Post on 17-Jan-2015
description
WIPO Strategic Realignment Program Presentation to Directors
August 28, 2009
DIRECTOR’s MEETING
AGENDA
• DG’s opening remarks and update
• Strategic Realignment Program
Background Objectives and Structure Key Initiatives and Progress
Staff Regulations and Rules (detailed presentation by HRMD) PMSDS (detailed presentation by HRMD)
Timeframe Challenges
• Q and A/ Discussion
STAFF PERFORMANCE
WIPO ’s Strategic Re-alignment Program : Background
MISSION
STRATEGIC GOALS
STRATEGIC OBJECTIVES
EXPECTED RESULTS
PROGRAM PERFORMANCE
REVISED PROGRAM AND BUDGET
2008/09
PROGRAM AND BUGETS
2010/11,2012/13,2014/15
MEDIUM-TERM STRATEGIC PLAN 2010 – 15
TRANSITION TO NEW STRATEGIC FRAMEWORK
2009 2010 Onwards
WIPO’s Strategic Re-alignment Program : Objectives
1. Establish a stakeholder, customer service and performance focused corporate culture;
2. Ensure WIPO’s core administrative and management processes are efficient, service-oriented and cost-effective;
3. Re-align programs, organization structure and resources to the Strategic Goals;
Stream 1:Corporate Culture
StrongManagement
Customer Service
Performance
Value for MoneyCommunications
Senior Management Team; SMT Process Alignment of structure to strategic framework
Management Reporting system Ethics and Integrity framework and policies
Effective internal control system Responsibility Accountability and Authority
Stream 1:Strong Management Culture
Stream 1 : Customer Service Focus
Integrated communications management strategy
Reorganized communications sector Consistent and coherent public interface
Customer Relationship Management Comprehensive media strategy Communications needs analysis
Stream 1: Performance
Focus on results – MTSP Improved indicators Introduction of base lines Independent validation of the PPR
PMSDS – a management tool
Improved objective setting for programs Detailed performance planning Structured staff and manager training
Stream 1: Communications
Member State communications: Open, high quality, two-way channel Improve timeliness of documents Greater access to financial information
Staff communications Regular town hall meetings Director meetings Meeting of a cross-section of staff with the DG Written communications from the DG
Comprehensive communications strategy for the DG
Explore improvement in language support
Stream1 : Value for money
Tighter travel policy Meaningful and considered
participation in meetings
Strengthen RBM : all activities to be linked to results
PMs responsible for managing and utilizing resources (human and financial) to deliver results
Strategic Re-alignment Stream 2 : Administration and Management
Strategies
Processes Policies
Systems
Regulatory Framework
Stream 2: Administrative and Management
Strategies Integrated Resource Management approach Update and implement HR strategy
Develop a comprehensive IT Strategy Develop a space management plan Develop and implement a carbon neutrality
plan Develop and implement an accessibility plan
Regulatory Framework Implement FRR; IPSAS Finalize and implement new staff regulations
and rules
Policies
HR Policies – VSP, Recruitment, Contract Reform, Promotion and Reclassification
Financial management policies Other Administrative policies
Processes/ Systems Re-engineer procurement, travel, asset
management and financial processes- implement Peoplesoft modules to support these functions
Re-engineer HR management processes Implement the integrated resource
management framework through an ERP system
Stream 2: Administrative and Management
Strategic Re-alignment Stream 3:Re-align Programs, Organization Structure and Resources
to the strategic goals;
• Assess Organizational Units’ objectives and mandate in the context of the Strategic Goals; identify changes needed
• Determine the human and financial resources needed and assess the gap
• Identify means and measures to address the gap
• Several Office Instructions have been issued following the work in this stream – Finance Sector, Trademarks / Industrial Designs Sector, Communications, Global IP Infrastructure, Patents
• Copyright, Academy, Cooperation for Development, External Relations – in progress
• Administration and Management – will be reviewed in the last quarter
Strategic Re-alignment Stream 3:Re-align Programs, Organization Structure and Resources
to the strategic goals;
Timeframe
• Overall timeframe – 2 to 3 years
• A comprehensive master plan with indicators ensuring linkages across different streams and initiatives will be prepared
Governance and Oversight
• The Director General reports on overall progress to the Audit Committee
• Specific initiatives and projects under the SRP are reported on by the responsible program manager(s) to the Audit Committee
• The DG will include SRP progress in his report to the Assemblies
Key Challenges
• The organization faces some key challenges which will need to be considered by the Strategic Re-alignment Program
The economic crisis
The lack of certain key skills and competencies
Rapidly changing external environment to which we must constantly re-adjust
The need to ensure that WIPO is at the centre of the global IP debate
Administrative backlogs/ pending matters – e.g. promotions and classifications, short-term employee situation etc.
Communications to staff
• Consultations with the Senior Management Team • Regular Director and Staff Briefings
• Project web-site including frequently asked questions
Q and A