Prepared documentation and other information for the joint meetings in June of the Budget and Premises Committees, which would consider the question of the purchase of the lot of land adjacent to the WIPO main building.
Prepared and issued the first report on the financial status of WIPO for the period January to April and May to program managers, including up‑to‑date information on income and expenditure by program, compared with the budget.
Undertook five missions during the period under review to coordinate and facilitate the sessions of the Budget and Premises Committees in March and June 1998 and of the Assemblies in March and September‑October 1998, and to accompany the Director General on his visits to Member States in presenting his vision of the Organization and his new Program and Budget.
Member States and program managers have recognized the new Program and Budget structure as a central tool for enforcing transparency and accountability and enhancing efficient management.
Evaluation and Productivity
Main Activities and Results
Prepared for a new management information system on the basis of annual work programs for each of the 18 substantive programs of the Program and Budget. A key element of this exercise has been to identify objective, verifiable key performance indicators to measure the progress in program implementation of each main and sub‑program of WIPO for the biennium. Targets have been provisionally established for each main and sub-program that enable program managers to self‑evaluate their performance and allow the Office of Internal Oversight and Productivity to monitor and follow up program delivery throughout the Secretariat.
Evaluated the Collection of Laws Section, in particular the cost‑effective use of staff resources for preparation of an electronic database of Intellectual Property Laws notified under the TRIPS Agreement to the WTO. As a result, implementation targets were established to achieve productivity gains.
Undertook an in‑depth evaluation of the organizational structure of the Office of the PCT, which is the major income source and the activity of WIPO with the largest number of staff involved. Based on the results of this study, WIPO is considering the possibility of a reorientation and restructuring of the management and operations of the PCT, with expected major cost savings, productivity gains, and quality improvements for the benefit of the users of this global protection system.
Began inculcating a modern management culture through the work of the new evaluation and productivity function that is expected to lead to major productivity gains, higher efficiency, and cost savings of WIPO.