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