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



Download 1.89 Mb.
Page31/39
Date31.05.2016
Size1.89 Mb.
1   ...   27   28   29   30   31   32   33   34   ...   39

PROGRAM 21 EXECUTIVE MANAGEMENT


PLANNING CONTEXT




  1. WIPO’s Executive Management Program provides the strategic direction for the Organization, enabling it to progress towards realizing its Strategic Goals. The Program is also responsible for leading the change required to ensure that WIPO efficiently and effectively delivers its mandate in a rapidly changing external environment.




  1. The external environment in which WIPO operates continues to be demanding and pose challenges for the achievement of organizational objectives. Global economic recovery has been uneven and shocks such as recent currency volatility underline the external risks which the Organization continues to face. Against this backdrop, IP and innovation remain at the center of intense economic competition, underlining the importance which they continue to play for economic success and national development. This continues to be reflected in the strong demand from Member States for WIPO’s support and assistance. At the same time, the pace of the development of new norms around IP stands in contrast to the rapid pace of technological and social change. Looking ahead, the Organization faces multiple challenges of providing equitable and effective responses to requests for assistance, ensuring that the income-generating services of the Organization are adequately resourced, reformed and remain competitive, and providing an enabling space in which Member States can coalesce and seek consensus around the normative framework.

IMPLEMENTATION STRATEGIES




  1. The enduring focus on IP and the balancing of interests in the current context will require the Program to place considerable emphasis on leading efforts to strengthen trusted and transparent communication with Member States and stakeholders, so as to assist in the achievement of consensus around progressing the Strategic Goals.




  1. The Program will champion and support the implementation of strategies and initiatives that enhance decisive, integrated and accountable management focused on the delivery of results while fostering ethical conduct and governance responsibility. In this context, the Program will devote particular energy to ensuring that External Offices are effective and fully integrated into Organizational efforts to achieve the Strategic Goals. There will be a focus on building organizational resilience to a broad range of risks and safeguarding crucial operational processes. Work within the Program will also aim to achieve a productive work environment, which reflects organizational values, and is supported by a fair and equitable rules framework, respectful workplace policies and effective channels to address staff concerns.




  1. The following strategies will be pursued in 2016/17:




    1. Strengthening communication with Member States: Continued regular and quality communication, consultation and dialogue with Member States will ensure the dissemination of information at all levels, and further enhance transparency with respect to program activities.




    1. Improving internal coherence and efficiency: This will continue to be strengthened through Senior Management Team (SMT)-level coordination and management reporting processes. The institution of well-defined coordination mechanisms will ensure the integration of External Offices into management processes and enhance their functioning.




    1. Providing prompt legal advice and services in harmony with statutory requirements and applicable law will facilitate the orderly conduct of business by the Secretariat and the constituent organs of the Organization.  Continued development and maintenance of the WIPO Lex database will continue to serve as a universal resource of IP laws and treaties in line with current technological innovation.




    1. Establishing an Organizational Resilience Framework: Through the development of policy, strategy and plans, WIPO’s contingency planning capabilities will be enhanced with a view to mitigating or minimizing, to the extent possible, the impact of disruptions to the Organization’s critical operations.




    1. Building WIPO’s contribution to the Chief Executives Board (CEB): WIPO will continue to enhance its participation as an active player within the UN system, including through its contributions at the CEB. Through its active participation in these bodies, WIPO will continue to strengthen UN-wide initiatives that have relevance for the promotion of innovation and creativity and highlight its good management practices.




    1. Deepening WIPO’s comprehensive ethics and integrity system: Following the establishment of a comprehensive ethics and integrity system at WIPO, the Ethics Office will build on previous work (including the Code of Ethics, anti-retaliation policy and staff training) by continuing to mainstream the system at WIPO through norm-setting, provision of clear and authoritative advice to management and staff of all levels, and awareness-raising and promotional activities. In particular, following the establishment of WIPO’s Declaration of Interest Policy, a new Policy for Financial Disclosure will be developed.




    1. Enhancing the organization of the WIPO Assemblies: Efficient internal coordination and planning will contribute to the thorough and timely preparation of the Assemblies and thereby facilitate the work of Member States in WIPO’s most important governing bodies.




    1. Strengthening the event-related services offered to Member States and other stakeholders: Continued and enhanced support to Member States and other stakeholders in organizing high-level events will increase the visibility and raise awareness of the role of IP in fostering economic, social and cultural advancement and development.




    1. Improving the handling of grievances and conflict: The Organization will continue to encourage recourse to informal mechanisms, whenever possible, to prevent conflict escalation and to work towards positive outcomes. To this end, the Organization will continue to further develop and strengthen its workplace policies, mechanisms and procedures thereby providing staff with a variety of entry points for formal and informal conflict resolution.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

WIPO's effective engagement with Member States is of paramount importance to achieve timely results. At risk is reduced progress in WIPO’s inter-governmental processes, including in normative discussions and increased cost or extended schedules for implementing approved Programs. As the international rule-making body for IP, such a situation would negatively impact WIPO’s credibility.

Continued close, trusted and transparent coordination between the Secretariat and Member States.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

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


Increase in the no. of WIPO Lex users


2,236,486 (2012/13)

1,506,508 (2014)

20% increase



VIII.3 Effective engagement with Member States

% of Committee meetings for which pre-Committee information meetings for Member States are held

93% (end 2014)

90%

% of adherence and other WIPO Treaty-related actions by Member States processed in a timely manner

95% processed within three days (end 2014)

95% processed within three days

Timeliness of publication of Assemblies documents

96% relevant documents published two months before the 2014 Assemblies

95% relevant documents published two months before the Assemblies

Satisfaction rate of Member States and stakeholders with the organization of events

2014 survey results: 82%

85%

Delegates’ satisfaction levels with the organization of the Assemblies

87% satisfied with arrangements (2014 WIPO Assemblies Survey)

80% satisfied with arrangements

VIII.4 Open, transparent and responsive interaction with non-governmental stakeholders


No. of permanent observer NGOs engaging in WIPO's work and vice versa


tbd


Maintain or increase engagement


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

New joint initiatives with other UN agencies/IGOs

One (2014)

Two

IX.1 Effective, efficient, quality and customer-oriented support services both to internal clients and to external stakeholders

% of queries for legal advice and services which receive prompt responses from OLC

95%

95%

IX.2 An agile and smooth functioning Secretariat with a well managed and appropriately skilled workforce which is effectively delivering results

Establishment of a new Organizational Resilience and Business Continuity framework and associated documentation

Current framework is not comprehensive and needs to be replaced

Organizational Resilience and Business Continuity strategies and plans drawn up for the core areas of the Organization

IX.3 An enabling working environment supported by an effective regulatory framework and appropriate channels to address staff concerns

% of WIPO staff aware of services available from Ombuds-Office and informal conflict resolution mechanism

2013 Survey: 63% fully aware. Another survey is planned in 2015.

70%

% of WIPO staff being aware of WIPO ethics principles and policies

98% from the SRP Core Values Survey (conducted in 2013). Another survey is planned in 2015.

95% of staff awareness

RESOURCES FOR PROGRAM 21




  1. A slight increase can be observed in the overall resources for the Program in 2016/17 compared to the 2014/15 Budget after Transfers. The increase is due to a slightly higher provision for the organization of the WIPO Assemblies, based on expenditure patterns in 2014/15, the continued development of the WIPO Lex database and External Offices coordination activities.




  1. Regarding variances in the resources for the Expected Results, it is considered more appropriate to link the resources related to legal services and advice related activities to Expected Result IX.1 instead of Expected Result IX.2 being the case in 2014/15.

21.8 The resources under Expected result VIII.4 in 2016/17 reflect the work related to granting permanent observer status to NGOs.



Program 21: Resources by Result

(in thousands of Swiss francs)


Program 21: 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.




Share with your friends:
1   ...   27   28   29   30   31   32   33   34   ...   39




The database is protected by copyright ©essaydocs.org 2020
send message

    Main page