Program & Budget Committee
Strategic Realignment Program
Progress Report
September 2011
2
Strategic Realignment Program
Background
JIU recommended a desk-to-desk assessment of human and
financial resources needs in 2005 (document JIU/REP/2005/1)
Desk-to-desk assessment undertaken by PwC in 2007. Key
recommendation to conduct an integrated 3-5 year program for
Organizational Improvement (WO/GA/34/12)
GA decision (WO/GA/34/16) of 2007 to approve the
recommendation of the Audit Committee for:
a comprehensive integrated program for Organizational
Improvement
a road map to be prepared by the Secretariat
A periodic review of the program by the Audit Committee
3
Strategic Realignment Program
PwC Desk-to-desk recommendations addressed by WIPO and the SRP
1.1 Management assessment
14. Implement Performance Mgt. & Staff Dev. System
1.2 Management development
14. Implement Performance Mgt. & Staff Dev. System
17. Establish comprehensive ethics system
2.1 Performance management
13. Strengthen Results based management
14. Implement Performance Mgt. & Staff Dev. System
2.2 Career and staff development
14. Implement Performance Mgt. & Staff Dev. System
2.3 HR process redesign
5. Implement ERP
12. Develop Organization Design
2.4 HRMD restructuring
Restructuring in 2009
7. Revise enabling regulatory framework for HR mgt.
12. Develop Organization Design
3.1 Process improvement
1. Improve customer interface and experience
5. Implement ERP
6. Improve ICT framework
15. Strengthen internal control system
16. Strengthen the management of financial resources
3.2 ERP and other technology
5. Implement ERP
6. Improve ICT framework
3.3 Organization design
Restructuring in 2009
12. Develop Organization Design
3.4 Job description / classification
12. Develop Organization Design
3.5 Redundancy / severance policy
Voluntary Separation Program (completed in 2010)
4
Strategic Realignment Program
Time line
Desk-to-desk
assessment
undertaken by
PwC
2005
2006
JIU
Recommends
Desk-to-desk
assessment
GA approves
Audit
Committee
recommedation
to implement
org
improvement
program
2007
2008
Current
Director
General
takes office
Revised
strategic
framework
approved
by
Member
States
2009
Restructuring
of
organization
undertaken
SRP
Planning
and
Design
phase
begins
2010
SRP
scheduled
completion
2011
2012
2013
SRP
Implementation
phase
begins
4
5
Strategic Realignment Program
Overview
The Strategic Realignment Program is the comprehensive
integrated program for Organizational Improvement approved by
Member States;
Updated roadmap released in 2011, available in all UN official
languages for Assemblies;
The Secretariat reports SRP progress to the Independent
Advisory Oversight Committee regularly;
SRP is in implementation phase since January 2011 and
schedule for completion in December 2012;
Risk Management undertaken at Value Group level.
6
Strategic Realignment Program
4 Core Values
7
Strategic Realignment Program
19 Initiatives
Mission
The promotion of innovation and creativity for the economic, social and cultural development of all countries through a balanced and effective
international IP system
SRP Objective
WIPO is a responsive, efficient organization equipped to achieve its Strategic Goals and to provide global leadership on IP issues
Values
Service Orientation
Working as One
Accountability for
Results
Environmental, Social
and Governance
responsibility
We increase our
responsiveness to global
stakeholders and our
customers are satisfied
with our service
We work as an integrated,
responsive and efficient
entity that is fit for purpose
and delivers value for
money
We take ownership for
our performance and
achieve results
We perform in an ethical
manner and care about
our staff, community and
the environment
1.
5. Implement ERP
6. ICT framework
7. Regulatory framework
for HR
8. Internal
communications
9. External offices
10. Strengthen Culture
11.
12.
13.
14.
15.
17. Ethics and integrity
18. Reduce impact on
the environment
19. Improve accessibility
to WIPO campus and
services
2.
Initiatives
3.
4.
Customer interface
and experience
External
communications
and branding
Marketing and
business
development
Business continuity
16.
MTSP
Org. Design
RBM
PMSDS
Internal control
system
Mgmt of financial
resources
7
8
Strategic Realignment Program
Measurement and Reporting
A dedicated Program Management Office monitors progress and
provides coordination between initiatives;
A staff survey is undertaken each year by external consultants to
measure progress and garner feedback;
Program update provided by Secretariat to Member States in
May 2011;
SRP results framework measures progress annually towards
each Value, linking to other WIPO measurement systems.
9
Strategic Realignment Program
Achievements
To strengthen Service Orientation
A centralized customer service team has been established for all
external queries;
Core publications availability in required UN languages increased
from 62.6% in December 2010 to 63.8% in June 2011;
Better understanding of our opportunities to increase revenue on
fee-based services after external study;
A business impact assessment (BIA) is 95% complete, allowing
improved planning for vital business services.
10
Strategic Realignment Program
Achievements
To strengthen Working as One
ERP visioning exercise underway to ensure that best possible
ERP system is implemented;
ICT Strategy endorsed by ICT Board which focuses on strategic
business needs driving ICT investment;
Better understanding of internal communications needs after
group consultations with over 130 Staff.
11
Strategic Realignment Program
Achievements
To strengthen Accountability for Results
The MTSP and Member States’ comments have guided the
preparation of the proposed P&B for 2012/13;
The proposed P&B for 2012/13 contains an improved results
framework with clear links to the MTSP;
Staff development system (PMSDS) has been implemented;
Finalizing selection of external partner by competitive bid process
to implement a comprehensive risk management and internal
control system;
Capital planning and management framework has been
developed and policies developed to strengthen financial
resource management.
12
Strategic Realignment Program
Achievements
To strengthen Environmental, Social and Governance
Responsibility
A whistle-blowing protection policy has been developed and a
draft of code of ethics has been widely circulated for consultation
and comment;
A mobility awareness campaign was undertaken and June 2011
was designated a bike month. Assemblies Affairs and Conference
Services now opt-in for printed materials;
Initial internal study of accessibility undertaken and terms of
reference drafted for expert architectural study to improve
accessibility.
13
Strategic Realignment Program
Spotlight on initiative 15: Strengthen Internal Control system
Risk management maturity
Where is WIPO now?
Full
Enterprise Risk
Management
ERM
Coordinated,
formal risk
management
Formal risk
management
Active risk
management
No active
risk management
time
14
Strategic Realignment Program
Risk management maturity
Spotlight on initiative 15: Strengthen Internal Control system
What is the right level of risk management for WIPO?
Full
Enterprise Risk
Management
ERM
Coordinated,
formal risk
management
Formal risk
management
Active risk
management
No active
risk management
time
15
Strategic Realignment Program
Spotlight on initiative 15: Strengthen Internal Control system
Current State
Goal
Risk management is
owned at the SMT level;
Risk management is owned at
the SMT level and understood
throughout the organization;
Risk management is
undertaken across most
sectors, however not always
documented consistently;
Some financial and
operational internal controls
are in place (policies, FRR,
etc);
IAOD undertakes routine
risk activities;
Coordinated, formal risk
management across the
Organization;
Comprehensive financial and
operational internal controls are
SRP
in place for A&M Sector. Links
Initiative 15:
with ERP where appropriate;
Strengthen
IAOD is an integral element of
internal
the organization’s risk
controls
management activities;
Risk registers in some
org. units;
Risk management in all org.
units; financial exposure report;
Risk assessment of
Information Security.
High-level risk assessment of
all sectors.
16
Strategic Realignment Program
Spotlight on initiative 15: Strengthen Internal Control system
7 shortlisted bidders will submit proposals to
strengthen internal controls and risk management
as part of SRP
The selected company will spend 6-12 months
helping to strengthen risk management following
the five steps based on INTOSAI and COSO.
Planning
1. Control
Environment
Checkpoint review
2. High level
assessment
of risk
management
Checkpoint review
3. Risk
assessment
(A&M sector
pilot only)
Checkpoint review
4. Control
activities
(A&M sector
pilot only)
Checkpoint review
5. Information
and
communicatio
monitoring
Final review
17
Strategic Realignment Program
Spotlight on initiative 12: Organizational Design
Phase
1
Description
Fundamental restructuring of WIPO:
• Consolidation to 7 sectors;
• VSP instigated.
10/2008 - 12/2009
2
10/2009 - 10/2011
3
10/2011 - 12/2012
Refining of Organizational units:
• Appointment of key roles, such as CIO;
• Restructuring of Organizational units.
•
•
Job design /classification;
Human Resources Planning.
18
Strategic Realignment Program
Spotlight on initiative 12: Organizational Design
Initiative has two elements:
1. The job design /classification functions encompass determination
of the content of jobs; the roles of the incumbents of those jobs
and the relationships which exist between the job holders and
others in the organization;
2. The Human Resources Planning element involves the systematic
assessment of present and future staffing requirements in terms
of numbers and levels of skills and competencies and the
formulation and implementation of plans to meet those
requirements;
19
Strategic Realignment Program
Critical risks
Risk
Mitigation
Suspension of consultative group for the
Staff Regulations and Rules hampers
progress of initiatives 5, 7 and 14.
Proposal to General Assembly to adopt the
chapter of the SRR dealing with contractual
reform.
By the end of 2012, Staff identification
with WIPO’s Core Values is less than
anticipated.
Continue to organize staff engagement events
and promote the 4 values.
Delayed projects (such as Strengthen
Internal Controls/Risk Management)
lose funding allocated for current
biennium and are not allocated
funding for 2012/13.
Consider options for funding delayed critical
SRP initiatives for next biennium.
20
Strategic Realignment Program
Next steps include:
Select winning bidder for internal controls and risk management
initiative;
Develop proposal for next phase of Organizational Design
initiative;
If approved by General Assembly, integrate contract reform into
ERP and PMSDS system;
launch tender process for architectural audit of accessibility at
WIPO;
update internet sites for all language sites.