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ASSEMBLIES OF THE MEMBER STATES OF WIPO - page 14 / 69

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page 9

Program 04

Office of Internal Oversight and Productivity

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Background

The Office of Internal Oversight and Productivity has been established as a key office to help modernize and strengthen WIPO’s management system.  In the first months of 1998, the Office was composed of the Controller and Deputy Controller, the Budget Section, and the Evaluation and Productivity Unit.  An Internal Auditor will join the Office during the second half of 1998 to carry out financial and management audits, thus reinforcing the work previously performed by a part-time Internal Auditor.  

The new Evaluation and Productivity Unit was established in January 1998 as a major management tool to appraise the relevance, performance, efficiency, and impact of the strategies, policies, work practices and procedures, operations programs, and activities of the Secretariat by objectives and the expected results.

Objectives

Modernize and strengthen WIPO’s financial and management control system in accordance with the new program and budget structure and WIPO Financial Regulations and Rules.

Establish and enforce accountability of program managers in achieving the expected results through efficient program delivery, cost-effective utilization of resources, and compliance with overall policy directions.

Ensure transparency in every aspect of the planning, formulation, and implementation of the Organization’s Program and Budget, policies and activities, and facilitate decisionmaking and strategic policy direction by Member States.

Enhance cost-effective and productive use of resources through systematic evaluation, assessment of performance and productivity standards, streamlining of work practices and procedures, and improvement of quality standards and services.

Ensure the most economic, costeffective, and efficient use of resources allocated under the Program and Budget.

Foster an organizationwide culture of continuous productivity enhancement on the basis of an overall productivity plan, achieving major cost savings and containment of staff growth.

Sub-program 04.1

Financial Control and Audit

Main Activities and Results

Implemented the new result-oriented strategic biennial Program and Budget structure including the issuance of office instructions to program managers on the application of new procedures.  As a result, each main and subprogram is now managed directly by the responsible program manager under the internal oversight of the Controller and the policy direction of the Director General.

Reviewed the accounts for the 1996-97 biennium, including cost sharing by Unions, in close cooperation with the External Auditor and the Finance Division.  As a result, the

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