E wo/pbc/23/3 original: english date: june 4, 2015 Program and Budget Committee Twenty-Third Session Geneva, July 13 to 17, 2015


PROGRAM 20 EXTERNAL RELATIONS, PARTNERSHIPS AND EXTERNAL OFFICES



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PROGRAM 20 EXTERNAL RELATIONS, PARTNERSHIPS AND EXTERNAL OFFICES


PLANNING CONTEXT




  1. In the 2016/17 biennium, the UN is set to shift from negotiation to implementation as a number of major negotiating processes converge and conclude towards the end of 2015. The expectation is that Member States will finalize negotiations on the post-2015 Development Agenda at the UN Summit in New York in September 2015: “Delivering on and Implementing a Transformative Post–2015 Development Agenda”. Prior to that, in July 2015, Member States are expected to agree on the Outcome Document of the Third International Conference on Financing for Development (FfD). This is connected to discussions on the “Means of Implementation” for the Sustainable Development Goals (SDGs) covering both finance and the scaling up of support for innovation capacity building and the development and transfer of technologies for sustainable development. Also closely linked to this is work on a technology transfer facilitation mechanism, originating in the Rio+20 Outcome Document and subsequent follow-up processes. Concurrently, negotiations also continue apace to agree on a new international climate change agreement under the framework of the UN Framework Convention on Climate Change (UNFCCC), due to be adopted at the UNFCCC 21st Conference of the Parties in Paris in December 2015. In addition, work continues on a number of other IGO processes of importance to WIPO such as on the digital divide, public health, and non-communicable diseases.




  1. Technology, innovation, creativity and cultural development remain central components of all of these processes. The Global Partnership for the post-2015 Development Agenda envisages the creation of multi-stakeholder alliances around key issues. WIPO will play its full part in facilitating such partnerships. and will work to strengthen its relationships with traditional partners such as the World Trade Organization (WTO), World Health Organization (WHO), United Nations Conference on Trade and Development (UNCTAD), United Nations Environment Programme (UNEP), United Nations Industrial Development Organization (UNIDO), United Nations Educational, Scientific and Cultural Organization (UNESCO), International Telecommunications Union (ITU), UNFCCC, United Nations department for Economic and Social Affairs (UN-DESA), as well as with the United Nations Economic Commissions. Program 20 will also look afresh at how WIPO can work with the full range of stakeholders (IGOs, NGOs and the private sector) at the global, regional and national levels to ensure greater coordination and coherence in the delivery of WIPO’s specialized technical assistance. This must be done in a strategic, focused manner and deliver on WIPO’s mandate and relevant WIPO Development Agenda (DA) Recommendations (DA Recommendations 2, 9, 22, 30, 40 and 42).




  1. WIPO also seeks strategic and effective engagement with a wide range of non-governmental stakeholders, including non-governmental organizations (NGOs), private enterprise and civil society at large, whose varied technical expertise and insights help advance this goal. WIPO benefits from the strong participation of a broad range of international and national NGOs accredited as observers at its official meetings, as well as their contributions – and those of their respective constituencies – to WIPO programs and events. Representatives of private enterprise who are directly engaged in the creation and use of innovation and creative works can also offer a unique and valuable contribution to the work of WIPO through their first-hand experience in the use of IP for economic growth and development. Securing more strategic and effective engagement with all these non-governmental stakeholders will be a critical component of a policy dialogue that can truly contribute to the use of IP as a tool for development through international and multi-stakeholder cooperation.

IMPLEMENTATION STRATEGIES




  1. Program 20’s primary role is one of coordination, engagement, monitoring and reporting aimed at ensuring that WIPO’s contributions to these processes are relevant to the Organization’s mandate and focused on where our specialist expertise can best add value. Implementation strategies in the biennium 2016/17 address these aims and in addition the focus will shift to ways in which WIPO can best support implementation of the post 2015 Development Agenda. These will include:




  • Further strengthening existing partnerships and developing new and innovative multi-stakeholder partnerships, issues-based alliances and coalitions to support sustainable development and the implementation of the post-2015 Development Agenda;




  • Working in close cooperation with other Programs (see diagram below) to enhance the integration of WIPO’s expertise into cooperation and collaboration at the global, regional and national levels, working more closely with sister UN organizations, including the UN Regional Economic Organizations, regional development banks and UN Country teams;




  • Improving the quality of WIPO’s contributions to the post 2015 Development Agenda monitoring, review and accountability mechanisms;




  • Support to the UNFCCC process, in particular, the UNFCCC Technology Mechanism, including practical collaboration between WIPO GREEN and the UNFCCC Climate Technology Center and Network (CTCN).




  • Continued engagement in the WIPO-WTO-WHO trilateral work on public health, the Global Coordination Mechanism on Non-Communicable Diseases; and the World Summit on the Information Society (WSIS+10) and the Internet Governance Forum on the digital divide.




  • Promoting WIPO’s expertise, projects, programs and tools with the UN and other IGOs to achieve greater awareness, recognition and use of WIPO’s services;




  • Enhancing outreach efforts to donors and partners providing support to WIPO Member States and other WIPO Programs to increase partnership and resource mobilization for IP projects; and




  • In coordination with other Programs, continue to develop institutional arrangements and practical partnerships with non-governmental stakeholders to harness the capacity and expertise of these stakeholders in advancing WIPO’s objectives, as well as to enhance their effective engagement in WIPO activities.


WIPO Coordination Office to the United Nations in New York


  1. The WIPO New York Office liaises between WIPO Headquarters in Geneva and the UN, and its stakeholders in New York. The WIPO New York Office engages in a wide range of intergovernmental and civil society-led processes in NY, both to contribute to a balanced debate on IP issues and to provide information and analysis on IP issues to the diplomatic community and UN system organizations. Working closely with various WIPO Programs, the Office engages in outreach and briefings to the UN diplomatic community to develop a greater understanding of WIPO’s work, promotes WIPO’s treaties, processes, services and platforms, and provides reports and briefings on New York based fora. While these activities are foreseen to continue throughout the biennium 2016/17, it is proposed that the current operating model, through a physical office located in NYC, continue only until the end of 2016 with a view to establishing an alternate, more cost-effective operating model for 2017.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

Decisions/actions taken at the international level within the UN and other intergovernmental processes are detrimental to the international IP system.

Active engagement in major UN processes and ensuring an effective network of contacts within the UN Secretariat and UN Permanent Missions.
Supporting a balanced and inclusive IP perspective by providing a space for all WIPO stakeholders (NGOs and business) to have a voice in WIPO's work.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

VIII.5 WIPO effectively interacts and partners with UN and other IGO processes and negotiations



WIPO's contributions reflected in UN and IGO reports, resolutions and documents from relevant, targeted processes


No. of WIPO-led initiatives in partnership with UN and other IGOs to implementation of the SDGs

2012/13 – 38 out of 38;

2014 12 out of 15, 3 on-going

None


80%


5




EXTERNAL OFFICES

PLANNING CONTEXT




  1. The establishment of a network of WIPO External Offices commenced over ten years ago and at present comprises five offices: the WIPO Singapore Office (established in 2005), the WIPO Japan Office (established in 2006), the WIPO Brazil Office (established in 2010), the WIPO China Office (established in 2014), and the WIPO Russia Office (established in 2014).




  1. WIPO’s External Offices form an integral part of the Organization, working with all Programs at Headquarters to contribute to the achievement of the Strategic Goals. As such, the External Offices are an important physical extension of WIPO’s presence in the countries and/or surrounding region. In this regard, they are ideally suited to bringing the Organization closer to its Member States and stakeholders.




  1. The establishment of the network of External Offices has been predicated upon the core principles that: (1) External Offices should add value, efficiency and effectiveness to program delivery in a coordinated manner complementary to the work at Headquarters; (2) External Offices have different mixes of functions in response to local priorities and specificities; (3) External Offices should be cost-effective; and (4) External Offices are an integral part of WIPO’s result based management and regulatory framework.




  1. In this context, WIPO’s External Offices have been contributing to the Expected Results and realization of WIPO Strategic Goals. External Offices have provided support services for WIPO’s Global IP Systems; delivered technical assistance in developing countries in relation to the global infrastructure programs of the Organization; delivered capacity building activities facilitating the use of IP for development; promoted WIPO’s treaties in furtherance of the balanced evolution of the international normative framework for IP; provided more effective communications to a broad public, leveraged their close proximity to undertake targeted outreach and forged closer relationships with stakeholders; and offered ‘round the clock’ services to ensure the availability of WIPO outside of Geneva business hours.




  1. Recognizing the challenges of fully integrating a relatively new network into the operations of an Organization which is largely Headquarters-based, there has been a felt need to further improve the productivity and efficiency of the External Offices, streamline their coordination with all Programs at Headquarters and enhance the coherence of their overall management through concrete steps. To this end, initiatives have been launched in 2014/15 to: improve the IT infrastructure in External Offices and integrate them seamlessly into the overall IT architecture of the Organization; improve and rationalize human resource policies concerning the staffing of External Offices; enhance program planning, implementation and monitoring of External Offices; evolve a comprehensive communications strategy for External Offices; improve and institutionalize reporting and communication between External Offices and Headquarters; and evolve business continuity plans for each External Office.

IMPLEMENTATION STRATEGIES




  1. Building upon the abovementioned initiatives, there will be continued efforts to improve the seamless integration of External Offices into all aspects of the functioning of the Organization. This will be critical to ensuring that WIPO continues to evolve as a truly global Organization that is responsive to its Member States and stakeholders and is able to realize its ambitious goals of delivering its services more efficiently through closer co-operation. In pursuit of this, WIPO’s External Offices will, within their respective host country and/or surrounding region, contribute to the achievement of the Expected Results and Strategic Goals in coordination with Headquarters. In addition, the following specific strategies for the External Offices will be implemented.


WIPO Singapore Office (WSO)


  1. The WIPO Singapore Office (WSO) will continue to act as a Service Center in the region, including facilitating the use of IP for development, promoting WIPO’s Global IP Services and supporting and promoting the WIPO Arbitration and Mediation Center in Singapore.



  1. There will continue to be particular focus on the sub-region of the Association of South East Asian Nations (ASEAN) by assisting in the implementation of the ASEAN IP Action Plan (2016-2025) in accordance with the country plans and national IP strategies. Close cooperation with the ASEAN Working Group on Intellectual Property Cooperation (AWGIPC) and the ASEAN Secretariat will be instrumental in this regard.



WIPO Brazil Office (WBO)


  1. As the WIPO Service Center in Brazil, the WIPO Brazil Office (WBO) will focus on the promotion of WIPO’s Global IP Services as well as on facilitating the use of IP for development through enhancing human resource capacities in particular in Brazil and in other developing countries having cooperation programs with Brazil.




  1. The WBO manages two Funds-in-Trust between the Government of Brazil and WIPO, which, inter alia, aims at promoting an IP culture among national and international institutions and users through south-south cooperation among developing countries within and outside the Latin American region.


WIPO Japan Office (WJO)


  1. The WIPO Japan Office (WJO) will reinforce its role as the WIPO Service Center in Japan, focusing, in particular, on the promotion of WIPO’s Global IP Services to current and potential future users. Achievements in this area will be attained through further enhancing cooperation with Japanese institutions, academia, industry and other stakeholder groups.




  1. The WJO will continue its collaboration with the Government of Japan under the Funds-in-Trust agreement for the implementation of activities aimed at capacity building, reinforcing technical infrastructure and enhancing the use of IP in businesses, including through special projects such as the further development of the IP Advantage database, in countries primarily in the Asia Pacific region.




  1. The WJO will place particular emphasis on the promotion of the Hague System (bearing in mind the ratification of the Hague Agreement by Japan in 2015) and focus on reaching out to SMEs to encourage their use of WIPO Services.


WIPO China Office (WCO)


  1. As a relatively new Office, the WIPO China Office (WCO) will continue with targeted activities and initiatives to further enhance its role as the WIPO Service Center in China. Central to this will be, in particular, the promotion of WIPO’s Global IP Services to current and potential future users. Given China’s size, a particular challenge will be reaching out to the administrative and territorial regions of the country. Efforts will therefore be based on further strengthening the constructive cooperation with the Government of China as well as broadening outreach to, and strengthening links with, industry and other stakeholders.


WIPO Russia Office (WRO)


  1. The WIPO Russia Office (WRO) was established in 2014 and will therefore be active in further establishing its role as the WIPO Service Center in the Russian Federation. The promotion of WIPO’s Global IP Services will be important in this regard. Given the size of the Russian Federation, a particular challenge will be reaching out to the various regions in the country. The further strengthening of the constructive cooperation with the Government of the Russian Federation, and targeted outreach to academia, industry and other stakeholders, will be critical in this process.




  1. The WRO will focus, in particular, on delivering targeted and tailored capacity building and technical assistance programs, including continuing support to the development of a sustainable national TISC network.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

The geographical separation of External Offices from Headquarters can potentially result in fragmentation in coordination and communication.


Continued close, constant and structured engagement to ensure that the work of the External Offices is fully integrated into a coherent and coordinated network, in line with the Results Framework, workplans and day to day functioning of the Organization

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

I.1 Enhanced cooperation among Member States on development of balanced international normative frameworks for IP


No. of ratifications and/or accessions to Marrakesh Treaty


0 (WSO)
0 (WBO)


0 (WJO)
0 (WRO)
0 (WCO)


 

2(WSO)


1(WBO)

1(WJO)
1(WRO)


1(WCO)



 

No. of ratifications and/or accessions to Beijing Treaty

0 (WSO)
0 (WRO)



2(WSO)

1(WRO)


 

 

No. of ratifications and/or accessions to Singapore Treaty

1 (WSO)
0 (WJO)

1 additional (WSO)

1 (WJO)


 

No. of ratifications and/or accessions to the Internet Treaties

WIPO Copyright Treaty:
4 (WSO)

WIPO Performances and Phonograms Treaty:


4 (WSO)


 

1 additional (WSO)


1 additional (WSO)



II.1 Wider and more effective use of the PCT system for filing international patent applications

No. of PCT applications

1,387 (in 2014) (WSO)
581 (in 2014) (WBO)
42,459 (in 2014) (WJO)
890 (in 2014) (WRO)
25,539 (in 2014) (WCO)



Annual increase of 2% (all Offices)

 

% of policy makers, government officials, and IP practitioners and participants in targeted workshops with enhanced understanding of PCT and related topics

93% (WSO)

75% (WBO)

94% (WJO)



75% (all Offices)

II.4 Wider and better use of the Hague system, including by developing countries and LDCs

Membership of the Geneva (1999) Act

2 (WSO)
0 (WRO)

3 additional (WSO)

0 (WRO)


 

No. of Hague applications

50 (WSO)
0 (WJO)

2% annual growth

 

% of policy makers, government officials, and IP practitioners and participants in targeted workshops with enhanced understanding of the Hague System

85% (WSO)

75% (WBO)

94% (WJO)


75%

II.6 Wider and more effective use of the Madrid & Lisbon systems, including by developing countries and LDCs

Total Membership of the Madrid System
No. of Madrid applications

4 (WSO)

351 (WSO)


0 (WBO)
2,033 (WJO)
1,543 (WRO)
2,140 (WCO)



5 additional (WSO)

2% annual growth (all Offices)




 

% of policy makers, government official, IP practitioners and participants in targeted workshop with enhanced understanding of the Madrid System

89% based on feedback from participants (WSO)

75%

III.2 Enhanced human resource capacities able to deal with the broad range of requirements for the effective use of IP for development in developing countries, LDCs and countries with economies in transition

% of policy makers, governments officials, IP practitioners and other targeted groups, including universities, CMOs, journalists, with enhanced understanding of IP policies, and how to effectively use IP development

100% of participants agreed that the skills and knowledge gained from the seminar added value to their organization (WSO)

75% (WBO)

N/A (in 2014 the WJO did not organize seminars) (WJO)


 75%

IV.2 Enhanced access to, and use of, IP information by IP institutions and the public to promote innovation and creativity


No. of users of WIPO’s Global Databases: PATENTSCOPE, Global Brands Database, Designs Database


PATENTSCOPE:


8,054 (WSO)
4,688 (WBO)
14,711 (WJO)
6,257 (WRO)
56,355 (WCO)

Global Brands Database:


9,162 (WSO)
596 (WBO)
2,871 (WJO)
2,352 (WRO)
3,398 (WCO)

Designs Database: n/a


5% increase

5% increase


 

No. of sustainable national TISCs network(s)

2 (WSO)
0 (WCO)

2 additional (WSO)

1 (WCO) 


IV.4 Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions leading to better services (cheaper, faster, higher quality) to their stakeholders and better outcome of IP Administration

No. of offices using WIPO Infrastructure Platforms

7 (WSO)

0 (WBO)




Tbd (WSO)

1 (WBO)


VII.2 IP-based platforms and tools for knowledge transfer, technology adaptation and diffusion from developed to developing countries, particularly least developed countries, to address global challenges

Participation of stakeholders in WIPO's platforms such as WIPO GREEN and WIPO Re: Search

WIPO GREEN

21 (WSO)

48 for the LAC region (WBO)

45 (WJO)

1 (WRO)

29 (WCO)



WIPO Re:Search: n/a

20% increase both WIPO GREEN and Re:Search

(all Offices)



VIII.1 More effective communication to a broad public about intellectual property and WIPO’s role

Increased traffic to the website of WIPO External Offices



9,882 (WSO)
WBO & WJO: tbd

0 (WRO)


0 (WCO)

5% increase all Offices

VIII.2 Improved service orientation and responsiveness to inquiries

Processing time of inquiries

48h (all Offices)

36h (all Offices)

VIII.5 WIPO effectively interacts and partners with UN and other IGO processes and negotiations


No. of joint activities with ASEAN Secretariat, ECAP/OHIM, Asia/Europe Foundation, AANZFTA

11 (WSO)

8 additional 

RESOURCES FOR PROGRAM 20


Program 20: Resources by Result

(In thousands of Swiss francs)

Program 20: Resources by Object of Expenditure

(In thousands of Swiss francs)


Funds in Trust Potentially Available for Programming in 2016/17 (BY PROGRAM) 1

(in thousands of Swiss francs)

1The figures do not include interest and exchange rate adjustments. It should also be noted that these funds generally provide for activities spanning a period of time exceeding or overlapping a single biennium, as income is received and expenditure incurred.

2These figures are purely indicative and are based on previous funding patterns. They do not represent Member States' commitments except in those cases where the FIT Agreement includes such a commitment.





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