Combined strategy day session

© UPU 2013 – All rights reserved © UPU 2013 – All rights reserved

Combined Strategy Day session

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

DCSC.PS

Berne, 10 April 2014

© UPU 2013 – All rights reserved

Strategy Day

Part I – General items for the three groups

Led by Andrew Nongogo – South Africa


Provisional agenda Part I – General items for the three groups

1. Opening of the meeting and adoption of the agenda 2. CA Committee 3 (Strategy) Work Plan

3. a. CA Committee 3 meeting held in November 2013

b. CA Committee 3 meeting held in Bucharest in February 2014 Part II – Items for the Programme and Budget Prioritisation and

Allocation Project Group

4. a. Prioritisation mechanism, process and criteria review

b. Making optimum use of the Doha lowest priority process

1. Opening of the meeting and adoption of the agenda

(CA C 3 SD 2014.1-Doc 1.Rev 1)


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


(CA C 3 SD 2014.1-Doc 1.Rev 1)


Provisional agenda (cont.) Part IV – Items for the Future Strategy Project Group

8. a. Draft Istanbul Postal Strategy: development process

b. Review of Doha Postal Strategy and input into future Istanbul

Postal Strategy 9. Big postal data and strategy: building a data-driven Universal Postal

Union

10. 2014 Strategy Conference: structure and content Part V – General items for the three groups 11. Any other business


(CA C 3 SD 2014.1-Doc 1.Rev 1)


Decision expected Agree on the agenda


(CA C 3 SD 2014.1-Doc 1.Rev 1)


Aim of the document:

• 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)


Decisions expected Provide input/comments, if any, on the work plan

Take note of the work plan

2. CA Committee 3 work plan (CA C 3 WS 2014.1-Doc 2.Rev 1 )


Aim of the document (3a):

• To provide a summary of the discussions that took place during the CA C 3 plenary meeting held on 8 November 2013

Future Strategy Project Group Draft Istanbul Postal Strategy: methodology and development

process Future strategy – Nairobi Postal Strategy implementation:

lessons learned Proposed 2014 Strategy Conference: structure and content

3a. CA Committee 3 – meeting held in October 2013

(CA 2013.2-Doc 9)


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

methods


(CA 2013.2-Doc 9)


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

Strategy key performance indicators


(CA 2013.2-Doc 9)


Decisions expected Provide input/comments, if any, on the report of the meeting


(CA 2013.2-Doc 9)


Aim of agenda item 3b:

• To provide a summary of the discussions that took place during the CA C 3 joint Project Group meeting held on 24 and 25 February 2014

• Countries represented: Brazil, Canada, France, Italy, Morocco, Romania, South Africa, Switzerland, International Bureau

Main items discussed in Bucharest

Monitoring the implementation of the Doha Postal Strategy

Reporting procedures and methods

Improving the “lowest-prioritisation” process by reviewing the

current process and by defining selection criteria

3b. CA Committee 3 – meeting held in Bucharest in February 2014


Main items discussed in Bucharest (Continued) Analysing the content and structure of the Programme and

Budget

Reviewing the concept of the Doha Business Plan

Draft Istanbul Postal Strategy: methodology and development process

2014 UPU Strategy Conference in Abidjan, Cote d’Ivoire



Decisions expected Provide input/comments, if any, on the report of the meeting

Vote of “thanks” to Romania Post for having taken the initiative to

organise the highly successful and productive meeting



Strategy working session

Part II – Items for the Programme and Budget Prioritisation and Allocation Project Group

Led by Ciprian Bolos – Romania


• 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


Background information:

• 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



Aims of the “Lowest-prioritisation” mechanism and process: • To give Congress the possibility to provide guidance to the CA on

how to eliminate budget deficiencies by prioritising activities

• To be noted that proposals identified as having the lowest priority nevertheless remain valid

• To provide guidance to the CA for the preparation of the annual Programme and Budgets

• Results of the 2012 “Lowest-prioritisation” process were taken into account when allocating resources to the 2013 and 2014 Programme and Budgets



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??



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?



Decisions expected Provide feedback on the subject of the document and reply to the

specific questions posed in the previous slides

Agree to the next steps



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

(CA C 3 SD 2014.1-Doc 4b)


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?


(CA C 3 SD 2014.1-Doc 4b)


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!


(CA C 3 SD 2014.1-Doc 4b)


IB responses: 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?

(See table on next page)


(CA C 3 SD 2014.1-Doc 4b)


Budget allocation (2013–2014) for the 15 lowest priority proposals


IB responses: 3. Given that “Communication” was ranked bottom, what action has the IB taken to

optimize its budget expenditure in this area? Communications are continuing to carry out activities with a 22% reduction

in their budget

So are constantly seeking cost efficiencies A 2013 Ernst & Young audit concluded that the Communications Team

managed its resources very effectively


(CA C 3 SD 2014.1-Doc 4b)


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


(CA C 3 SD 2014.1-Doc 4b)


Decisions expected Provide input and comments on the questions and answers related

to the lowest priority process and results


(CA C 3 SD 2014.1-Doc 4b)


Introduction

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)


Current content of the Doha Business Plan Section A: Introduction

Section B: Doha Postal Strategy (DPS) One page overview

Section C: Overview of DPS goals, programmes and activities to be

implemented and financed (1 Jan. 2013-31 Dec. 2016)

Section D, E, F: Overview of activities supporting the implementation of DPS

Section G: Breakdown of activities by category and number of activities assigned to each activity

Section H: Summary of budget needed for implementation of all activities during the period 2013-2016



Current content of the Doha Business Plan (Continued) Section I: Summary of actual budget available for

implementation of all activities during the period 2013-2016

Attachment 1: Summary of Congress proposals of a general nature adopted by the 25th Congress

Attachment 2: Results of the “Prioritisation process” undertaken by the 25th Congress

Attachment 3: Organisational summary of the Council of Administration

Attachment 4: Organisational summary of the Postal Operations Council



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



Questions 1. Do you think that the DBP, in its current format, serves its purpose

or is there room for improving the document?

2. Do you think it would be useful to include “A Market Analysis” in the Business Plan?

3. What new (if any) information should be included in the document to make it more useable as a Business Plan?



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



Strategy Day

Part III – Items for the Monitoring and Evaluation Project Group

Pierre Morin – Canada


6. Measurement of Doha Postal Strategy implementation: performance indicators, evaluation and reporting

(CA C 3 SD 2014.1-Doc 6)


Committee 3 – Strategy Day – Doc 6

• Take note of the way the KPIs are presented and provide feedback on the usefulness of presenting an overview of the KPIs in such a format.

• Take note of the summarized comments and propose any action to be taken to either modify, delete or add KPIs, as appropriate.


(CA C 3 SD 2014.1-Doc 6)


Since November 2013 Meeting

• CA approved a modified list of KPIs noting the possibility for future adjustments.

• CA approved recommendation to have each CA and POC include an agenda item to report on and evaluate their KPIs.

• The Doha Postal Strategy has been front and centre in the work of the Union

• Structures of Union bodies are in line with DPS • There are clear indications that Union bodies are

advancing their work in an integrated way • The concept of KPIs as percentages is becoming more

and more entrenched with our Union • Initial KPI views from members were shared


(CA C 3 SD 2014.1-Doc 6)


Bucharest 2014 Meeting Summary

• First opportunity to examine an initial version of today’s Annex 1 and Annex 2.

• IB gathered historical data to assist POC and CA Committees during the target setting process.

• A preliminary review of the data revealed that some of the KPIs do not meet the “Measurable” test.

• Based on this richer set of metrics, members were given an opportunity to share their views.

• Updated contributions from the IB and members are now available in both Annex 1 and 2.


(CA C 3 SD 2014.1-Doc 6)


POC 2014.1 Session

• The unwavering level of engagement within the POC regarding KPIs has been growing steadfastly.

• Agenda items are not only included in ALL Committees but they are also on the agendas of almost all Groups with KPI responsibilities.

• This is new for the organisation.

• We are all learning from the experience and delegates are already beginning to take advantage of the process as they set their targets.

• They are the experts in their respective fields and you will be impressed with some of the feedback coming our way.


(CA C 3 SD 2014.1-Doc 6)


S

• Specific

• Stretching

• Simple

• Significant

• Sustainable


(CA C 3 SD 2014.1-Doc 6)


M

• Measurable

• Manageable

• Meaningful

• Motivational


(CA C 3 SD 2014.1-Doc 6)


A

• Achievable

• Ambitious

• Acceptable

• Attainable

• Appropriate


(CA C 3 SD 2014.1-Doc 6)


R

• Relevant

• Reasonable

• Realistic

• Result-based

• Results-oriented


(CA C 3 SD 2014.1-Doc 6)


T

• Time Bound

• Timely

• Tangible

• Time-based

• Time-oriented


(CA C 3 SD 2014.1-Doc 6)



(CA C 3 SD 2014.1-Doc 6)


• Examine Annex 1 and 2

• Focus on POC KPIs by Doha Postal Strategy Goal

1. 1, 2, 3, 4, 5a, 5b, 6, 7, 8, 9, 10, 11, 13a, 13b, 13c, 14

2. 20

3. 22a, 22b, 22c, 23, 24, 25, 26, 27a, 27b, 27c

4. 28, 29, 32, 33, 34


(CA C 3 SD 2014.1-Doc 6)


Reporting

• Over the coming months our goal will be to examine contributions from members, observers and Union Bodies regarding all DPS KPIs.

• Based on all inputs, we will evaluate and report on our best KPIs during our upcoming Strategy Conference.

• We will need to take into consideration that the other CA Committees will not have had a formal opportunity to provide feedback.

• Magical number 7 + or – 2: limits on our capacity for processing information. (often referred to as Miller’s Law)


(CA C 3 SD 2014.1-Doc 6)


Future Work Details

• 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.


(CA C 3 SD 2014.1-Doc 6)


Decisions expected:

Meeting participants are invited to:

• Take note of the way in which the KPIs are presented in Annex 1 to doc 6 and provide feedback on the usefulness of presenting the KPIs in such a way

• Take note of the summarised comments and propose any action to be taken to either modify, delete or add KPIs, as appropriate


(CA C 3 SD 2014.1-Doc 6)


Towards the greatest postal convergence? Continuous benchmarking of global postal economic conditions Presentation at end of slide show

7. Towards the greatest postal convergence? Continuous benchmarking of global postal economic conditions



Part IV – Items for the Future Strategy Project Group

Led by Ahmed Kada – Morocco


Objet:

• Présentation de suggestions relatives au processus à mettre en place pour préparer la future Stratégie Postale d’Istanbul (SPI).

• Expliquer le contenu, la structure et le contexte du stratégie de d’Istanbul

La feuille de route Globale des services postaux

Istanbul 2017-2020 Stratégie Postale

8a. Draft Istanbul Postal Strategy: development process


• Analyse contextuelle/stratégique

• 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



Outils pour la mise en œuvre de la stratégie:

– Plan d’action quadriennal

– Programme et budget annuel / Matrices de priorités

• Priorisation intelligente orientée optimisation

– Indicateurs clés de performances / Facteurs Clé des priorisations

• Définir une politique de priorisation efficiente avec adaptation aux aléas de changement

Tem

ps

Contenu

Budget



Structure de la stratégie d’Istanbul

• Mission et vision

• Analyse contextuelle stratégique

• Ateliers stratégiques au sujet des objectifs et programmes y afférent

• Processus d’implémentation



Mission et Vision

• La mission de l’UPU reste celle qui est énoncé dans le préambule de la constitution de l’Union :

Y-t-il lieu de la réajuster par rapport aux concept des coopératives et

groupe extra-budgétaire relevant de l’UPU • La vision :

Veiller à ce que le secteur postal reste en tant que composante

essentielle dans l’économie global


Présentateur

Commentaires de présentation


Contexte et concept de la Stratégie Postale d’Istanbul

• Assurer la continuité et la cohérence avec la stratégie de Doha

• Les leçons prises via l’implémentation de la stratégie de Doha

• Conférence stratégique de Côte d’Ivoire

• Contributions participative et matricielle

• Focalisation sur 4 objectifs principaux et 18 programmes y afférents • PESTLE (tendances globales du secteur postal, politique,

économique, social, technologique, légaux/législatifs et environnemental)

• SWAT (forces, faiblesses, opportunités et menaces)



Intégration

Packagée avec les systèmes des différents

parties prenantes

Eléments Clés de la Stratégie Postale d’Istanbul

Physique

Financiers

Inclusion

Initiatives gouvernemental développement social

Innovation

Jeunesse des nouveaux services et produits

Électronique

Stratégie Postale d’Istanbul

SPD

SPI

Projection

spatiale



PESTLE ? (Questionnaire à administrer aux membres)

• Evolution du paysage politique et économique international.

• Pouvoir de la technologie, d’Internet et de la clientèle.

• Facteurs humains (migrations, urbanisation, vieillissement).

• Crises mondiales.

• Régulation.


Présentateur


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


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.


4 Objectifs majeurs pour 2017 – 2020 : (à approuver)

Améliorer l’interopérabilité des réseaux postaux internationaux

Apporter des connaissances techniques et une expertise concernant le secteur postal

Promouvoir les produits et services innovants (en développant l’espace Six-dimensionnel)

Favoriser Le développement Durable et initiative sociales


Réflexions pour l’élaboration de la SPI

Réunions - Favoriser la pensée stratégique au sein des groupes/comités – Conférence stratégique, tables rondes régionales.

– Forums externes et coordination avec les organismes internationaux

– Questionnaires pour confirmer , adapter ou identifier les 4 objectifs stratégique et programmes y afférent.

– Introduction dans l’ordre du jour des Commissions du CA/CEP d’un point relatif aux questions de stratégie

– Partager les objectifs en vue de créer une cohérence globale entre les programmes de travail: Priorisation orientée optimisation



Réflexions pour l’élaboration de la SPI

Informations nécessaires à la définition de la stratégie – Études prospectives émanant des intervenant dans la chaine

logistiques postale

– Études économiques des différentes programmes relevant siégeant au niveau du BI

– Consultation des pays-membres au sujet des études disponible qui peuvent être utile (questionnaire)



Décisions attendues – Les participants sont invités à se prononcer sur la marche à

suivre pour la préparation de la Stratégie postale d’Istanbul (SPI)



2014 UPU Strategy Conference

and

The road to Abidjan

DCSC.PS

Cote d’Ivoire, 14 and 15 October 2014


Host country: Côte d’Ivoire (Rep) Dates: 14 and 15 October 2014 Dual objective: Take stock of what has been achieved with regard

to the DPS implementation + discuss topics of importance for the future IPS

Key ideas: Limited number of high-level presentations; open

questions from the floor; inter-active discussion between high-level panellists and audience members

2010 Strategy Conference

Nairobi

Ministerial Conference/DPS

Doha 2012

2014 Strategy Conference

Abidjan

RRT 2011

RRT 2015

Ministerial Conference/IPS Istanbul 2016

Leaders’ Forum

10. 2014 Strategy Conference: structure and content


10. 2014 Strategy Conference: structure and content – Draft programme


Any questions or comments regarding the 2014 UPU Strategy Conference, please contact the IB Secretariat at;

[email protected]

10. 2014 Strategy Conference: structure and content – Draft programme



Part V – General items for the 3 Project Groups

Led by Andrew Nongogo – South Africa


Any other business

and

any questions or suggestions regarding strategy-related issues?

[email protected]

11. Any other business


Towards the greatest postal convergence? Continuous benchmarking of global economic conditions Bern (April 10, 2014)



UPU evolution

• 2nd oldest technical multilateral organisation – 1874

• 2 principles: single territory, freedom of transit • Organisational model:

• Rowland Hill and Gladstone economic models • monolithic postal-telecom-telegraph

administrations

• Becomes a specialist UN organisation in 1948 • UN Charter above UPU treaties – progress and

social/economic growth, international problem solving, human rights

• Entrusted to carry out postal sector data/statistical work and to cooperate more generally with UN in the field

Présentateur


Ref: CA C 4 2013.2–Doc 1


One century after its creation until ….1985

• 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

Présentateur


Ref: CA C 4 2013.2–Doc 1


Since Washington Congress (1989)

• 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)

Présentateur


Ref: CA C 4 2013.2–Doc 1


Change drivers

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

Présentateur


Ref: CA C 4 2013.2–Doc 1


Thirty lost years • Despite remarkable performances by some DOs with new

models both in IC (DE, IT, BE, CH, AU, nordic) and emerging countries (BR, KZ, SG, CN, EE)

• Disconnection between economic growth and postal growth particularly strong for international exchanges

• Strong corridor asymmetries between industrialised/emerging and developing countries not accountable through economic weight or distance


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


But extraordinary opportunities ahead to be seized NOW or LOST FOR EVER

• UPU data set – a gold mine for the sector and the common good

• Post-2008 convergence of Bretton Woods institutions and UPU objectives and methods - Beijing consensus

• WTO new moves in trade facilitation towards seamless customs

• UN redesign of MDG post-2015 • Realignment of development policies along the Beijing

consensus – inclusive growth • Return of public and industrial policies and international

cooperation for state soverign matters (inter governmentalor supra national)


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


Road map

• Contribute to developing and implementing the new MDG

• Use UPU regulatory powers to facilitate interconnectivity and governement policies at international level (security, customs, confidentiality, etc.)

• Enrich MSME trade facilitation and e-commerce policies through data analytics

• Develop in-depth case studies of interesting innovations from all angles, including regulatory framework and governance

• Communicate on postal sector in high level platforms (WEF)

• Tackle controversial issues (e.g. ETOEs)

• Reinforce single territory starting with the weakest links

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Ref: CA C 4 2013.2–Doc 1


Rooted in the past

Turned towards the future



And today?



The rising predictive power of the international postal network


Links


Observe …

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Picture of links


The core


The periphery


The desert


The desert

The periphery

The core


The desert

The periphery

The core

Least developed country

Developing country

Emerging country


Least developed countries


Developing countries


Emerging countries


Developed countries


Developed and emerging economies

Developing economies

Least developed economies


… The goal


Observe …

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Picture of links


… your weakest links


… your strongest links


… your weakest links


… your strongest links


Big postal data: why now?

10 April 2014 (Berne)


Big postal data: a critical need for a critical time

Postal services are redefining themselves around the world WHERE TO FOCUS? WHAT/WHO TO CONNECT? HOW TO GROW?



Postal services required to master international supply chain issues SECURITY CUSTOMS CLEARANCE NEW CUSTOMER EXPECTATIONS



Universal Postal Union must deal with INCREASING COMPLEXITY INCREASING UNCERTAINTY INCREASING CONNECTIVITY

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Big postal data: our value proposition

Big postal data can help you SIMPLIFY COMPLEXITY REDUCE UNCERTAINTY 99.999999999% LEVERAGE CONNECTIVITY


Big postal data: the way forward …

Network intelligence power & actionable insights unleashed through DATA INTEGRATION DATA ANALYTICS DATA PRODUCTS


… and challenges

UPU members must develop a sound framework to deal with DATA SHARING DATA PRIVACY DATA STANDARDS


Big postal data: a vision and a plan

You have now DATA 100,000,000,000 + VISION 1 PLAN 1


… three types of data products for you

Set up your priorities and explore with us NETWORK AND OPERATIONAL INTELLIGENCE MARKET AND ECONOMIC INTELLIGENCE GOVERNANCE AND STRATEGIC INTELLIGENCE

What?

When?

Where?


Big postal data and strategy: building up a data-driven UPU

Bern (April 10, 2014)



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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!


100,000,000,000

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A new light

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DATA INTEGRATION


Big data is lot about “previously ignored data” … can the UPU continue to ignore this data?

Combined strategy day session

Government & Nonprofit

Transcript of Combined strategy day session