Agenda Item: 7
APEC Secretariat’s Operational Plan for 2012
Submitted by: APEC Secretariat
First Senior Officials’ Meeting
18-19 February 2012
The 2012 Operational Plan of the APEC Secretariat presents the workplan to be implemented in
2012 by the Secretariat, including the Policy Support Unit (PSU), working alongside partners, the
US-funded Technical Assistance and Training Facility (TATF) and the Australian Agency for
International Development (AusAID) via the Effectiveness Grant.
The objective of the plan is to raise the effectiveness of the Secretariat in serving APEC fora and
members, including by achieving operational efficiency. These objectives are sought to be
achieved by implementing the three-year Strategic Plan (2011-2013) while supporting APEC 2012
priorities. The highlights of the Plan are:
To raise the performance of staff in the provision of quality advisory, operational, logistical
and delivery of technical services to fora through the preparation and implementation of a
Secretariat Annual Training Plan;
Continued improvements in its project management process, including the implementation of
the longer-term, multi-year strategic project pilot which commenced in Session 3, 2011;
To continue to implement Phase 3 of the FotC’s Communications Roadmap including:
Building business awareness of APEC to harness their involvement towards increasing
trade and investment;
Advancing APEC 2012 Priorities; and
Prepare for a review of APEC communications strategy in 2013;
Work on the integration between the PSU and the APEC Secretariat, through an in-depth
mapping exercise of finance, administrative and human resource procedures of APEC
Secretariat and PSU by Q2 2012;
Continued momentum of on-going research and analytical activities by the Policy Support
Unit while meeting analytical needs of the APEC 2012 agenda;
Continue with the implementation of the three-year 2012-2015 Budget while adhering to
Upgrading information technology services including the proposed move towards a cloud-
computing platform to help reduce operating costs and improve resource utilization and
development of a Business Intelligence System (BIS) which collectively help achieve an
aggregated database environment to support decision-making;
Complete the Digitization of the Project Guidebook developed with assistance from US TATF
for release by Q1 2012 and completion of the Project Database (PDB) Phase 2 by Q1 2012.
As with previous years, the Secretariat implements its operational responsibilities with a conscious
effort to support the APEC Priorities for 2012.
The Secretariat continues to benefit from technical and financial support provided by US-funded
APEC TATF and AusAID’s Effectiveness Grant.
Required Action/Decision Points
SOM to endorse the APEC Secretariat’s Operational Plan for 2012.
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2012 Operational Plan of the APEC Secretariat
The Secretariat’s work plan in 2012 aims to continue the implementation of the Secretariat three-year
Strategic Plan 2011 – 2013, in the effort to better serve APEC, its fora and members. The work plan is
elaborated as follows:
Providing High Quality Advisory, Operational and Logistical/Technical Services
In 2012, the Secretariat will seek to raise the capacity of its staff by:
1. To continue with capacity-building programs for staff. An Annual Training Plan which will set out
training programs to bridge skill gaps which are mission critical will be drawn up. An HR
consultant may be engaged for this purpose who will also train Secretariat staff to take over this
task in future years. APEC TATF assistance is being sought for this purpose;
2. Preparation of Program Directors’ (PDs) Individual Work Programs which interpret what needs to
be done at that level in support of 2012 Priorities and the Secretariat work plan. This is an on-
going annual planning and review exercise which is linked to the Performance Feedback System;
3. Continuing the Secretariat’s team-building activities. A one-day retreat will be held for Secretariat
staff in the first quarter of 2012. The objective is to raise awareness of internal and external
challenges faced by the organisation and addressing the attitudinal dimension of staff
development. This retreat is made possible by funding from APEC TATF; and
4. Encourage learning to improve PDs knowledge by:
a. PDs making presentations to colleagues on current developments in the area of trade and
investment during the Weekly PDs’ Meeting;
b. Inviting local experts to speak on relevant issues at the Secretariat; and
c. Use of training videos, daily circulation of news on trade and investment and participation in
external workshops on relevant subjects.
Significant reforms of APEC project management systems took place in 2011. Consolidating these
reforms, particularly the implementation of the pilot phase of the Multi-year Project (MYP) and the
establishment of an improved framework for project monitoring, will be key priorities for this year.
These efforts will take place alongside on-going improvements to project management processes and
systems. In particular, the Secretariat will:
1. Continue with the implementation of the longer-term, multi-year strategic project pilot which
commenced in Session 3, 2011;
2. Support the implementation of three project approval sessions in 2012. The first session
commenced in January 2012 with the next two sessions planned for April and July/August 2012;
3. Provide continued support for APEC members in developing high quality proposals. The support
will include a dedicated Project Management Unit staff member advising project proponents;;
targeted training session for POs on project quality; information sessions at SOMs; and improved
tools and guidance;
4. Revise the APEC Project Guidebook to incorporate policy and operational processes agreed to in
2011 by BMC. Further streamlining and rationalising existing processes, refining forms and
templates and reviewing means of funds disbursement will also be undertaken;
5. Complement the new 7 Edition of the Guidebook on APEC Projects with an APEC Secretariat’s
Internal Procedures Manual;
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6. Develop approaches to implement the larger scale evaluations to better assess the results of and
lessons learnt from APEC projects. The approach and methodology for the proposed evaluations
were approved by SOM in 2011; and
7. Improve the functionality and the user interface of the Project Database (PDB) and support the
digitization of the APEC Project Guidebook.
The Effectiveness Grant Fund, sponsored by the Australian Agency for International Development
(AusAID) will continue to finance a full-time Project Management Unit Officer, dedicated to assisting
members develop higher quality projects by providing advice, feedback and guidance in preparing
APEC TATF will also support the Secretariat’s efforts by sourcing technical experts to provide
additional training aimed at improving project quality, especially among developing economies. TATF
plans to hold further training sessions focusing on the core elements of project quality and assist in
promoting better understanding of the APEC project process.
Successful implementation of all project management initiatives will require on-going coordination with
stakeholders. The Secretariat will aim to work closely with members, especially through the BMC
Small Working Group on Project Management to ensure that recent reforms benefit all members.
Communications, Outreach and Media Activities
Per the Secretariat’s Strategic Plan, the Secretariat will continue to enhance awareness,
understanding and support of APEC’s role, agenda and achievements through a range of
communications, outreach and media activities targeted at key stakeholders. Specifically, the
Secretariat will continue to implement Phase 3 of the FoTC Communications Roadmap while
preparing for a review and development of new strategies in 2013. In particular, the Secretariat will
support members by broadcasting the APEC story through multiple media channels, expanding
outreach, and online communications.
With the creation of new communications tools in 2011, including website templates, a password-
protected FTP media site, a mobile application and a mobile website, the Secretariat proposes a
strategy to consolidate and illustrate its products for stakeholders in 2012 which will help prepare for
the impending external review and development of a new strategy in 2013.
On news, media and op-eds, the Secretariat plans to undertake the following:
1. Distribute news via online tools, news releases, interviews and the APEC Bulletin to direct news
consumers and stakeholders that include members of the APEC family, government, business
people, academics and relevant media;
2. Target widely-read magazines, journals and newspaper dailies with op-ed articles on particular
APEC initiatives in order to raise the level of dialogue. These op-eds should follow the news cycle
and provide solid arguments for the APEC stance; and
3. Provide video coverage, including supporting live interviews and shooting B-roll, to help bring a
better visual understanding of how APEC operates to television audiences.
To expand outreach to the private sector, policymakers and the APEC host, the Secretariat plans to:
1. Share news, publications and documentation with member economies, the private sector,
business associations, chambers of commerce and legislatures;
2. Produce and distribute a corporate video for use by the Secretariat and APEC officials for
outreach. This video will also be truncated to create a 30-second television commercial that could
be used by APEC members;
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3. Further develop APEC success stories and showcase APEC activities to stakeholders by
covering APEC projects and depicting on-the-ground realities of APEC activities’ outcomes and
4. Engage with ABAC members and other influential members of the business community to assist
with multiplying key messages across the region; and
5. Seek formal cooperation with APEC CEO Summit organizers to archive all records including
audio, video, speeches, presentations and papers with the Secretariat.
In the area of communications, including social media and mobile applications, the Secretariat will:
1. Continue growing an online community and usage of social media while continuing improvements
to the APEC website and its online tools;
2. Expand usage of APEC FTP site which provides broadcast quality video, high resolution photos,
and APEC branded stinger to media; and
3. Expand usage of APEC satellite sites by fora.
As regards host support, the planned activities include:
1. Providing high quality and consistent communications and media advisory, operational and
logistical/technical services to member economies and ministerial teams to coordinate and
facilitate press coverage of the meeting;
2. Advising members on the use of systems that could be implemented to move further towards a
paperless documentation system at meetings.
Consolidate and illustrate services
1. Consolidate the menu of the Secretariat’s communications services and more widely illustrate
their use to improve support for members to conduct outreach. This activity will involve branding
exercises and guideline development.
2. Undertake an internal review of 2009 – 2012 communications deliverables and identify areas for
Research and Policy Support (Policy Support Unit)
In the area of research and policy support, the PSU, in consultation with the PSU Board and SOM,
1. Continue producing high quality research and analytical outputs to support SOM, APEC
Committees and sub-fora by delivering ongoing policy-oriented projects, developing new projects
and building-up internal capacity;
2. Disseminate and publicize the outcomes of PSU’s research to APEC stakeholders, policymakers,
regional/international organizations and research institutes by producing a series of concise and
non-technical products based on consolidated work. PSU also aims to broaden the accessibility of
PSU’s research to policymakers and a non-technical audience by producing short analytical
articles and policy briefs;
3. Strengthen linkages and research collaboration with other regional/international organizations;
4. Submit further proposals on steps towards possible permanent integration with the APEC
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Managing Internal Resources and Strengthening Processes
In the area of financial management, the Secretariat will continue to manage financial resources
according to established policies and guidelines, while ensuring that decisions with financial
consequences are made with due regard to cost-effectiveness, affordability and the relevant approved
budget. The Secretariat will also carry on with the implementation of actions approved by Budget and
Management Committee (BMC) in 2009 to improve the long-term financial sustainability of the APEC
The Secretariat work plan on financial resources management for 2012 includes:
1. Managing expenditure in line with budgetary allocations;
2. Providing monthly balance sheet and quarterly expenditure-against-budget reports for AA to BMC
for purposes of information and control;
3. Reviewing proposed AA budget for 2013 submitted in 2011 as part of the three-year 2012 – 2014
4. Preparing a draft AA budget for 2015 on the basis of assumptions on inflation and hosting of
APEC for the year as part of the rolling three-year budget; and
5. Examining and proposing options to streamline travel payments for APEC funded travelers, in the
event that the cash passport product will not be launched in Singapore, for BMC’s consideration
On Information Technology, the year will see an effort to upgrade information technology services
including through the establishment of an IT Board, further migration to clouding computing, the
financial accounting system, the Project Database (PDB) and development of a Business Intelligence
System (BIS) which collectively help achieve an aggregated database environment to support
decision-making. There will thus be an increasing focus on developmental projects to support delivery
of services to both external and internal customers.
In line with the above, the Secretariat will continue/ embark on the following:
1. New IT Director was appointed last year, and he will help the ED to establish and hold IT Board
meetings in Q1 for planning, strategy, and prioritization of issues. Agenda in IT Board includes
setting up IT Vision, formulating Security Policy and moving further into clouding computing;
2. Migrating further to Cloud Computing by Q2 which would achieve cost reduction, more reliability,
more security and a ‘device-location-independence’ environment for the APEC Secretariat;
3. The Digitized Project Guidebook was developed with assistance from APEC TATF. It is planned
to be rolled out by Q1 of 2012, which provides another platform for accessing guidance on how to
design and submit APEC project proposals for quality ranking and funding approval;
4. Completion of Project Database (PDB) Phase 2 by Q1 2012 which will extend the availability of
the information contained in the APEC Project documents to users and at the same time update
the PDB to conform with changes to the project management process;
5. An assessment will be performed after PDB completion in Q3 2012 to identify the factors in
integrating the databases of PDB and ACCPAC in order to support principal services, such as
Project Management. This assessment will be the foundation for the creation of the Business
Intelligence System (BIS).
In order to effectively implement the above projects, it may be necessary to boost the Secretariat’s
capacity in this area. An approach has been made to TATF on the possibility of making available the
services of IT consultants to meet that need.
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Administration & Human Resources
In undertaking the human resource management and general management functions, the work plan
of the Secretariat for 2012 is as follows:
1. Human Resource:
a) Assist SOM in the recruitment of a Fixed-Term Executive Director for 2013-2015;
b) Recruitment of a Chief Operating Officer;
c) Recruitment of temporary staff to review budgets for new project proposals in view of the
Secretariat’s new stream-lined payment procedures;
d) Co-ordination with the PSU/Consultant on proposal aimed at improving the administrative
support and integration of PSU in the APEC Secretariat;
e) Review Program Directors’ (PDs) and Program Executives’ (PEs) portfolios towards ensuring
that PDs have a coherent schedule of duties. While raising PDs expertise, this will also allow
PDs to contribute to better coordination among fora;
f) Prepare an Annual Training Plan for PDs and SSMs with sponsorship from US-TATF;
g) Conduct bi-annual staff appraisals; and
h) Prepare an Internship program for the year.
a) Identify and implement cost-saving and cost-recovery measures;
b) Implement asset replacement on a timely basis in order to ensure office equipment and
facilities remain in good working condition at all times;
c) Management of conference facilities and logistical support for CTI and fora-related meetings
held at the Secretariat;
d) Review and Revise the Secretariat’s Procurement Guidelines towards improving financial
e) Review/Update the vendors list to ensure best value; and
f) Travel and Meeting arrangements for SOM and working group meetings.
3. Property Maintenance:
a) Ensure building and building-related assets are in good working order through regular
b) Ensure preventive maintenance for equipment are current and up-to-date; and
c) Review of maintenance contracts (landscaping, air-conditioning, pest control, elevators etc).
The Secretariat’s certification under the ISO 9001 Quality Management System (QMS) is part and
parcel of the effort to embrace quality management practices in the provision of services to
stakeholders. Ensuring customer satisfaction is a key aim of the QMS. With this in mind, the
Secretariat will undertake measures to:
Improve work processes in a transparent, accountable environment;
Reduce errors by standardizing work processes;
The Secretariat’s quality management work plan for 2012 includes the following:
1. Indicators and targets for different work areas will be tracked, as in preceding years, on a monthly
basis. The objective is to identify factors within the Secretariat’s control that may impede
performance and which, therefore, will need to be addressed; and
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2. As in past years, two internal and two external audits of compliance with the ISO-certified
processes will be conducted to help determine if systems and processes are working well and to
help identify problem areas and the necessary remedial measures.
Required Action/Decision Points
SOM to endorse the APEC Secretariat’s Operational Plan for 2012.
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APEC SECRETARIAT’S 2012 OPERATIONAL PLAN
(i) Annual Operational Priorities and Accountability ………………………………………….10
(ii) Statement of Outputs …………………………………..…………………………...............11
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Annual Operational Priorities and Accountability
APEC’s operational priorities and activities are established annually by Leaders’ and Ministers’
tasking directions to Senior Officials. Senior Officials manage the activities and may adjust priorities
on behalf of Ministers during the course of the year.
The Executive Director (ED) is responsible to Senior Officials through the Chair of the Senior Officials’
Meeting (SOM) and manages the Secretariat in line with priorities determined above. Secretariat staff
members are responsible to the Executive Director for fulfilment of their respective responsibilities.
The ED will provide a performance accountability statement to SOM and Ministers annually.
The Director, Policy Support Unit (PSU) is responsible to Senior Officials through the PSU Board and
has responsibilities as outlined in the APEC Policy Support Unit Governance Arrangements including
the management of PSU budget and workload, supervision of PSU staff and regularly reporting on
activities to the Executive Director.
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Statement of Outputs
Output I: The provision of high quality advisory, operational and logistical/technical services
In implementing the 3 year strategic plan, the Secretariat endeavors to raise the standard of services
to fora and members through capacity building.
A. Development and implementation of the 2012 Annual Training Plan which addresses skill gaps
via training programs;
B. Submission of Program Directors’ individual, annual Work Plan under the Secretariat’s
Performance Feedback System, including periodic review;
C. The conduct of a one-day Team Building event which would focus on handling change and
address the attitude dimension of staff development; and
D. The continued attention to increasing staff knowledge via the following: occasional Program
Director presentations, screening of training videos on themed topics, attendance of external
workshops and forums on trade/investment related subjects, internal circulation of daily news on
Primary Responsibility: Executive Director, Director Administration and relevant Program Directors
Output II: Project Management
The Project Management Unit (PMU) will continue to deliver project management advice and support
for APEC projects.
A. Provide advice and support to fora and members on the development of project proposals, the
assessment and implementation of high quality projects, including trainings and briefings;
B. Continue with implementation of the new multi-year project pilot, including the development of
appropriate processes and systems to support the pilot;
C. Manage 3 project approval sessions per year as well as project monitoring and completion
D. Manage the APEC Operational Account, Trade & Investment Liberalization and Facilitation
Account, and the APEC Support Fund Account and its sub funds;
E. Revise 7 edition of the Guidebook on APEC Projects and its digitisation;
F. Improve the functionality and user interface of the APEC Project Database; and
G. Support BMC’s project management reform agenda through the effective establishment of
appropriate systems, reporting requirements, observations and suggestions for further
Primary Responsibility: Director, Project Management Unit and relevant Program Directors, PMU staff
Output III: Communications, Public Affairs, Outreach and Media
To deliver information on APEC to internal and external stakeholders and engagement with key
audiences, including business, government, academia, media and the general public and to increase
brand and activity awareness of APEC in line with APEC 2012 priorities.
A. Enhance, expand and support APEC website, satellite website templates, social media and
B. Produce and distribute information and promotional resources on APEC such as:
- printed and electronic publications providing regular updates on the work of APEC,
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including project-related publications;
- online and web-based tools and resources, including the APEC Bulletin;
- audio/video material suitable for use by electronic media as required; and
- APEC promotional material for event use.
C. Execute media relations program, including press liaison, development and dissemination of
news releases, op-eds, backgrounders, advisories and other information materials for media;
D. Prepare speeches, presentations and briefings for business, industry, academia and other
groups, as well as visitors to the Secretariat;
E. Conduct outreach activities to private sector, policymakers, government officials and academia in
APEC member economies;
F. Manage APEC intellectual property rights and provision of relevant advice (e.g., APEC logo,
copyrights for publications and data, etc.); and
G. Manage APEC document access policy, including procedures for collection of meeting
documents and maintenance of document archives and other publications.
H. Advise to re-convene SOM FoTC on Communications to seek guidance on a communications
audit and strategy development in 2013.
Primary Responsibility: Director, Communications and Public Affairs
Output IV: Research and Policy Support by Policy Support Unit (PSU)
To continue delivery of high quality research and analytical outputs to support the APEC agenda.
A. Continue to support SOM, APEC Committees and sub-fora and deliver ongoing projects and in-
house research initiatives from 2011. These include:
i) An analysis of food security issues and policies in each APEC member economy;
ii) An interim assessment of APEC’s progress towards the 5 percent improvement target by
2011 specified in the Ease of Doing Business Action Plan;
iii) An evaluation of Individual Action Plans submitted by APEC economies, and the
development of a key indicators dashboard to assess progress towards the Bogor Goals;
iv) A succinct analysis of the recent economic performance of APEC economies and the APEC
region in a report titled APEC Economic Trends Analysis;
v) An evaluation of regulatory practices concerning the promotion of green investments in the
renewable energy sector and energy-efficient technologies; and
vi) An examination of key trends and developments relating to trade and investment measures
in the APEC region for presentation at MRT and AMM.
B. Disseminate and publicize the outcomes of PSU’s research to APEC stakeholders,
policymakers, regional/international organizations and research institutes by producing a series
of concise and non-technical products based on consolidated work completed between 2008 and
2011. These products include a summary of all findings from PSU projects titled Research
Outcomes, a summary of the comprehensive study on APEC's Achievements in Trade
Facilitation 2007-2010: Final Assessment of TFAPII, a CD-ROM of research reports titled Policy
Analysis, and a brochure providing an overview of PSU and its focus areas.
C. Improve the accessibility of PSU’s research to policymakers and a non-technical audience
through publications such as the PSU Policy Brief series and the APEC Economic Trends
Analysis reports, and enable PSU staff and consultants to achieve greater consistency in report
writing through a PSU publication style guide.
D. Develop new projects to support the APEC agenda such as by assisting the CTI in evaluating
the economic impact of disruptions to submarine cables on trade and investment within APEC
E. Strengthen linkages with other regional/international organizations to establish policy and
research collaboration, consider joint initiatives and avoid duplication of effort; and
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F. To submit further proposals on steps towards possible permanent integration with the APEC
Primary Responsibility: Director, Policy Support Unit
Output V: Financial Management
Management of the Secretariat’s financial resources according to established policies and guidelines,
ensuring that decisions with financial consequences are made with due regard to cost-effectiveness,
affordability and relevant approved budget.
Assist the Budget and Management Committee (BMC) to implement the approved actions to improve
the long-term financial sustainability of the APEC Secretariat.
A. Provide quarterly financial reports for AA to BMC;
B. Assess and receive the AA and OA in a mix of SGD and USD respectively;
C. Review of the proposed AA budget for 2013 submitted in 2011 as part of the three-year 2012-
D. Prepare a draft AA budget for 2015 on the basis of assumptions on inflation and hosting of
APEC for the year as part of the rolling three-year budget; and
E. Examine and propose options to streamline travel payments for APEC funded travelers.
Primary Responsibility: Director, Finance
Output VI: Information Technology
Management of the Secretariat’s IT systems to maintain and improve performance, with increasing
focus on development projects – aimed at enhancing the sharing of data, networking and upgrading of
systems – to support internal and external customers.
A. Upgrading of the Finance’s ACCPAC financial accounting system as part of efforts to aggregate
B. Completion of Project Database (PDB) Phase 2 to complete the sharing of data to provide better
reports and online queries for decision making;
C. Commence the development of the Business Intelligence System (BIS) as a continuation of PDB
Phase 2 and ACCPAC database upgrade towards efficient use of information;
D. Migrate to cloud computing for efficient and effective utilization of IT resources;
E. Hold and mange IT Board for planning, strategy, and prioritization of issues; and
F. Maintenance and protection of the Secretariat’s IT systems and network, and upgrading/renewal
of IT equipment, components and software, to ensure they perform reliably with minimal
Primary Responsibility: Director of Information Technology
Output VII: Administration and Human Resources
Ensure the provision of support services in the areas of general administration and human resources
are delivered effectively, efficiently and fairly.
A. Support recruitment of Fixed-Term Executive Director, COO and staffing positions.
B. Co-ordination with PSU/Consultant on proposal aimed at improving the administrative support
and integration of PSU in the APEC Secretariat
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C. Review Program Directors’ (PDs) and Program Executives’ (PEs) portfolios towards ensuring
that PDs have a coherent schedule of duties.;
D. Prepare Annual Training Plan for PDs and SSMs with sponsorship from APEC TATF
E. Bi-annual staff appraisals
F. Prepare Internship program for the year
A. Identify and implement cost-saving and cost-recovery measures;
B. Implement asset replacement on a timely basis in order to ensure office equipment and facilities
remain in good working condition at all times.
C. Management of conference facilities and logistical support for CTI and fora-related meetings
held at the Secretariat
D. Review and Revise Secretariat’s Procurement Guidelines towards improving financial
E. Review/Update vendors list to ensure best value
F. Travel and Meeting arrangements for SOM and sub-fora meetings
A. Ensure building and building-related assets in good working order through regular monitoring
B. Preventive maintenance for equipment are current and up-to-date
C. Review of maintenance contracts (landscaping, air-conditioning, pest control, elevators etc)
Primary Responsibility: Director, Administration
Output VIII: Quality Management
The Secretariat’s Quality Management System is centered on improving work processes through a
transparent, accountable environment.
Continue efforts under the Secretariat’s ISO 9001 Quality Management System (QMS) to improve
work processes through a transparent, accountable environment, ensure tracking of indicators and
targets for different work areas on a monthly basis and conduct regular internal and external audits. d
Primary Responsibility: Quality Management Representative
Output IX: Support for SOM Chair
Delivery of support services to the SOM Chair.
A. Provide analyses, advice and administrative support to the SOM Chair on substantive and
Primary Responsibility: Executive Director, Host Economy Representative and Staff Officer to
Executive Director with support from relevant Directors (Program).
B. Provide support, where appropriate, for the work of the SOM Chair on APEC Reform agenda.
Primary Responsibility: Executive Director, supported by Secretariat staff members.
C. Draft documentation for SOM Meetings, including:
- Draft Expanded Annotated Agenda;
- Chair’s Summary notes as requested;
- Annual Tasking Statement;
- Executive Director’s Report to APEC Ministerial Meeting (AMM); and
- Other papers as requested by SOM Chair or SOM
Primary Responsibility: Staff Officer to Executive Director and Host Economy Representative,
with support from Chief Operating Officer and relevant Directors (Corporate and Program) as
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D. Compiling documentation for AMM, including:
- Annual Report on Economic and Technical Cooperation (ECOTECH) Activities;
- Committee on Trade and Investment (CTI) Annual Report;
- Economic Committee (EC) Annual Report.
Primary Responsibility: Relevant Directors (Program).
E. Managing the annual IAPs collation and summarization process, including support for
implementation of the strengthened IAP Peer Review process.
Primary Responsibility: IAP Review Coordinator, with support from Assistant to the CTI Chair.
F. Support for media management and liaison:
- Liaising on/managing media logistics at SOM and related meetings;
- Assisting with drafting and issuing of news releases;
- Producing and disseminating backgrounders, APEC publications and information materials;
- Providing background briefings to journalists;
- Assisting with interview and news conference arrangements and other media opportunities;
- Recording audio and video content for webcasts and distribution to regional broadcasters;
- Shooting and editing of news photographs for provision to media outlets.
Primary Responsibility: Director (Communications and Public Affairs) and Communications
Team, with support from Directors (Program) assigned to fora.
G. Liaising with the SOM Chair on behalf of the EC, SCE, CTI, BMC and Fora Chairs.
Primary Responsibility: Relevant Directors (Program).
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