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WIPO Strategic Realignment ProgramPresentation to Directors

August 28, 2009

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DIRECTORs MEETING

AGENDA

DGs opening remarks and update

Strategic Realignment Program

Background Objectives and Structure Key Initiatives and Progress

Staff Regulations and Rules (detailedpresentation by HRMD)

PMSDS (detailed presentation by HRMD)

Timeframe Challenges

Q and A/ Discussion

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STAFF PERFORMANCE

WIPO s Strategic Re-alignmentProgram : Background

MISSION

STRATEGIC GOALS

STRATEGIC OBJECTIVES

EXPECTED RESULTS

PROGRAM PERFORMANCE

REVISEDPROGRAM AND BUDGET

2008/09

PROGRAM AND BUGETS

2010/11,2012/13,2014/15

MEDIUM-TERM STRATEGIC PLAN

2010 15TRANSITION TO

NEW STRATEGIC FRAMEWORK

2009 2010 Onwards

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WIPOs Strategic Re-alignmentProgram : Objectives

1. Establish a stakeholder, customer service andperformance focused corporate culture;

2. Ensure WIPOs core administrative and management

processes are efficient, service-oriented and cost-effective;

3. Re-align programs, organization structure and resourcesto the Strategic Goals;

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Stream 1:Corporate Culture

Strong

Management

Customer Service

Performance

Value for Money

Communications

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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

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Stream 1 : Customer Service Focus

Integrated communicationsmanagement strategy

Reorganized communications sector

Consistent and coherent public

interface

Customer Relationship Management

Comprehensive media strategy

Communications needs analysis

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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 forprograms

Detailed performance planning

Structured staff and manager training

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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 forthe DG

Explore improvement in language support

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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 andfinancial) to deliver results

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Strategic Re-alignment Stream 2 :Administration and Management

Strategies

Processes Policies

Systems

Regulatory

Framework

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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

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Policies

HR Policies VSP, Recruitment, ContractReform, Promotion and Reclassification

Financial management policies

Other Administrative policies

Processes/ Systems

Re-engineer procurement, travel, assetmanagement and financial processes-implement Peoplesoft modules to supportthese functions

Re-engineer HR management processes Implement the integrated resource

management framework through an ERPsystem

Stream 2: Administrative and Management

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Strategic Re-alignment Stream 3:Re-align Programs, Organization Structure and Resources

to the strategic goals;

Assess Organizational Units objectives and mandate inthe context of the Strategic Goals; identify changesneeded

Determine the human and financial resources neededand assess the gap

Identify means and measures to address the gap

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Several Office Instructions have been issued followingthe work in this stream Finance Sector, Trademarks /Industrial Designs Sector, Communications, Global IPInfrastructure, Patents

Copyright, Academy, Cooperation for Development,External Relations in progress

Administration and Management will be reviewed inthe last quarter

Strategic Re-alignment Stream 3:Re-align Programs, Organization Structure and Resources

to the strategic goals;

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Timeframe

Overall timeframe 2 to 3 years

A comprehensive master plan with indicators ensuringlinkages across different streams and initiatives will be

prepared

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Governance and Oversight

The Director General reports on overall progress to theAudit Committee

Specific initiatives and projects under the SRP arereported on by the responsible program manager(s) tothe Audit Committee

The DG will include SRP progress in his report to the

Assemblies

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Key Challenges

The organization faces some key challenges which will need tobe 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 mustconstantly re-adjust

The need to ensure that WIPO is at the centre of the global IPdebate

Administrative backlogs/ pending matters e.g. promotions andclassifications, short-term employee situation etc.

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Communications to staff

Consultations with the Senior Management Team

Regular Director and Staff Briefings

Project web-site including frequently asked questions

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Q and A