RELCONF

1. RELCONF Our Knowledge Sharing Objectives

2. WHAT AND WHO IS RELCONF • The relations, meetings and documentation service department • Small secretariat-administration, finances, IT and planning • RELOFF – official relations • OFFDOC – official documentation • PRODOC – document production

3. WHAT ARE OUR RESPONSIBILITIES • Conference and Meeting organization and management • Provision/organization of conference/meeting logistics support • Official correspondence with Constituents • Liaison/coordination Government Group – ILC and GB • Interpretation services • Document editorial, terminology/referencing and translation services • Document text processing, formatting, design and graphic arts • Internal and external printing • Distribution

4. OUR KEY OBJECTIVE • To operate within budget whilst providing timely services at quality standards acceptable to our customers and manageable by staff.

5. ELEMENTS OF OBJECTIVE • To work within budget • To maintain appropriate quality • To foster staff motivation and morale • To maintain/enhance customer satisfaction • To ensure sustainability

6. WHY KNOWLEDGE SHARING? • To achieve widest dissemination of relevant materials • To achieve departmental objectives

7. DESIRED OUTCOMES FROM KNOWLEDGE SHARING • A customer focus/service orientation • A culture accepting of change • Delegation and acceptance of authority – Confidence for risk taking • Valuing people • Strealined processes

8. KNOWLEDGE SHARING STAKEHOLDERS • Constituents • Conference delegates • Governing Body members/officers • Departmental staff • Other HQ and field staff • Suppliers • Other international Organizations • The General Public

9. FIRST THING FIRST • Primary target • Departmental staff • Critical Secondary targets for success • Senior Management • Author units • GB members

10. STRENGTHS • Professional, committed staff • Diversity 7 languages-wide range of skills • Strong knowledge base • Established procedures • High Quality awareness • Extensive networks – Internal and external • Respect for deadlines • ILC/GB pressure responsiveness

11. WEAKNESSES • Old habits-resistance to change • Ageing workforce • Victim syndrome • High Quality awareness • Role identification and awareness-own and others • Intra-department planning, coordination and communication • Low customer empathy-solutions identifications

12. OPPORTUNITIES • Innovations in working methods • Increased use of supporting technology • Resulting productivity gains • Improvement staff morale

13. THREATS • Potential constraints of wider house rules and regulations • Availability of capital investment funding • Resource availabiity for required training and development • Potential of insufficient senior management support • Potential inability to overcome staff rejection/resistance to change

14. METHODOLOGIES-IN USE • Irregular department wide information/news messages • Staff meetings at Department, Branch and Unit levels • Specialist focus groups • Team building exercises • Inter-agency exchanges • Target customer consultations/briefings • Formal cooperation agreement with Turin • Customer satisfaction surveys

15. METHODOLOGIES IN DEVELOPMENT • EDMS/CMS system at RFI stage • Draft Customer Service Level Agreements • Linguistic staff internship programme • Department web site with interactive staff corner • Concept of one stop shop for meetings facilitation • Single workflow, tracking and planning system

16. METHODOLOGIES UNDER CONSIDERATION • Introduction of project management approach • Introduction of designated customer liaison officers • Wider use of Common Interest groups/networks • Departmental new (and old) staff welcome/orientation pack and programme • Intra department secondments/exchanges • Customer open house days • Informal 360° appraisal (stop-start-continue)