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 23 HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT



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PROGRAM 23 HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT


PLANNING CONTEXT




  1. In order to achieve its substantive goals, WIPO must have an efficient Secretariat with a well-managed and appropriately-skilled workforce coupled with clear policies, efficient procedures and modern systems. Many of the challenges faced by the Organization in this context have been addressed through the implementation of the Human Resources Strategy. Some challenges however still remain to be addressed, in particular, ensuring that staff skills and competencies are adequate to meet the Organization’s evolving needs, as well as enhancing gender balance and geographical diversity.




  1. The implementation of the ERP in this biennium will permit further integration of human resources processes and systems within HRMD and also with the rest of the Organization.

IMPLEMENTATION STRATEGIES




  1. Gender balance and geographical diversity will receive particular attention in the biennium. Further efforts will be made to develop managerial and leadership skills of women in the Organization, with a view to enabling them to take up positions at higher levels, while continuing the outreach to potential women candidates.  In line with the Policy on Gender Equality, WIPO will build staff capacities, especially that of Gender Focal Points and managers, and engage with Member States with a view to mainstreaming gender in the Programs of the Organization. 




  1. As regards geographical diversity, proactive and increased efforts will be made, with support from Member States, to reach out to potential candidates from countries that are not well represented among staff in the professional and higher categories. These efforts will be underpinned by lessons learned from outreach initiatives piloted with selected Member States in 2015. New functionalities provided by the recruitment tool TALEO will also be used to further develop WIPO’s capacity for targeted recruitment, including proactive outreach and direct sourcing through focal points at the national level.




  1. The mainstreaming of workforce planning, fully integrated with biennial and annual work planning, will gradually allow the Organization to close the gap between present and future workforce needs, by systematically reviewing workforce issues and facilitating medium and long-term decision-making. This will include further imbedding workforce planning concepts and best practice facilitated through system enhancements. In addition, WIPO managers will be in a better position to forecast and manage their workforce through improved management reporting tools (Business Intelligence).




  1. Following the implementation of the revised Staff Regulations and Rules (SRR), approved by the Coordination Committee in 2012 and 2013, including the strengthening of the internal justice system, the next biennium will see further adjustments and enhancements to the SRR and related human resources policies to ensure a clear, modern and up-to-date staff regulatory framework that meets the evolving needs of the Organization and is in line with best practices in the United Nations system. An important focus area will be conflict prevention and mitigation and the effective management of cases through the internal justice system. The Organization will also continue to engage with the International Civil Service Commission (ICSC) and other UN agencies on the Review of the UN common system compensation package.




  1. The integration of the Performance Management and Staff Development System (PMSDS) and Training database will be complemented by new ERP functionalities, such as inventory of skills and better tracking of training data, to improve the user-friendliness of the system and facilitate access and exchange of data between different areas of the Organization.




  1. With a view to enhancing the managerial capacity in the Organization, managers will be provided with mandatory training in particular on program, people and time management.




  1. Work processes and practices related to the processing of benefits and entitlements will be reviewed and updated and, where feasible, aligned with more automated solutions. Also, systems and procedures related to time management will be adjusted following recommendations of the time management work group. Through the ERP phase II, HR self-service Intranet tools will be made available to staff at large to deal with routine requests in an automated manner, enabling the HR Department staff to concentrate on more complex requests thus offering a full range of quality customer-oriented service. Related work is also planned to update services and information made available to staff on the intranet.




  1. Improvement of the medical services at WIPO will also continue with a focus on occupational health and enhanced follow up on long term absences.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

Rapidly evolving external business environment requiring new processes, skills and IT solutions, may lead to misalignment of workforce in critical WIPO business areas. This could lead to high costs for additional short term staff, process inefficiencies, backlogs in critical business areas, and a diminished WIPO reputation.

Gradual development of a more responsive and flexible workforce with a structure able to respond to fluctuations in demand and new pragmatic objectives; Detailed analysis and needs assessment in terms of skills and workforce strength, followed by implementation plans including reallocation of staff, adequate staff training, recruitment of critical skills and outsourcing and using a broader mix of contractual tools to source talent.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

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



 

% of staff satisfied with human resource services


Highly satisfied: 30,8%


Satisfied: 49,1%
Dissatisfied: 17,6%
Highly dissatisfied: 2,5%

 

85 % highly satisfied or satisfied



 

Increase in automated versus currently manually-processed actions

0%

67%

 

% of queries processed within 5 working days



tbd end 2015


90%


 

Optimized insurance coverage

tbd end 2015

 tbd end 2015

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

% of women in professional and higher positions
Recruitment lead time

P4 – 44.4% P5 – 34.4% D1 – 26.7% D2 – 22.2% (Dec 2014)
14.7 weeks (with LSTE)
19.07 weeks (without LSTE)

P4 – 46% P5 – 35% D1 – 30% D2 – 30%
19 weeks

 

% of staff whose performance is evaluated against their individual objectives and competencies


82,9% (2014)


90%


 

No. of days to: (i) notify staff of decisions on RfR/grievances, (ii) notify staff of decisions on rebuttals/disciplinary cases and (iii) provide responses to requests for advice


n/a

(i) 60 days from receipt of RfR/response to grievance
(ii) 30 days from receipt of rebuttal/response to charge letter and (iii) 10 working days from receipt of request


 

Geographical diversity:% of Staff per region


Africa - 10.8%


Asia & the Pacific - 13.5%
Eastern & Central Europe & central Asia - 6.7%
Latin America & the Caribbean - 8.2%
Middle East - 1.2%
North America - 8.4%
Western Europe - 51.2%
(Dec. 2014)

WIPO’s policy on geographical distribution requires consideration by Member States.






No. of applications received from unrepresented Member States as a % of total

tbd end 2015

tbd end 2015 (based on % increase between 2014-2015)

 

Enhanced maturity of HR Planning

tbd

tbd

 

% of trainings needs fulfilled of which: (i) critical collective training needs and (ii) individual training needs

tbd end 2015

(i) 60% of the needs are addressed by a training program
(ii) 55% of individual training needs are fulfilled

RESOURCES FOR PROGRAM 23




  1. The total resources for the Program in 2016/17 remain stable compared to the 2014/15 Budget after Transfers. The decrease in Internships, which is now budgeted directly at program level, is offset by additional resources foreseen for (a) geographical diversity and gender balance related activities, (b) the WIPO Rewards and Recognition Program and (c) contributions to UN system-wide common costs.




  1. The increase observed in the number of posts between the 2016/17 Proposed Budget and the 2014/15 Approved Budget reflects the regularization of temporary positions in the biennium.



Program 23: Resources by Result

(In thousands of Swiss francs)



Program 23: Resources by Object of Expenditure

(In thousands of Swiss francs)


PROGRAM 24 GENERAL SUPPORT SERVICES


PLANNING CONTEXT




  1. Procured goods and services as well as travel constitute some of the Organization’s most important non-personnel related costs and are therefore areas with potentially high efficiency and cost saving opportunities for the Organization. Multiple measures have been introduced in the current and previous biennia to optimize both procurement and travel costs through the implementation of new tools, revised rules and procedures, negotiation of contracts and air fares and enhanced efficiency of processes, while at the same time ensuring continuous high quality and customer-oriented support to users across the Organization. In the biennium 2014/15 the responsibilities of the Program was enlarged to also manage individual contractual services in addition to commercial service providers.




  1. Following the completion of the WIPO Campus with the recent addition of the New Conference Hall and related renovated facilities in the AB Building, the main focus in the biennium 2016/17 will be on ensuring compliance of all technical installations with applicable standards, as well as on their optimum functioning in order to facilitate Program delivery throughout the Organization. Several of the WIPO buildings are in need of major renovation, transformation and/or modernization. These are major undertakings, the most significant of which are also expected to bring about a reduction of energy consumption while others will have the added benefit of improving the physical accessibility (an element of social responsibility).




  1. The environmental responsibility will remain amongst WIPO’s core values to be mainstreamed into Program delivery, in particular as far as premises management is concerned under the overarching UN-system wide goal of reaching climate neutrality by 2020.

IMPLEMENTATION STRATEGIES




  1. Building on the work initiated in the 2014/15 biennium with the implementation of the On-Line Booking Tool, and a new tool to manage travel requests, new cost-saving opportunities on ticket fares and service fees will continue to be explored. Administrative efficiencies will also be pursued through revisions of the regulatory framework, the simplification of processes enabled by new IT tools for managing event and travel requests as well as the Procure-to-Pay module of the ERP. To continue the optimization of the costs of goods and services, the biennium will focus on enhancing the competition process for individual contractual services with a dedicated IT tool. In parallel, to improve value for money, vendor performance management will be strengthened building on the tools developed for this purpose in 2014/15. Additionally, the effort to enhance leveraged opportunities with other international organizations will be actively pursued.




  1. To ensure the continuous and uniform upgrading of the technical facilities in WIPO premises, the overall plan for renovation and enhancement of technical installations throughout the WIPO Campus, initiated in the previous biennium, will continue to be implemented. Critical installations will be prioritized in this process. A number of choices for the renovation and/or enhancement of technical installations will be, inter alia, based on their ability to reduce environmental impact and improve physical accessibility to persons with disabilities. Major renovations, transformations and/or modernization of premises, will be implemented and managed in accordance with both these priorities reflected in the Capital Master Plan and in various smaller scale preventive maintenance exercises. Regarding the management of premises, an optimal allocation of workspace to host all WIPO staff and a review of the optimal usage, conversion or upgrading of certain spaces other than workspaces, will be enhanced on the basis of the formal space management policy developed in the previous biennium.




  1. To ensure compliance, by 2020, with the UN-system wide goal of reaching climate neutrality, efforts will be pursued to implement selected measures, not limited to premises, including a program for offsetting carbon and other emissions caused by WIPO activities at large.

MAJOR RISKS AND MITIGATION STRATEGIES


Risk

Mitigation

Failure of key suppliers to deliver services triggers a disruption to the service provided to our external customers.

Develop a contingency plan for contracts that are considered to be of high risk and vital for a continued operation.

Loss of safe access to, or impossibility to occupy, one or more buildings for a given period of time.

Continue to undertake renovation and major preventative maintenance of all key technical installations and premises.  Regular review of organizational resilience plans and activation as necessary.

Inability for WIPO, as a UN agency, to be effectively climate neutral by 2020 as committed to UN Secretary General.

Ongoing monitoring of Organizational environmental data leading to proposals to reduce or offset carbon and other emissions.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

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

% of locally sourced goods and services compared to total amount procured for development activity

45% (end 2014)

Equal or higher than 2014 result

 

% of spend subject to UN leverage (either common tender or piggy-backing)

4.15% (end 2014)

Equal or higher than 2014 result

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

Cost savings for goods and services procured by WIPO (derived from RFPs or direct negotiations)

2.6 million CHF (end 2014)

Equal or higher than 2014

 

Processing time ER

Processing time ETA

Processing time Visa


1/2 day (2014)

1/2 day (2014)

less than a day (2014)


Less than 1/2 day

Less than 1/2 day

Less than a day


 

TMC average ticket fare

Global average ticket fare

Average service fee


1,850 CHF (Dec2014)

1,600 CHF (Dec2014)


118 CHF (end 2014)

≤ 1,850 CHF

≤ 1,600 CHF


< 100 CHF

 

WIPO premises and installations remain fit for purpose

Maximum of one working day per year with breakdown of a technical installations (electricity, water, heating, cooling, ventilation) affecting WIPO core activities.

Maintain maximum of one working day per year with breakdown of a technical installations (electricity, water, heating, cooling, ventilation) affecting WIPO core activities.

 

Optimum use and occupation of WIPO premises and all types of space
% of high value items (e.g >5,000 CHF) inventoried

80 rented workplaces, 5 offsite storage/archiving areas

95%


Maintain 80 rented workplaces, 5 off-site storage/archiving areas

Maintain 95%






% of value items 1,000-5,000 CHF, works of arts and attractive items

n/a

90%

IX.4 An environmentally and socially responsible Organization in which WIPO staff, delegates, visitors and information and physical assets are safe and secure

Reduced impact of WIPO activities on the environment

A. Commitment to UN Climate Neutral Framework announced by the United Nations Secretary General in September 2014
B. Commitment to Host Country and local regulations for energy consumption
C. Energy consumption levels as at end-2015

A. Maintain carbon emissions and greenhouse gases at end-2015 levels
B. Implementation of measures by end-2017 to maintain energy consumption at end-2015 levels and at comparable weather conditions (for electricity, water, gas and heating oil)




Improved physical access to the WIPO campus

Recommendations contained in 2012 Physical Accessibility Audit

Implementation of following measures by end-2017:
1. badge readers at required level for persons with disabilities
2. guard rails where required

RESOURCES FOR PROGRAM 24




  1. A slight decrease can be observed in the total resources for 2016/17 compared to the 2014/15 Budget after Transfers. The net decrease under personnel resources results from a combination of statutory increases as well as redeployment of three posts out of the Program. The slight increase in non-personnel resources is the net result of, on the one hand, additional resources foreseen for improvements to the WIPO buildings and infrastructure related works for the medical unit, and on the other hand, targeted savings related to parking for WIPO staff and a reduction of 2 million Swiss francs in the provision for the payment of interests on the loan on the NB building compared to the provision in the 2014/15 Approved Budget.  




  1. The reduction under Expected Result VIII.5 is due to an overall decrease in the allocation of personnel resources to this result due to the transfer of UN Joint Services related responsibilities to Program 22.  The net increase under Expected Result IX.1 is mainly due to an increase in personnel resources in support of the WIPO Appeals Board, a new responsibility of the Program. The reduction under ER IX.4 reflects the completion of the UN H-MOSS security measures project in the biennium 2014/15 and the resulting decrease in personnel resources.



Program 24: Resources by Result

(In thousands of Swiss francs)

Program 24: Resources by Object of Expenditure

(In thousands of Swiss francs)


PROGRAM 25 INFORMATION AND COMMUNICATION TECHNOLOGY


PLANNING CONTEXT




  1. Information and Communications Technology (ICT) continues to play two vital roles at WIPO. Externally, it has become the critical channel for delivering WIPO’s services to its clients all over the world. These include registration services, the global IP infrastructure services, access to IP information and analysis, access to platforms in relation to addressing IP in the context of global policy issues, communications to Member States and stakeholders through webcasting of WIPO meetings, etc. Internally, ICT enables WIPO to sustain its daily operations through the provision of services such as telecommunications, email and the processing of a wide range of administrative transactions. Thus all nine Strategic Goals of WIPO are highly dependent on reliable and effective ICT infrastructure and services for Program delivery.




  1. WIPO’s ability to remain responsive to its strategic and operational ICT needs will depend on its ability to continuously improve the performance, scope and resilience of its ICT systems. This will require substantial investments, strategic sourcing and partnerships, and a balance between innovation and maintaining stability. The Program is faced with a significant challenge of containing costs while remaining responsive to rapidly increasing demands, as well as to manage risks, which are inherent in making major ICT infrastructure improvements.

IMPLEMENTATION STRATEGIES




  1. The Enterprise Architecture discipline that has been established will be further embedded to ensure that WIPO’s ICT systems and landscape are better aligned with its business needs, that standardization and coherence of the ICT architecture are further advanced, that re-architecting efforts are well coordinated, that solutions, technology and product decisions are taken in accordance with the target enterprise architecture and that enterprise data, user access and information are managed in an integral and coherent manner.




  1. Implementation in the new biennium will largely build on the earlier ICT investments and achievements, such as expanding ICT resilience to cyber threats and large scale disasters as well as supporting the seamless integration of External Offices through the roll-out of a standard Global Office system and architecture. Technology enhancements that have been implemented through projects will be operationalized. Strategic sourcing and building of partnerships are expected to achieve higher cost-effectiveness and geographical responsiveness.




  1. In collaboration with the relevant specialized Programs and Information Assurance, this Program will ensure that ICT systems with highly sensitive information are less vulnerable to external threats. The Program will further ensure that WIPO seeks to establish more cost-effective and resilient hosting solutions for ICT systems without confidentiality concerns




  1. The implementation of Enterprise Content Management technology to improve management of documents, collaboration and sharing and retrieval of information will make progress through the next biennium. This is expected to improve the Organizational wide knowledge sharing and information management.

MAJOR RISKS AND MIGRATION STRATGIES




Risk

Mitigation

PCT and related Information Systems experience unacceptable level of interruptions, resulting in the inability to accept PCT filings and subsequently the effect on processing and publication of those applications. Reputation would be affected negatively.

Utilize the redundancy infrastructure established during the 2014/15 biennium whilst introducing additional redundant capability and capacity to further develop and refine business continuity plan.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

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


ICT Platforms are cost-effectively hosted and managed in line with business demands


n/a

New SDAs are created and agreed with largest consumers of ICT Platform services





Unit cost of Servers: 448 CHF/month; Unit cost per TB of storage: 299 CHF/month; Unit cost of backup per TB of storage: 370 CHF/month (End-2014); Number of service incidents with medium or high impact: 1.75 per month

Unit costs decrease by at least 5% per year; No increase in service incidents of medium or high impact

Application development activities adhere to the WIPO reference and master data standards.

n/a

The WIPO reference and master data strategy and repository used by at least one application development team

ICT Projects are managed as per WIPO Project Management guidelines

 n/a (new)

More than 70% of projects are managed in accordance with the guidelines.

% of customers that are satisfied with the Service Desk services

97% satisfied or very satisfied with the Service Desk

Maintain similar high-level of user satisfaction

ICT Projects in WIPO are managed in accordance with the WIPO project management and service transition guidelines

Transition Guidelines not defined

70% of delivered new projects comply with project management and Service Transition Guidelines

IX.4 An environmentally and socially responsible Organization in which WIPO staff, delegates, visitors and physical assets are safe and secure


ICT service continuity of critical systems


Critical systems can be recovered in a timely manner without data loss in the event of localized major disruptions


Progress made on a ICT platform to allow critical systems to continue operating in the event of a major regional disruption



RESOURCES FOR PROGRAM 25




  1. Total resources for the Program represent a net increase of approximately 5.7 million Swiss francs in 2016/17 compared to the 2014/15 Budget after Transfers. This is due to, on the one hand, a decrease in personnel resources resulting from the transfer of information assurance related activities to Program 28 (Information Assurance, safety and Security), reflected under Expected Result IX.4 and, on the other hand, a substantial increase in non-personnel resources due to the Organization’s increased dependence on reliable and effective ICT infrastructure and services, reflected under Expected Result IX.1. The resources under Expected Result IX.4 reflect the Program’s collaboration with the Program 5 (The PCT System) to enhance PCT resilience and security levels.


Program 25: Resources by Result

(In thousands of Swiss francs)



Program 25: Resources by Object of Expenditure

(In thousands of Swiss francs)



PROGRAM 26 INTERNAL OVERSIGHT


PLANNING CONTEXT




  1. The Internal Oversight Division (IOD) serves as an independent and objective reviewer of WIPO operations, program implementation and business systems. IOD examines the aforementioned based on risk and relevance to WIPO management and constituencies with a view towards promoting economy, efficiency, effectiveness and impact of the Secretariat’s work. IOD evaluates, in an independent manner, WIPO’s control and business systems and processes in order to identify good practices, shortcomings and to provide recommendations for their improvement. IOD also investigates allegations of fraud, abuse and other misconduct, and provides recommendations to prevent such practices. Administratively, IOD reports to the Director General and provides reasonable and objective assurance to the Member States on the effectiveness, efficiency, economy and relevance of WIPO operations, program implementation and business systems. IOD also assesses the safeguarding of assets, whether funds entrusted to the Organization are fully accounted for and that management practices and internal controls are adequate and functioning well. IOD activities have been designed to add value to the Organization in accordance with WIPO’s Internal Oversight Charter.

IMPLEMENTATION STRATEGIES

  1. IOD will conduct objective assessments of management processes and systems to assess the adequacy of good stewardship of both the monetary and physical resources of the Organization. It will also assess the adequacy and effectiveness of internal controls, risk management and governance processes and provide reasonable assurance as to whether WIPO‘s operations are in conformity with its governing regulations. Institutional learning and accountability through transparent and participatory oversight processes will continue to be fostered.



  1. IOD will continue to support management in the development and implementation of an efficient and effective Ethics and Integrity Framework within which duties, roles, responsibilities and rights of all WIPO staff have clearly been defined. This will be accomplished through provision of timely investigation reports conducted in accordance with generally accepted investigation standards and good practices within the UN system.



  1. IOD will build on the results and recommendations of the external quality assessments of its three functions, audit, evaluation and investigation, performed in 2014/15 to improve its service delivery to the Organization. It will use the three disciplines to provide high level services to the Organization and strengthen the synergies between them through common planning, training and follow-up activities, among other tools. In addition, appropriate oversight tools, such as manuals, policies and guidelines will continue to be developed and updated in line with internationally recognized professional standards and good practices from the UN and other international organizations.



  1. Professional support and advice will continue to be provided, as appropriate, to all Program Managers, including real time advice through continuous auditing and short cycle evaluations and reviews. IOD will continue to provide for a “hot line” for reporting wrongdoing and possible misconduct in WIPO, in conjunction with proactive investigations, which will be conducted to identify unreported instances of fraud or abuse and propose controls to mitigate the consequences of such actions.



  1. Cooperation and coordination with the External Auditor and other oversight assurance providers will remain a high priority. Cooperation with the UN internal oversight community and international and professional associations will continue during the biennium to ensure that internal oversight at WIPO contributes to and benefits from latest developments.



  1. Progress in implementing oversight recommendations will be regularly monitored and reported to the Director General, the Independent Advisory Oversight Committee (IAOC) and the WIPO Assemblies.



  1. To share lessons and insights from oversight activities with key stakeholders inside and outside WIPO, the main results and outcomes of oversight work will be published and regularly shared through presentations at information and training events.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

Internal oversight activity is not independent and IOD staff are not objective in performing their work. Impartiality and credibility of the work undertaken would be at stake. Trust in the oversight function would be diminished.

Abide by the revised Internal Oversight Charter.  Regular reports to the IAOC.  Annual report to General Assembly on Independence
External assessments of the independence of oversight functions.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

IX.8 Improved accountability, organizational learning, value for money, stewardship, internal control and corporate governance through assistance from effective and independent oversight


INDEPENDENCE - No interference and perceived independence by key stakeholders


No interference in IOD's work


No interference in IOD's work



EFFECTIVENESS - % of work that covers high risk, relevant areas aligned with the Organization's Strategy
EFFICIENCY - IOD's reports are issued timely with SMART recommendations

100% high risk/ high relevance areas

75% of audit and evaluation reports issued in less than 4 months;


All investigation activities reports issued in accordance with Investigation Policy;
75 % of recommendations are SMART

100% work in high risk/ high relevance areas and in alignment with WIPO's Strategic Goal's

85 % of audit and evaluation reports issued in less than 4 months;


All investigation reports issued by Investigation Policy deadline;
100% of recommendations SMART

RELEVANCE, ADDED VALUE & STEWARDSHIP- Tangible cost savings or improvements made in business processes and systems

n/a (to be provided end 2015)

50% of recommendations lead to efficiency gains

ORGANIZATIONAL LEARNING-Uptake of Lessons and Recommendations from Oversight Processes

90% of recommendations accepted; 90% of recommendations implemented in two years time



90% of recommendations accepted; 90% of recommendations implemented in two years time


RESOURCES FOR PROGRAM 26



  1. The overall resources for Program 26 in the 2016/17 biennium shows a slight increase compared to the 2014/15 Budget after Transfers. This is due to the change in the costing methodology for personnel resources in 2016/17 based on actuals based costing.


Program 26: Resources by Result

(In thousands of Swiss francs)

Program 26: Resources by Object of Expenditure

(In thousands of Swiss francs)


PROGRAM 27 CONFERENCE AND LANGUAGE SERVICES


PLANNING CONTEXT




  1. The Program facilitates the activities of the Organization by providing efficient and effective conference, translation, interpretation, records management and archives, printing and mail expedition services. It also deals with the formulation, presentation, adoption and implementation of related policy issues and manages IT projects to streamline and improve the functioning of these areas.




  1. With the adoption of the Language Policy by Member States in 2011, and the extension of the six-language cover to all documentation for WIPO Committees and Main Bodies in the 2012/13 biennium, similar coverage was extended to a few Working Groups in the 2014/15 biennium. It is expected that the remaining Working Groups will be covered in the 2016/17 biennium. Within this context, the Secretariat continues to face the twin challenge of managing translation workloads and maintaining quality, within the available resources. To overcome these challenges, the network of external individual translators and translation companies has been strengthened to ensure the ‘right-sourcing’ of translation work and quality at source. New management and technology tools have also been deployed to improve the translation environment, build terminology databases and ensure quality control.




  1. The introduction of new technologies for conference and interpretation services has helped modernize operations to further facilitate the participation of Member States’ delegations in meetings. These services continue to face the challenges posed by the ever increasing number and extended hours of meetings organized at WIPO, including for external users of the New Conference Hall.




  1. The Program maintains efficient and timely printing operations to provide Member States and other stakeholders with the necessary documents and publications to facilitate the work of the Committees and other bodies as well as to disseminate information on IP. The records management and mailing services provide cost-efficient services to all the organizational units.

IMPLEMENTATION STRATEGIES




  1. In order to meet the workload challenges faced by the language service, the current level of outsourcing will be maintained, and simultaneously steps will be taken to contain the workload. The focus will be on striking a balance between the need to fulfill the projected demands of the Member States and optimize the use of available resources. The Secretariat will continue to rigorously enforce rationalization and control measures to reduce the number of pages per document as well as the overall number of documents. While maintaining the core team of expert revisers and translators in-house, workload increases will be met mainly through outsourcing to individual and institutional translators. Quality management practices will be strengthened and the “quality at source” concept retained to engage proficient translators.




  1. With the deployment of new translation management and technology tools, the IP terminology database, which has been developed in the six UN languages, will be made available for external use. This database will be used as a tool to ensure consistency and quality in translation and represents an asset to the Organization in its strive to become a world reference source for IP information and analysis.




  1. The records management and archiving policy will be implemented by developing streamlined procedures for all the sectors. Conference services will endeavor to optimize the use of available resources; hire temporary staff from agencies, whenever necessary; and enhance the application of information technology tools and systems. This will also help to manage the higher expected demand from the extended use of the New Conference Hall. The on-line registration system will be strengthened and efforts made to streamline the electronic distribution of documents. While maintaining efficient printing operations, the service will endeavor to reduce paper consumption by introducing systems based on ‘print-on-demand’. Further cost-efficiency opportunities will also be explored through the Geneva International Collaboration Group. Mailing services will continue to provide speedy and cost-efficient services, constantly striving to obtain competitive rates from the major mail carriers.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

Inadequate implementation of the Language Policy due to increasing requests for translation and non-adherence to prescribed limits, translation workloads mount significantly, leading to budgetary imbalances.

Monitor the number and size of documents. Strictly enforce rationalization and control measures; encouraging sectors concerned to avoid repetitive text in documents. Continue to utilize cost-effective resourcing options.

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

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


% of internal and external participants satisfied with WIPO Conference Services


97% of participants satisfied with services (end of 2014)


Maintain rate at end of 2014



Effective implementation of WIPO Language Policy

Language coverage extended to documents for all Committees/Main Bodies and some Working Groups

Language coverage extended to documents for all Committees/Main Bodies/Working Groups with lengths maintained as per provisions of Language Policy

Reduction in printing costs (per page)

0,14 CHF per page

Maintain the rate

Timely publication of documents for Committees and Working Groups

21% of documents published in all languages two months before the relevant meetings

65% of documents published in all languages two months before the relevant meetings

Cost per word of translation

0.59 Swiss franc per word

Maintain cost

RESOURCES FOR PROGRAM 27




  1. The reduction under ER IX.1 is due primarily to a decrease in resources for translation of 0.5 million Swiss francs, as a result of the containment of translation costs as per expenditure patterns in 2014/15 following. An additional saving of 0.55 million Swiss francs for printing services has been baselined into the budget for 2016/17.



Program 27: Resources by Result

(In thousands of Swiss francs)



Program 27: Resources by Object of Expenditure

(In thousands of Swiss francs)




PROGRAM 28 INFORMATION ASSURANCE, SAFETY AND SECURITY


PLANNING CONTEXT




  1. WIPO is presented with a growing threat coming from adversaries with varying motivations to steal sensitive IP information and personal identities, as well as to disrupt WIPO’s operations and gain market, political, and competitive intelligence. This presents a threat to WIPO’s reputation and relevance as a trusted service provider to its Member States and customers.




  1. WIPO’s capability to address these evolving threats protect its own IP and that of its customers, and consistently manage information risks within WIPO’s risk appetite relies largely on its ability to strengthen and operate a sound and agile Information Assurance (IA) governance, risk management, and continuous compliance strategy.




  1. As regards safety and physical security, WIPO continues to be exposed to actual and perceived global threats targeting the UN system. Therefore this Program will continue to ensure the safety and security of WIPO staff, delegates, visitors and assets, both at Headquarters and External Offices. With the completion of the major Headquarters Minimum Operating Security Standards (HMOSS) perimeter project involving safety and security upgrades to meet the UN Department of Safety and Security (DSS) minimum standards in 2015, WIPO will have to continue to effectively operate, maintain and sustain the newly implemented security measures. WIPO’s security and safety services will continue to comply with the UN Security Management System standards and guidelines.

IMPLEMENATATION STRATEGIES




  1. This Program now combines information assurance, physical security and safety enabling WIPO to take an end-to-end view of safety and security and manage operational risks in a holistic manner. It allows for convergence in several areas, including sharing of cyber and physical threat intelligence, a coordinated incident response, and ensuring the resiliency of physical security and safety systems.




  1. It is imperative that WIPO not only strengthens its current IA capabilities but also aspires to implement an effective, reliable and sustainable IA strategy that will enable the Organization to maintain leadership in providing high quality and secure IP solutions to its Member States and customers with a very high degree of confidence.




  1. To this end, the following Information Assurance strategies will be pursed starting in 2016/17:




    1. Developing a security-focused culture: The current governance of IA will be strengthened ensuring greater accountability. Security awareness and training of staff will be improved, and actionable IA metrics will be analyzed and used to inform decisions on information risk management and demonstrate return on IA investments.




    1. Adopting a business focused risk management approach: The delivery of an enterprise view of information risk through integration and convergence of information risk management processes across business areas will be tightened, and information risk elements will be incorporated into the organization’s Enterprise Risk Management capability.




    1. Limiting exposure and ensuring continuous compliance: A continuous enhancement of the capability to proactively identify threats and vulnerabilities to WIPO’s information assets will allow for prioritized remediation efforts to protect areas of highest risks to WIPO’s business. A continuous compliance program will be implemented to ensure compliance to IA policies and mandates and industry standards (e.g. like ISO 27001), thereby providing greater assurance of internal control effectiveness in protecting WIPO’s information assets.




    1. Protecting WIPO’s sensitive information assets: An information classification and handling policy will be implemented to ensure cost-effective and risk-based protection of WIPO’s sensitive information assets. Deriving from this policy, protection mechanisms (process and technical controls) will be implemented enhancing the resilience of WIPO’s PCT and other sensitive business systems.




    1. Enhancing situational awareness and response capability: Enhancements will be made to WIPO’s existing cyber-security operations and improving knowledge of actionable internal and external threat intelligence, both cyber and physical, to proactively identify indicators of compromise. WIPO’s response capability to information security incidents will also be significantly improved to ensure rapid containment and minimal business disruption.




  1. Physical and safety enhancements will continue to be implemented through proactive risk management and continuous monitoring of physical security and safety threats. Enhancement of safety and security policies and procedures, awareness and training of guards and strengthened monitoring of supplier performance will also be pursued. Additionally, physical security and safety will be fully integrated into crisis management processes and business continuity management.




  1. Awareness among WIPO staff of physical security and safety measures will continue to be a focus. With the introduction of the new physical security and safety systems, greater integration between these systems will be achieved, and aging systems will be phased out.

MAJOR RISKS AND MITIGATION STRATEGIES




Risk

Mitigation

Like other organizations, WIPO is exposed to the risk of cyber-attacks and the risk of malicious or accidental breach of data leading to unauthorized disclosure or misuse of WIPO’s confidential information, or disruption of business operations. Such an event can potentially impact WIPO’s reputation as a trusted advisor and service provider to its membership and clients. 

Phased implementation of a fit-for-purpose IA Strategy will allow WIPO to continue to strengthen its information security posture and its organizational resilience in the areas of IA governance, people, process and technology.

Risks associated with manmade or natural disasters involving WIPO’s staff, its visitors and infrastructure (fire, explosion, flood, collapse and technical systems failures). Failures in preparing, monitoring and responding to these events may cause personal injury, death and/or seriously impact WIPO’s business operations.   

Effective emergency/evacuation plans and response mechanisms for all WIPO HQ’s facilities currently in place, including emergency response and coordination capabilities. Proactive safety/security facilities inspection program established in 2013 to monitor and address identified controlled deficiencies.  

Criminal occurrences both internal and external impacting the Organization (theft, sabotage, terrorism); malicious acts disrupting the Organization's operations and/or acts that disrupt the Organization’s work (demonstrations/civil unrest/anti-globalization/anarchist groups).

Comprehensive safety and security framework currently in place, risk management protocols and concentric layers of physical security control that include anti-intrusion measures, CCTV cameras and a state-of-the-art premises access system.  

RESULTS FRAMEWORK




Expected Results

Performance Indicators

Baselines

Targets

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


IA governance defined and enforced.


No. of staff aware of their information security responsibilities, security policies and best practices.


Limited governance of IA


Limited capacity to execute the IA strategy.

20% of staff that have fallen for phishing campaigns.




Approved IA governance framework enactment.


Less than 5% staff fall for phishing campaigns.




IX.4 An environmentally and socially responsible Organization in which WIPO staff, delegates, visitors and information and physical assets are safe and secure


% of information risks, including third party risks, reported and managed consistently within WIPO's risk tolerances.


Information risks reported on an ad-hoc basis.


Third party information risks not consistently identified and managed.

Quarterly reporting of enterprise information risks to internal IA governance bodies


Active management of third party information risks (<10% High).

Proactive identification and timely remediation of vulnerabilities within agreed service levels.

Increased compliance to IA policies and standards.



Limited information security vulnerabilities identified and remediated.

Compliance and certification to ISO 27001 standards limited to PCT applications.



Information security vulnerabilities identified and remediated on 90% of sensitive information assets.

Compliance and certification to ISO 27001 standards extended to the Hague, Madrid and HR applications.



Widely adopted information classification and handling policy to ensure confidentiality of information.

Reduced duplication of information security technical capabilities through reusable security architecture patterns.



Limited adoption of information classification and handling policy.

Disparate and limited deployment of security capabilities reducing reusability and flexibility.



Adoption of information classification and handling increased by 40%.

A security reference architecture adopted to increase reusability and flexibility of security capabilities by 30%.



Enhanced capability to detect and respond to information security threats much faster ensuring minimal business disruption.

Basic security operations cyber threat intelligence and incident response capabilities exist

Implementation of a Cyber Security Operations Center (CSOC) improving the capability to monitor, detect and respond to information security incidents by 30%.

% of WIPO staff, delegates and visitors reporting a work related injury or incident

2 % or less of total stakeholders/clients reporting a work related injury or incident

2% or less

% of timely requests for safety & security assistance at conferences or events held in or outside of Geneva

90 % or more of total stakeholders/clients requesting timely safety & security assistance for conferences or events held in or outside Geneva

90 % or more

RESOURCES FOR PROGRAM 28




  1. An overall increase of 6.9 million Swiss francs can be observed under the Program compared to the 2014/15 Budget after Transfers. The increase is primarily due to the move of Information Assurance from Program 25 (Information and Communication Technology) into the Program. This is reflected primarily under personnel resources and under Expected result IX.4.




  1. The increase in non-personnel resources reflects an additional provision of approximately 4 million Swiss francs for the implementation of the Information Assurance strategies in 2016/17. An enhanced emphasis on strengthening Information Assurance accountabilities and responsibilities is reflected through the Program’s contribution to the Expected Result IX.1.



Program 28: Resources by Result

(In thousands of Swiss francs)


Program 28: Resources by Object of Expenditure

(In thousands of Swiss francs)






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