Transcript POC Organizational Chart 2009–2012

Results of the UPU reform
activities
CERP UPU Working Group
Madrid
2-3 February 2012
Won-ja Lee, Coordinator DER.OTAR
2.1
Study on the impact of new market players in the postal sector on the Union and on its missio and
activities
2.2
Study on structural tentions at the UPU
2.2.1
Structure and management process of the Councils
2.2.2
Efficient management of the UPU Budgets
2.2.3
Wider-sector involvement
2.2.3.1
Role and structure of the Consultative Committee
2.2.3.2
“Three C” players concept
2.2.4
Document management
2.3
Study on possible adjustments to the UPU mission
2.4
Study on the legal and organizational aspects of the Union’s extrabdugetary activities
2.5
Observers at UPU meetings
2.6
Arbitration procedure for designated operators
2.7
UPU forum on postal regulation
2.8
The UPU and the International Court of Justice
2.9
Further strengthening the role of the restricted unions – maximizing existing synergies.
2.10
Organization of Congress
2.11
Study on the introduction of an accreditation procedure for the CA and POC and rules concerning
observers in meetings of the Union’s bodies
2.12
Future work on UPU reform
Congress-Doc 17. Reform of the Union
Organization of the CA work
• Reviewed the provisions in the organic Acts of the
Union which define the functions and responsibility of the
Council of Administration:
– Article 17 of the Constitution;
– Article 102.6 of the General Regulations
• Analyzed the experiences concerning the organization of
the work of the CA during the current cycle,
• Envisaging various tasks that Congress would assign to
the CA by means of resolutions,
• Grouping functions and tasks according to their nature,
• Designed a four-Committee structure for the most
effective functioning and decision-making of the CA.
Organization of the CA work
• What are the major changes brought to the new
structure in comparison with the current organization?
– CA may organize joint groups for the areas where designated
operators’ input and contributions are needed, instead of
establishing joint committees:
– Activities as postal economy, e-commerce issues, sustainable
development need to be transferred to the POC, while the CA
deals with only governance issues when necessary,
– Organizing meetings in a different manner – related to decisionmaking
CA C 1 RUPG 2012.1-Doc 3d.Annex 1
Council of Administration – Supervision of all UPU work between Congresses
•
•
Plenary
Management Committee
•
•
•
Prepare and director CA work
Approve the IB report
Take on any other task/SP
Governance and Regulatory
• Study questions with respect
to governmental policies on
postal issues
• Safeguard and enhance the
quality of service
• Study legislative, legal
problems concerning the
Union or the international
postal service
• Establish principles re
questions with major financial
repercussions (remunerations
of international postal
services)
• Study POC recommendations
on regulation or new
procedure
• Study on UPU reform, Acts
•
•
•
•
•
•
UPU Strategy and P&B
• Develop the future Strategy
• Consider and approve on
Program & Budget
• Monitor member countries
performance in relation of
the UPU Strategy
Consider the report of the POC and the CC
Organize the CC Framework and criteria of its
membership
Authorizes a change of geographical group
Authorize election of a lower contribution class
Decides on the contacts to be established with
the organizations and monitor
Prepare the work of Congress (Committee,
Chairmanship, Observers, Documents, etc.)
Political issues
Endorse Committee decisions
Supervision on UPU Finance &
Administration
•Authorize the ceiling of
expenditure to be exceeded
•Lay down Financial Regs, the
rules governing the Reserve
Fund, the Special Fund, the
Special Activities Fund and the
Voluntary Fund.
•Approve Union’s accounts
•Approve the financial operating
report
•Control over the IB activities
•Create or abolish IB posts
•Lays down the Staff
Regulations and the conditions
of service of the elected officials
•Lay down the Social Fund
Regs
Development Cooperation
• Promote, coordinate and
supervise all forms of postal
technical assistance within
the framework of
international technical
cooperation
Council of Administration – Supervision of all UPU work between Congresses
Plenary
Conference
on Postal
Regulation
Management Committee
CC
Governance and Regulatory
Regulatory issues on international postal service, re
interconnectivity, all supply
chain issues including
sustainable development
Acts of the Union
UPU Strategy and P&B
Programme & Budget
Future Strategy
Supervision on UPU Finance &
IB Administration
Issues based on task
forces as required
Development Cooperation
Technical Cooperation &
Postal sector development
Issues based on task
forces as required
Monitoring and
evauation
Governance questions on
remuneration systen
Reform of the Union
Joint project groups composed of CA and
POC members designated by each body
Organization of the POC work
• Through a thorough analysis on the structural tension in
the UPU, the Ad hoc group was of the opinion that:
– The UPU needs to act quickly on existing and
emerging issues through a simple and effective
decision-making process:
– “The tensions are mainly created by the need for
informed and timely decisions on operational issues
rather than governmental or policy issues, therefore
affecting the running of the POC rather than the CA”
Case for Change (1)
• The POC requires a structure and process that it
in line with the needs of the postal sector and,
in particular, of the Designated Operators that
cooperate in its working.
• The current model is primarily designed to fulfil
the task of implementing Congress mandates:
 Much less appropriate for developing and
improving services and quality or monitoring
and reacting to the market and economic
situation.
Case for Change (2)
• The engagement of experts from designated
operators is vital; The POC processes must be
improved to align with the requirement of the
designated operators operating in the market
place.
• The POC should operate according to an annual
business plan with its own separate budget.
Recommendations
① A matrix structure with Committee activity based around
three pillar business areas, i.e. physical, electronic and
financial;
② Organize two decision-based sessions per year;
③ Working Groups carry out their activity between the
sessions;
④ Establish an annual business plan with clear indication of
targets to be achieved and budget requirements;
⑤ Opt for User-funded Subsidiary model for new areas of
activity outside the Acts of the Union;
⑥ Create a new line of activity dealing with product strategy
and integration;
⑦ A greater emphasis on economics and market reporting
POC – Dealing with operational, commercial, technical and economic questions
POC Matrix Structure Outline
Business Areas
Physical Messaging & Fulfilment
Physical Service
Committee
Product & Integration
Group
Remuneration
Group
QS Measurement
Group (GMS)
QS Improvement
Group
Supply Chain
Integration Com
Standards Group
Electronics & Tech
Financial
E-Service
Committee
Postal Financial
Services Committee
Working groups based on
lines of activities
Working groups based on
lines of activities
Operations &
Accounting Group
Revenue protection, Transport,
Customs and Security Group
Addressing Group
Markets Committee: Postal Economics Group, Market Research Group
EMS
DMAB
QSF
Clearing
WNS
Telematics
.Post
???
UPU Budget
Having studied various issues around the UPU budget, the
Ad hoc group was of the opinion that:
• The UPU needs to invest in new activities in order to
remain relevant to the postal market and to its member
entities
• Freezing the regular budget has reached its limit.
However, it would be unrealistic to ask member
countries to increase their contribution.
To tackle these difficulties, the UPU should:
• Diversify the sources of funding with a clear policy and
guidelines, i.e. user-funded subsidiary body activities &
• Prioritize UPU activities
Ref. CA C 1RUPG-Doc 3c.Rev 1
UPU Budget
Recommendation:
• Develop and implement the prioritization mechanism:
• Define in a clear manner “core” versus “non-core”
services;
• Establish and implement a concrete plan regarding the
pay and play principle for UPU products and services
• Further develop user-funded subsidiary bodies for new
optional services but nonetheless fundamentally
important for enhancing the network efficiency
Ref. CA C 1RUPG-Doc 3c.Rev 1
Promoting
more efficient decision-making
• Better agenda management:
– Give the priority to items requiring decisions.
• Better document management:
– Provide documents in a more timely manner
– Introduce a strict (4-week) deadline for submission of
documents for production of documents (for translation, typing,
formatting, web-publishing, etc.)
• Better organization of meetings
– Hold meetings of decision-making bodies first during the regular
sessions.
Ref. CA C 1RUPG-Doc 3f
Promoting
more efficient decision-making
• Eliminate the physical document dispatch of Council
documents;
• Reduce the paper document distribution, as much as
possible, during the sessions;
• Review all UPU publications to see their necessity and to
move to e-publication:
“3C” Model: Wider Sector Stakeholders
Involvement in the UPU activities
“3 C” Stakeholder Model
Value
Consultative
Collaborative
Contributory
Purpose
Constituents
High – level, policy
and strategic advisory
and consultative role
covering the width of
UPU activities
Current CC membership,
sector alumni, NGOs,
relevant Civil Society
representatives
Working - level inputs and
partnerships in the UPU
projects from the wider
sector
Including stakeholders with
MOUs with the UPU
Broaden UPU
constituency
Individual companies
involved in the
International postal sector
and using or wishing to
use UPU products or
network
Status
De jure
observers
Wider sector
expertise, time
and input
Integrity of
Global Postal
Network
External budget
stream
Management, control and
integration of supply
chain
Ad-hoc
observers
restricted to
area of
participation
• List of Congress resolutions
2
Resolution
General revision of the Convention and its Regulations to make the Postal Operations Council a more effi
cient and swifter decision-making body
3
“
Conference on postal regulation
4
“
Restricted unions – Further strengthening of cooperation between the UPU and restricted unions
5
“
Application to the United Nations General Assembly in order to seek advisory opinions from the Internati
onal Court of Justice
Recommendation
(3d)
Orgainzation of the work of the CA – Structure for the cycle 2013-2016
“
(3e)
Orgainzation of the work of the POC – Structure for the cycle 2013-2016
Resolution
Promoting more efficient decision-making. UPU policy on the better organization of meetings of Union bo
dies and better document management including the introduction of e-publication
(3f)
Resolution
(3g)
The “3 C” Model for Involvement of Wider Postal Sector Stakeholders in the UPU
Resolution
(3h)
Future work concerning UPU reform