Enhancing Efficiency and Effectiveness
Efficiency and effectiveness enhancements, in the area of human resources management, were made through clarification, standardization and documentation of procedures. These changes resulted in increased operational and programme-related efficiencies.
Client services were improved through the design and launch of a new HR portal, providing easy access to HR regulatory documents, guidance material, forms and information, by subject area, in one location on the intranet. Automation of business processes also assisted in eliminating redundancies and in enhancing service delivery.
In the area of recruitment, policy and process changes were made, including the introduction of timelines, as well as a maximum duration for the recruitment process. At the senior level, the assessment phase of the recruitment process for D-1 level posts was aligned with that of D-2, with the extension of mandatory in-person interviews as well as assessment centre exercises to the D-1 selection process. These changes have contributed to a more rigorous recruitment process, thereby assisting the Organization in being able to select the right person for the right job.
Progress was made in the area of succession planning, through the inclusion of a component for vacancy risk management in the Human Resources Action Plan (HR-AP), as well as the implementation of a knowledge transfer exit protocol to assist in retaining institutional knowledge of separating staff members. Enhanced learning and development opportunities for staff, including programmes tailored to meet ICAO organizational needs, such as the Leadership and Management Development (LMD) Programme, have contributed to the professional development of staff, while ensuring that the required knowledge, skills and competencies are available to the Organization to deliver its work programmes.
ICAO’s overall workforce planning efforts have been strengthened through these initiatives, resulting in increased readiness to meet organizational requirements, priorities and strategic direction.
ICAO’s new event registration system, with an online component and an onsite component, was successfully launched in 2015. An extension to the system was specially implemented for Delegations to handle bulk registration of delegates and State representatives for ICAO events. All ICAO meeting and event participants now have a single re-usable access account for registration to all events.
An upgrade of ICAO’s e-commerce system was deployed with substantial savings on annual licensing costs. The system also implements more efficient promotion and sales processes resulting in higher future revenue forecasts. Major upgrades to ICAO’s internal and public web platforms, as well as a number of key projects including the Conflict Zone Information Repository (CZIR), were also completed. A data interchange service with other United Nations agencies was implemented, which will benefit ICAO and the United Nations system by improving the quality of the statistical data and interoperability of associated platforms.
Efficient and effective operations in the Secretariat were supported by new initiatives in printing services and in document distribution services. The move to a print-on-demand business model was supported by the acquisition of new high-efficiency print equipment resulting in reductions in both staff resources and onsite inventory.
Reduction in printing and distribution posts also resulted from the elimination of air cargo service to distribute ICAO publications to States; further cost savings were realized due to inventory reductions as well as structural optimization in the unit.
The provision of effective and efficient language services is key to facilitating implementation of Standards and Recommended Practices (SARPs) and Procedures for Air Navigation Services (PANS) by ICAO Member States and to ensuring that the Organization fully meets its Strategic Objectives. Languages and Publications (LP) has continued to adopt new tools and procedures to increase the efficiency and effectiveness of the services provided to all stakeholders.
Under the new triennial budget, available resources were optimized through enhanced planning and management, improved electronic tools and dashboards, upgraded IT tools and software, and through the provision of training and learning opportunities to enhance staff skills.
The Junior Translator Programme continues to support succession planning by providing recent university graduates with an opportunity to gain translation and interpretation experience in aviation-related subject matters. After a successful stint at ICAO, the junior professionals are then added to the roster of ICAO translators and interpreters.
Regular meetings were held with Council Members to discuss language-specific issues and to explore ways to enhance the quality of language services for all ICAO stakeholders. By working closely with meeting organizers, LP helps produce high-quality technical documentation in all the languages of the Organization. This documentation is used to build up the ICAO terminology database and is fed into Multitrans, ICAO’s computer-assisted translation tool.
With the introduction of a paperless State Letter system, Member States and international organizations are able to receive official communication from ICAO in a fast and efficient way. ICAO’s public website now offers all six UN languages on select meeting websites to further support its multilingual community.
Information and Communication Technology:
Sample Projects and Achievements for Enhancing Efficiency and Supporting Programme Activities
An upgrade of ICAO’s e-commerce system was deployed saving CAD 20 000 per year in software license costs. The system also implemented more efficient promotion and sales processes allowing ICAO to forecast higher revenues from publications and application sales in 2016.
In collaboration with Technical Officers in the Air Transport Bureau, a data interchange service with other UN agencies based on the SDMX protocol was implemented. This initiative will benefit ICAO and the United Nations system by improving the quality of the statistical data and interoperability of associated platforms.
The Enterprise Resource Planning (ERP) system was integrated with the Customer Relations Management (CRM) and eBusiness systems so that the ERP will become the central repository of financial information and include revenue generation proceeds at ICAO.