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Your guide to WCIT documentation

Don't drown in WCIT docs, use our search pages to make sense of it all.

With over 200 documents and many thousands of pages it is extremely difficult to even find relevant documents for the WCIT conference yet alone understand and digest what has been said and what is being proposed.

The ITU's staff has done an excellent job in distilling those inputs - called contributions - and there is one large document from which much of the conference will work, called "Final report of the Council Working Group to prepare for the 2012 World Conference on International Telecommunications (CWG-WCIT12)".

That document is still overwhelming however. Added to which, just a week out from the conference, and far past the 3 November deadline, new documents are still being received (from Tunisia, Cuba, Australia, Russia, Israel and Paraguay, so far).

iLS - SG2 contribution to CWG-WCIT12

In response to the liaison TSAG – LS 11, which “requests all ITU-T Study Groups to review the CWG-WCIT12 compilation of proposals (CWG-WCIT12/TD-43) and to report, within their defined scope of activities, to CWG-WCIT12, no later than 20 May 2012, regarding any work relevant to those proposals. Issues would include, but are not limited to, the following: charging and accounting, interconnection and interoperability, spam, quality of service, misuse of numbering resources, hubbing, alternative calling procedures and network security”, ITU-T Study Group 2 presents the following information.

Making change work

As CEO of a company that specializes in change management, Tricia Emerson has seen more than her fair share of failed efforts to introduce change. Her team is dedicated to helping companies across the United States introduce change in an efficient and effective way. Along the way, she and her team put down lessons learnt along the way in a book called simply 'The Change Book'.


One of the most important things in making change effective is to frame the need for change in a meaningful way. Even if companies do justify the need, it's typically crafted for executives and not the broader organization. But to get support, there must be a shared understanding of the case for change, and a sense of urgency.

The reality is that transition between the old and the new is no fun. It's uncomfortable for people and what's more, it's inherently confusing. People are resistant to change and often seen it as a threat. When organizations announce a new change, most employees are likely to have an emotional reaction against it.

IGF and change: death by committee

The Internet Governance Forum has been a novel hybrid of a traditional inter-governmental approach with the open Internet policy model since its inception.

A long series of careful compromises, brilliantly engineered by its original leaders (Nitin Desai as Special Advisor and Markus Kummer as Executive Coordinator), meant that the annual four-day forum made sense to the broad range of attendees.

Key elements of the IGF include:

  • Set-piece plenary sessions (that make governments comfortable)
  • Small, flexible workshops (which give civil society an opportunity to discuss particular topics)
  • An advisory committee (the MAG) comprising all stakeholders that provide a decision-making body
  • Two open preparatory meetings for each forum, typically in February and May in preparation for the November event
  • MAG meetings (originally closed) held after the preparatory meetings to make decisions
  • Light requirements on workshops allowing for a large number (around 100) to be approved

IGF reflections with Nitin Desai

Nitin Desai was a key architect of the Internet Governance Forum (IGF) as Special Adviser to the United Nations Secretary-General for Internet Governance between. Previously he had held several Under-Secretary roles at the UN, as well as at the World Summit on the Information Society (WSIS) and as chair of the Working Group on Internet Governance (WGIG).

We asked about his reflections specifically on the IGF, two years he had stepped down from running the annual conference.



Nitin Desai came out of retirement to build IGF. Photo: Richard Sambrook

What has been the biggest success and the largest lost opportunity of the IGF?

The biggest success: the multi-stakeholder format. The largest lost opportunity? Not enough attention on over-the-horizon issues.


So what has the IGF achieved?

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