Informal JAG - 24 November 2005 1.

ITC’s Management ITC’s Management ResponseResponse

• ITC’s Comparative Advantage• Performance of Interventions• Capacity of the organisation

– Strengthening the Organisation– Strengthening Operational Performance– The Way Forward

Informal JAG - 24 November 2005

2

ITC’s Comparative AdvantageITC’s Comparative Advantage

Informal JAG - 24 November 2005 3.

• Evaluation affirms ITC’s strong comparative advantage

• Clear division of labour between ITC and its parent bodies (UNCTAD and WTO)

• ITC activities directly relevant to MDGs and DDA

Informal JAG - 24 November 2005 4.

Performance of InterventionsPerformance of Interventions

Informal JAG - 24 November 2005 5.

• Overall strategy of intervention endorsed

• High scores on efficiency, effectiveness and relevance of interventions

• Need for better monitoring and measurement of results

• Measuring TRTA results honestly and realistically is a challenge for all

Informal JAG - 24 November 2005 6.

Product ProliferationProduct Proliferation• Evaluation does not provide concrete

cases• Product development and refinement

based on continuous assessment of client needs

• ITC products appreciated by beneficiaries

• Agrees with need to improve measurement of product development and maintenance costs

Informal JAG - 24 November 2005 7.

Emphasis on country-specific Emphasis on country-specific projects and strengthened projects and strengthened

field presencefield presence

• ITC’s 3 delivery tracks have equal importance

• Resources earmarked for country specific projects are limited

• ITC operations do not necessarily require country presence

Informal JAG - 24 November 2005

8

Strengthening the OrganisationStrengthening the Organisation

Informal JAG - 24 November 2005 9.

Alignment, Multi-Year Funding Alignment, Multi-Year Funding and Programme Based and Programme Based

ApproachApproach • Agrees with alignment and

harmonisation agenda but specifics for ITC unclear

• Agrees with timely and predictable multi-year funds

• Integrated programme and budget document is a sound idea but….

Informal JAG - 24 November 2005 10.

Review Governance Review Governance StructureStructure

• Current structure put in place by parent bodies

• ITC activities have not suffered due to governance and oversight structure

• Agrees with review of governance but cautions against micro-management and creation of additional layer with little value addition

Informal JAG - 24 November 2005

11

Strengthening Operational Strengthening Operational PerformancePerformance

Informal JAG - 24 November 2005 12.

Change ManagementChange Management

• Change management is part of a larger process of management reforms

• ITC management is implementing a series of change management measures aimed at ensuring smooth transition of senior management functions

Informal JAG - 24 November 2005 13.

Strengthening Human Strengthening Human ResourcesResources

• Strategic review of the HRM function will continue

• A number of initiatives are already under way

• Strong HRD programme is key to ITC’s success

• Need for more predictable funds

Informal JAG - 24 November 2005

14

The Way ForwardThe Way Forward

Informal JAG - 24 November 2005 15.

Increase Scale of Increase Scale of OperationsOperations

• Increased scale should not be linked to institutional and management reforms

• Scaling up will allow more country level operations

• Instituional reforms in stakeholders’ hands• Management reforms will continue• Appeal to stakeholders to consider scaling up

ITC operations