. The SWOT and PESTL analyses on which the plan, along with InternetNZ’s operating principles and a chart relating this Strategic Plan to the previous one, are attached as Appendices to the plan.
This draft is for the consideration of the InternetNZ Council at its meeting on 17 December 2005. Amended to reflect the feedback from that meeting, it will be finalised by Council early in 2006 and submitted to the members for adoption later in the year.
Keith Davidson
Executive Director
Colin Jackson
President
Vision
Current: “The Internet, open and uncaptureable, offering high performance and unfettered access for all.”
Recommended: “To promote the open development, evolution and use of the Internet for the benefit of all New Zealanders.”
Visionary Goals
These statements are part of InternetNZ’s vision for the Internet by 2009. They are not formal objectives for the society but give an indication of how we would like to see the Internet develop over the next few years.
Internet everywhere.
The global legal and policy framework understands the Internet
The rights of individuals on the Internet are upheld in New Zealand
A level playing field globally
Genuine broadband available to those who want it
Better access to participatory democracy
Access to entertainment and learning for all
Consumers trust the Internet and what it stands for
Broad use of open standards especially by Government
The Internet is “faster, cheaper, better”
New Zealand has world-class ICT sector and infrastructure
Best of breed domain name system and registry services
Mission
“To protect and promote the Internet in New Zealand”
Core Values
InternetNZ will undertake its business in ways that allow all members to present their views on any matter related to the Society’s vision
Transparency
InternetNZ will transact all its business visibly except where issues of privacy, legal, or commercial confidence make it unreasonable. In all cases where transparency is not reasonable, declaration of this must be made.
Leadership
InternetNZ will be proactive in working with others to bring about its Vision for the Internet.
Ethical Behaviour
InternetNZ will behave ethically and put the best interests of the local Internet community ahead of its own interests, or the private interests of any member.
Neutrality
InternetNZ will put the public interest first, and behave fairly to all stakeholders.
Supportive
InternetNZ will actively offer support for stakeholders when InternetNZ is able to provide useful support that help fulfil our goals.
Commitment
InternetNZ will not waver from its Vision, and will stand firm to ensure it carries out its Mission.
Risk Assessment
The major risk to InternetNZ is the status of the delegation for the .nz country code Top Level Domain, and particularly the Society’s ability to carry on business as usual in the event of a hostile re-delegation of the ccTLD. This is a risk primarily due to its potential impact on InternetNZ’s funding.
This risk is mitigated by InternetNZ’s excellent policy framework and effective governance and management of the ccTLD through the .nz Oversight Committee, Office of the Domain Name Commissioner, and NZ Registry Services. It is also mitigated by close and constructive relationships with the relevant government agencies.
Staff will be developing a full Business Continuity Plan over the 2006-07 year, which will identify other risks and develop appropriate strategies to mitigate them.
Outline of Strategies 2006-09
The following diagram explains how InternetNZ’s strategies relate to each other and to the organisation’s work programme.
The four key areas of work defined in the Strategic Plan (next sections) are at the top; the cross-cutting support functions are fundamental to delivering the strategies which apply in each.
Competent technical implementations and advice; quality research where required; education for the public and specified groups to advance our goals; effective outreach and engagement with stakeholders that delivers value to them and to InternetNZ; and top quality communications. All these are required to advance the Society’s vision, mission and strategy.
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.nz |
Policy |
Innovation |
Organisational Capability |
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Technical
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Research |
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Education |
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Outreach/Stakeholder Engagement
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Communications |
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1. .nz
“The effective governance and management of the .nz domain name space.”
(This is a copy of the existing strategy for the .nz area of work. The Domain Name Commissioner may revise this material to fit into a more strategic framework as evident in the other strategic areas.
Note that the .nz Oversight Committee intends to review its strategy for .nz in May 2006, and their revised strategy will be inserted into this plan at the appropriate time.)
Goal/Purpose/Outcomes:
Ensure that the .nz DNS meets the needs of registrants.
To protect the rights of .nz registrants
To ensure clear and comprehensible regulation of the .nz domain name market
Outcomes:
Any complaints are dealt with promptly.
Registrants are well informed about .nz.
Registrants have the knowledge to gain and maintain a domain name in the .nz market.
Registrants are satisfied that their needs in relation to domain names are met.
Maintain a fair and competitive market for .nz registrars.
To ensure that there is competition
To ensure all registrars are treated the same
To ensure registrar compliance with .nz policies and procedures
Outcomes:
Open choice for registrants.
Registrars perceive a “level playing field” in how they interact with the Office of the DNC.
.nz policies and procedures are fully complied with by all registrars at all times.
Ensure .nz is operated to industry best practice.
To ensure the ongoing stability of the .nz DNS
To provide a framework for NZRS that allows it to develop excellence in registry operations
To ensure the system is running effectively
Highest technical standards maintained to support the .nz DNS
SLA standards met by NZRS
.nz known widely as an effectively run domain name space
Be at forefront and/or leading technical innovation in TLD management
Maintain effective policies for the .nz space.
Provide robust and coherent policies for the .nz DNS
Ensure policies remain relevant
Policies are consistent and complete
Policies are reviewed regularly
Policies contribute to the smooth running of .nz
Any problems identified are swiftly resolved
Promote .nz objectives internationally.
To ensure international developments align with .nz objectives
To share .nz experience and success at an international level
.nz maintains and builds on its good international reputation
Diffusion of .nz good practice to ccTLDs / gTLDs
International standards and developments are implemented if practicable
Develop and maintain effective relationships with key government and other organisations in New Zealand.
To ensure there is productive interaction with key organisations on matters that impact on .nz
To ensure government, and other organisations, are aware of the role of InternetNZ in ccTLD management
Effective relationships with key relevant external organisations
Influence on decisions involving .nz matters
Input from organisations into .nz policy and other decision making
.nz policies and procedures in full accordance with NZ regulatory process
2. Policy
“To achieve a policy environment which is to the benefit of the Local Internet Community.”
2.1 To achieve policy from the New Zealand Government which advances InternetNZ’s objectives.
Strategies:
Build and maintain close and effective relationships with government, parliament and regulatory agencies
Influence policy development from inception
Build relationships with other like-minded and/or influential policy actors
2.2 To be a catalyst for good policy and self-regulation across industry and community.
Strategies:
Close and effective engagement with ISPs, sibling and other organisations
Appropriate information sharing, action and follow-up to catalyse improvements in policy, self-regulation and industry best practice
2.3 To build an appropriate global governance and policy framework for the Internet.
Strategies:
Develop good monitoring capability of global trends
Active participation in, and development of, appropriate international forums
Assist less developed countries to engage in this area
2.4 To develop and maintain respected policies for InternetNZ
Strategies:
Follow a consistent, open and transparent policy development process
Regularly review and revise policies to ensure they remain current
3. Innovation
“To contribute to an innovative Internet in New Zealand.”
3.1 To improve the quality of technical work on the Internet in New Zealand.
Strategies:
Support appropriate technical scholarships, training and conferences
Support relevant research and disseminate it where appropriate
Participate in industry activity which furthers this sub-goal
3.2 To disseminate and promote innovation through the Internet industry and among policy-makers.
Strategies:
Organise, alone or with others, events which share new ideas with industry players
Bring relevant speakers to New Zealand and ensure they have access to relevant decision-makers
Participate in initiatives with other bodies to develop policy frameworks for emerging Internet technologies that are consistent with our vision, mission and objectives
Conduct research to assist this process, for example through the Cyberlaw Fellowship
Contribute to organisations which ensure that safety concerns are addressed – primarily the Internet Safety Group
To facilitate an open environment for users by providing independent advice on the application of Internet technologies.
4. Organisational Capability
“To build a well-resourced organisation capable of delivering the Strategic Plan.”
4.1 To ensure excellent governance of InternetNZ
Strategies:
Clear separation of governance role from management responsibilities
Provide training and other resources to assist governors in playing an appropriate role
Acknowledge and work with the volunteer talent available to the Society and effectively manage any potential conflicts between the governance and volunteer roles individuals may hold
Maintain and abide by appropriate governance policies
Effectively govern subsidiary organisations
4.2 To support volunteers and members
Strategies:
Membership and Communications activities that keep the membership growing, and keep members informed and engaged
Provide appropriate support to Council, Committees and Task Forces so the input of volunteers is most effective, through excellent Secretariat services
Best practice internal policies, finance and administration
4.3 To recruit and retain top quality staff
Strategies:
Best practice human resources management
Flexibility and collaborative development of staff resources
Adequate staffing to achieve the Strategy
Appendix 1: PESTEL Analysis
This appendix notes the factors that impinge on InternetNZ and its strategy. The “implications” column is to be developed.
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Trend |
Implications |
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SOCIAL
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TECHNOLOGY
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ENVIROMENTAL
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Trend |
Implication |
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LEGAL
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Globalisation of legal frameworks over time possible – or if not of frameworks then of enforcement and cooperation. |
Appendix 2: SWOT Analysis
This table records the perceived Strengths and Weaknesses of InternetNZ, and the Opportunities and Threats facing the organisation. The table will summarise which parts of the Strategy address each issue.
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S/W/O/T |
Relevant Strategy |
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Strengths Staff and volunteers Passion Funding Relationship with government Not for profit “Smart” organisation – quality people
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4.2, 4.3 4.1 4.1 2 4 4 |
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Weaknesses Membership numbers Low visibility Resources for workload Lack of technical skills Succession planning Lack of clear process A lot of talk – little action Internal conflicts Scope creep, unclear focus Communications
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4.2 2.1, 2.2, 3.2, 4 (not specific) 4 3, 4 4.1 2.4, 4.1 4.1 4.1 4.1 4 (not specific)
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Opportunities IPv6 Staff Good political access ENUM Skype Certification authority
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3 4.3 2.1 3.2 3.2 2.2, 3.2 |
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Threats Capture by interests Telecom/Telco intransigence Loss of .nz Spy ware /cyber terrorism Relationships with other organisations
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4.1 2.1, 2.2 2, 4 3.1 2.2, 3.1 |
Appendix 3: Operating Principles
These operating principles guide the behaviour of staff, councillors, volunteers and contractors in their work to implement the strategy of InternetNZ and achieve our mission.
We hold ourselves to the highest ethical standards in the conduct of InternetNZ affairs.
We will take strong and effective action to support our Vision and Mission.
We work to create an environment that supports and encourages participants by actively appreciating them, and providing support for their efforts.
Major policy decisions will be made in a manner that encourages and respects the input of those who will be affected.
Day-to-day operational issues will be addressed and resolved at the appropriate level, with the input of those who are affected.
We desire to integrate Mission and business.
We value the talents and viewpoints of the NZ Internet community and will seek their input in decisions that will affect them.
We will continually work to ensure quality of our operations and services.
Each person is accountable for the quality of his or her own performance.
Appendix 4: Comparison with Previous Strategic Plan
The following table shows the areas in the new strategic plan on the left, and the corresponding goals from the 2004-2007 plan.
The goals in area 1 are the same in both versions, so no comparison is made.
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New Plan
Goals from Old Plan
2.1
2.2
2.3
2.4
2.1, 2.2, 4.1
3.1, 3.2, 4.1, 5.3
6.1, 6.2
Not previously covered
3.1
3.2
8.1, 8.3
5.1
4.1
4.2
4.3
7.2, 7.4, 7.8
5.4, 7.3, 7.5
7.7
Goals from the old plan not explicitly referred to in the new plan are:
5.2 – Be seen and be heard (comms efforts)
5.5 – Promote responsible use of the Internet
7.1 – InternetNZ’s use of the Internet is recognised as excellent and best practice
7.6 – InternetNZ to further develop funding sources other than NZRS
