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
 WIPO ’s Strategic Re-alignment
Program : Background

2009 2010 Onwards

TRANSITION TO MEDIUM-TERM STRATEGIC PLAN

MISSION 2010 – 15
NEW STRATEGIC FRAMEWORK
STRATEGIC GOALS

REVISED PROGRAM AND BUGETS

PROGRAM AND BUDGET STRATEGIC OBJECTIVES
2008/09 2010/11,2012/13,2014/15

EXPECTED RESULTS

PROGRAM PERFORMANCE

STAFF PERFORMANCE
 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

Strong
Management

Customer Service Communications Value for Money

Performance
 Stream 1:Strong Management Culture

 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 : 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

Regulatory
Processes Policies
Framework

Systems
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
Stream 2: Administrative and Management
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
 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

 Strategic Re-alignment Stream 3:
Re-align Programs, Organization Structure and Resources
to the strategic goals;

• 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
 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