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Joint meeting of: 1. The Programme and Budget Prioritisation and Allocation Project Group 2. The Monitoring and Evaluation Project Group 3. The Future Strategy Project Group
Provisional agenda (cont.) Part II – Items for the Programme and Budget Prioritisation and
Allocation Project Group (Cont.) 5. Development of the business plan concept Part III – Items for the Monitoring and Evaluation Project Group 6. Measurement of Doha Postal Strategy implementation: performance
indicators, evaluation and reporting
7. Towards the greatest postal convergence? Continuous benchmarking of global postal economic conditions
1. Opening of the meeting and adoption of the agenda
• To give an overview of the 2013-2016 work plan for CA C3 and its 3 Project Groups: Programme and Budget Prioritisation and Allocation Project
Group (PBPG) Monitoring and Evaluation Project Group (MEPG) Future Strategy Project Group FSPG)
CA Committee 3 – Main objectives/goals: • Take decisions on all matters referred to the Committee by the CA
C3 Project Groups
• Review and recommend improvements, if any, to the process designed to allow Congress to provide the CA with guidance on the prioritisation of activities
• Ensure the best allocation of resources to the projects and activities to be included in the Programme and Budget
2. CA Committee 3 work plan (CA C 3 SD 2013.2-Doc 2.Rev 1)
CA Committee 3 – Main objectives/goals: (Continued)
• Monitor the implementation of the Doha Postal Strategy Determine means of implementing the DPS goals and programmes Regularly examine the state of implementation of the DPS Support member countries in the implementation of the DPS Regularly disseminate the results achieved to Union member
countries
• Carry out strategic planning activities Provide advice on current strategic planning methodologies Coordinate analysis work on the postal environment Develop quantifiable and verifiable information about member
countries’ attainment of the DPS goals Formulate directives and recommendations that will form the basis
of the future Istanbul Postal Strategy
2. CA Committee 3 work plan (CA C 3 SD 2013.2-Doc 2.Rev 1)
Programme and Budget Prioritisation and Allocation Project Group
Lowest-priority mechanism and process review Draft Programme and Budget 2014 Development of the content and structure of the Doha Business Plan
Monitoring and Evaluation Project Group
Economic trends and indicators impacting the postal sector Measurement of the Doha Postal Strategy implementation Regional key performance indicators Doha Postal Strategy implementation: reporting processes and
General strategy-related items Sharing experiences on corporate strategic planning Emerging postal trends and developments Big postal data – mining for gold
Annex 1 Doha Postal Strategy: Original and updated key performance
indicators
Annex 2 CA Recommendation: Monitoring and evaluation of Doha Postal
• To assume responsibility for carrying out a review of the mechanism and process that was designed to allow Congress to provide the CA with guidance on the prioritisation of activities
Aim of this presentation: ‒ The main goals of this presentation are:
To provide background information behind the adoption of the
“Lowest-prioritisation” mechanism and process
To agree to the steps to be taken, if appropriate, to improve the “Lowest-prioritisation” process
REMINDER: Role of the PBPG:
4a. Prioritisation mechanism, process and criteria review
• 2008 Congress – a proposal was adopted making it mandatory to add Programme and budget impact (PBI) statements to all resolutions needing financial resources to implement them
• The PBI tool helps Congress to align resolutions to be approved with the limited resources available
• Despite the availability of the PBI tool, both the 2008 and 2012 Congresses approved a package of proposals that would require financial resources exceeding the budget available
• 2008 – No mechanism was available to help Congress to prioritise activities
• 2012 – Proposal on a lowest-priority mechanism and process was approved and implemented by the 25th Congress in Doha
4a. Prioritisation mechanism, process and criteria review
Review of the mechanism and proposing improvements Further questions to be considered: a) The results of the 2012 “Lowest-prioritisation” process have so far
only been used in allocating resources to the 2013 and 2014 Programme and Budgets and within the IB to prioritize IT related activities.
What are the other ways that the results of the process should be
used? b) Now that a process has been developed to allow Congress to
identify lowest-priority activities, would it be useful for the CA to work on developing and introducing a new mechanism for allowing Congress to identify, perhaps, the highest-priority activities?
And if so, how??
4a. Prioritisation mechanism, process and criteria review
Defining criteria for harmonising and facilitating the lowest-prioritisation process Following questions to be considered: a) What information do CA members believe should be made available
to Congress to help them identify the lowest priority proposals b) Should the format of proposals of a general nature be changed in
any way to make to process of identifying lowest priority proposals easier for member countries?
4a. Prioritisation mechanism, process and criteria review
Aims of this document ‒ The main goals of this document are:
To open a specific channel for discussion between the CA and
the IB on the proposals given the lowest priority at the Doha Congress
To invite the IB to provide responses, to be discussed by the Strategy Day participants, to 4 specific questions related to the lowest-prioritisation process and results
4b. Making optimum use of the Doha lowest priority process
Questions to the IB related to the lowest priority process and results: 1. How useful did the IB find the results in drafting the 2013 and 2014
budgets? Does the IB feel that the process can be improved in any way?
2. On which of the 15 lowest priority proposals did the IB make the biggest budget adjustments? And can the IB provide an updated version of the respective budget allocations?
3. Given that “Communication” was ranked bottom, what action has the IB taken to optimize its budget expenditure in this area?
4. What other priorities does the IB see as being a source of possible adjustments in the future?
4b. Making optimum use of the Doha lowest priority process
IB responses: 1. How useful did the IB find the results in drafting the 2013 and 2014 budgets? Does
the IB feel that the process can be improved in any way?
In principle, very useful since it offered (so far for 2013 and 2014) a tool for
identifying those proposals where resources required to implement them could be justifiably reviewed downwards
However, the generally perceived idea that the 10 lowest priority proposals on the list would be sufficient to eliminate the budget deficit was incorrect since.. • False impression given to , or assumed by member countries, that no resources at
all would be allocated to the 10 lowest priority proposals
• In reality, the budget deficit was eliminated by fine-tuning downwards the total resources allocated to the 15 lowest priority proposals
The IB will give some thought to how, if at all, the process can be improved
However, CA members are also invited to suggest any improvements they believe could be made to the process which is actually designed to give guidance to the CA – not to the IB!
4b. Making optimum use of the Doha lowest priority process
IB responses: 4. What other priorities does the IB see as being a source of possible adjustments
in the future? Resolution C3/2012: “Process for allowing Congress to provide the CA with
guidance on the prioritisation of activities by supplying it with a list of the lowest proposals adopted by Congress.
– The IB is not responsible for prioritising activities/resolutions approved by Congress and is therefore unable to respond to this question since…
– In line with resolution C3/2012, Congress now provides the CA with guidance on the prioritisation of activities…
– …so, Congress now communicates the list of lowest priority activities to the CA so that its members can take it into account when considering and approving UPU Programme and Budgets
4b. Making optimum use of the Doha lowest priority process
The new concept of a four year Doha Business plan (DBP) was
submitted to and adopted by the 25th Congress
As the P&B focuses solely on yearly project targets and budget allocations, there is a potential risk of losing the big picture
The aim of the DBP is to give an overview of what is expected of the UPU in terms of implementation of activities during the 4 year cycle and to give an overview of the financial means available
The DBP should also act as an operational link between the strategy and the yearly P&Bs
5. Development of the Business Plan concept (Congress-Doc 16.Add 1.Annexe 1.Rev 1)
Reviewing the content and structure of the DBP The 25th Congress approved a proposal adding the concept of the
“Business Plan” to the provisions of the General Regulations
The DBP is a new tool which means that there may be some room for improving it
The CA C3 Programme and Budget Project Group should assume responsibility, in conjunction with the IB, for reviewing the content and structure of the DBP
The results of the review should be submitted to the 2014.1 CA session for information and comment
5. Development of the Business Plan concept (Congress-Doc 16.Add 1.Annexe 1.Rev 1)
Decisions expected Put forward any comments and suggestions regarding the Doha
Business Plan
THE PBPG members are invited today to agree work on reviewing the structure and content of the current Business Plan with the aim of then making any recommendations, if any, on improving the plan to the next official meeting of CA Committee 3 (Strategy) in November 2014
5. Development of the Business Plan concept (Congress-Doc 16.Add 1.Annexe 1.Rev 1)
• In parallel to work on KPI, we will focus our attention on each
Programme’s possible actions that can be taken by UPU bodies, designated operators, regulators and governments identified in the Doha Postal Strategies.
• With 192 member countries and even more designated operators, the only way to accomplish such a task will be to reach out to all and request further information on their progress.
• We can now discuss how we go about this.
6. Measurement of Doha Postal Strategy implementation: performance indicators, evaluation and reporting
• Définition des orientations stratégiques et de la stratégie
• Méthodes et outils nécessaires pour la mise en œuvre de la stratégie
• Cadre stratégique:
• Énoncé de la vision et de la mission de l’UPU • Focalisation sur 4 buts majeurs et 18 programmes y afférents • Responsabilités des différentes parties prenantes • Indicateurs de performance
Processus de planification et étapes à suivre dans la définition de la Stratégie postale d’Istanbul
8a. Draft Istanbul Postal Strategy: development process
8a. Draft Istanbul Postal Strategy: development process
Présentateur
Commentaires de présentation
As an intergovernmental organization it is critical that the UPU examines and is aware of the major global trends possibly affecting the postal sector - such as those of a political, economic, social, technological, legal and environmental nature. So. A number of key observations and trends were identified in developing the Doha Postal Strategy :. Firstly, we have the importance and influence of emerging markets politically and economically; Then we have how technology has and continues to fundamentally change how our customers communicate, interact and transact; Next , we have the global migration of workers, and an aging and more urbanized word; We then have the impact of global crises – how local events can quickly take on international dimensions; and Last but not least, we have the role played by regulation in the context of increasingly global and integrated markets.
SWOT Analysis: (Questionnaire à administrer aux membres)
Strengths (forces) • Réseau mondial de 192 pays • Caractère intergouvernemental • Réseau intégré tridimensionnel • Expertise and access to information
Opportunities • Besoin d’informations et d’expertise concernant le secteur postal • Croissance du commerce électronique et du commerce
international • Nécessité d’inclure toutes les couches de la population • Nouveaux réseaux postaux améliorés dans l’avenir • Adressage • Besoins accrus en matière d’interopérabilité et de normes
internationales • Envois de publipostage avec adresse, services des colis et des
envois express et services des transferts de fonds abordables et sécurisés
• Régulation internationale
Weaknesses (faiblesses) • Structure et manque de flexibilité général dans le
processus de prise de décisions • Difficulté à susciter l’intérêt des Pays-membres • Incapacité à établir des priorités • Incapacité à assurer la gestion d’un secteur de
plus en plus complexe
Threats • Affaiblissement de la base de • financement de l’organisation • Relevance • Les accords bilatéraux l’unilatéralisme risquent de
réduire la pertinence de l’UPU
• Réseaux ne faisant pas partie de l’UPU
• Pression sur l’obligation du service universel • Substitution technologique et diversification des
moyens de communication
Présentateur
Commentaires de présentation
A couple of opportunities are linked to the fact that we should look at ways of exploiting our sector information and expertise and we should also, of course, look at ways of supporting e-commerce growth and trade As far as weaknesses and threats to the UPU are concerned…… A couple of weaknesses are related to the lack of flexibility that we have in decision taking as well the difficulty we have in attracting members’ interest in the work that we do….. And finally, 2 threats are directly linked to the fact that we are experiencing a shrinking funding base coupled with the fact that we need somehow to assert our relevance in a fast changing environment.
• Continuous strengthening of single territory and freedom of transit
• Addition of new treaties based on trust and ubiquity (money orders, insured items, collection of bills, subscriptions to newspapers, giro transfer, international savings, cash on delivery)
• Also new services: small packets, international reply coupons
• EDI exchanges start and initiation of modernisation of postal operators – from administration to enterprises (Ne)
• The new integrator model starts biting into the monopoly
• Washington consensus approach • One-size fits all Washington consensus solutions:
liberalisation/competition/privatisation • Posts not seen as an essential infrastructure (World Bank) • Application of telecom regulatory solution (capital intensive -
innovation driven) to postal regulation (labour intensive – universal service driven)
• EU single territory and competition logic • Weakening of single territory (ABC re-mailing, ETOE) • Disappearance of most treaties (apart from parcel integrated
into Convention and postal payment service) • Reduction in IB functions (research, arbitration)
Geopolitics The cold war Independence movements with arrival of numerous new members European construction and single market Fall of Berlin wall Rise of emerging economies Technology EDI messages Internet connectivity Competition Integrators Commercialised incumbents on each other territory technological substitution World IT groups
Why ? • Widespread whole market assumptions detrimental to postal
economic model • In particular, introduction of competition in nascent
postal sector and destruction of synergies (postbank, telco separation)
• Indiscriminate application of the EU untested IC model to DCs
• Old-fashioned image of the postal sector compared with highly technological network industries (electronic network, radio spectrum, telecommunications)
• Not considered as an essential infrastructure by Bretton Woods institutions
• Little research-based evidence to show the economic and social value of the postal network
• Neglect of weaker links for “commercial” reasons leading to the weakening of the whole network
UPU: UNIQUELY PLACED In the connectivity economy - facilitator of innovative disintermediation C-C and B-C, ex Bitcoin, cloud computing In international supply chain - synchronisation, standardisation and interconnection, data collection and harmonisation In inclusive development policies At intergovernmental ( and supranational?) and all other levels of governance as a trusted party and for sovereign state matters (security, protection of confidentiality, government-citizen, customs) To do this, it must : produce convincing evidence-based advocacy, make postal policy an integral part of development policies and communicate effectively to the policy makers
In conclusion… join us! Join us in the biggest data effort ever for the postal industry! Join us to gain competitiveness in a world where the cycle of any competitive advantage is much shorter and needs to be continuously monitored so that new strategies can designed dynamically. So in a nutshell … just join us!
In conclusion… join us! Join us in the biggest data effort ever for the postal industry! Join us to gain competitiveness in a world where the cycle of any competitive advantage is much shorter and needs to be continuously monitored so that new strategies can designed dynamically. So in a nutshell … just join us!
In conclusion… join us! Join us in the biggest data effort ever for the postal industry! Join us to gain competitiveness in a world where the cycle of any competitive advantage is much shorter and needs to be continuously monitored so that new strategies can designed dynamically. So in a nutshell … just join us!
In conclusion… join us! Join us in the biggest data effort ever for the postal industry! Join us to gain competitiveness in a world where the cycle of any competitive advantage is much shorter and needs to be continuously monitored so that new strategies can designed dynamically. So in a nutshell … just join us!