1. No regret and interim measures
Professor Dr. Pavel Kabat
IIASA Director General and
Chief Executive Officer
Council Meeting
13 November 2017

2. NO REGRET AND INTERIM MEASURES: DEFINITION No regret (1) and interim (2) measures (1) have a lasting effect and are beneficial to IIASA regardless of its future mission; or (2) tackle urgent recommendations but may require adjustments later on as a result of the upcoming consultative process. They can be implemented relatively quickly and easily and thus allow keeping momentum by focusing on “low-hanging fruits”.
In addition, the IIASA DG/CEO, supported by senior managers and directorate staff, is currently reflecting on measures recommended by the reports that could be implemented relatively quickly and easily and with lasting effect (no regret measures). These aim, for instance, at making IIASA fully compliant with present-day rules and procedures and within the current legal and governance framework of IIASA. In addition, interim measures are being developed to tackle urgent recommendations within the current IIASA governance, but which may require adjustments later on as a result of the upcoming consultative process. The full set of the no regret and interim measures will be presented at the November 2017 Council meeting.

3. NO REGRET AND INTERIM MEASURES: BACKGROUND
We are not starting from zero!
Many activities have already been on its way, even before the institutional review process started, partly based on previous Council resolutions, e.g.:
Enhancing compliance
Developing a Human Capital Management Plan
Developing a diversity and equality policy

4. NO REGRET AND INTERIM MEASURES: BACKGROUND
In addition, many measures are good management practice in large research organzations, such as:
Enhancing transparency
Participatory decision-making
Delegation of authority

5. NO REGRET AND INTERIM MEASURES: PROCESS
Extensive consultations with the IIASA management community and staff have been carried out since June on the recommendations of the institutional review as well as possible no regret and interim measures. These included, inter alia:
6 retreats with IIASA managers
2 all-staff meetings
Consultations with the Staff Association Committee
Discussion fora on the intranet

6. Categories of no regret and interim measures
NMO value proposition measures
Measures to make IIASA fully compliant with present-day rules and procedures within the current legal and governance framework (charter, handbook, code of conduct)
Measures to further enhance transparency
Measures to delegate full responsibility and accountability for budgets and decision making
Human capital management plan
Measures to increase diversity and equality

7. NMO value proposition measures
Examples (for illustration only, discussions are ongoing!):
Increase access to IIASA models
Create incentives for work with NMOs (e.g. internal research fund for NMO projects)
Targeted training/capacity-building activities
THE ISSUE REQUIRES FURTHER DISCUSSION IN COUNCIL RETREAT AND TASK FORCE, BUT IIASA SHOULD ADVANCE IN THE MEANTIME

8. Measures to delegate full Responsibility and accountability for budgets and decision making
Examples (for illustration only, discussions are ongoing!):
Carry out risk assessment for delegating authority for budget and staff matters to senior and middle managers
Develop annual work program and objective-setting process
Strengthen horizontal coordination across programs
IMPLEMENTATION STARTING IN 2018

9. Human capital management plan
Examples (implementation ongoing):
Develop standardized templates for staff appraisals – BY 15 NOVEMBER 2017
Conduct a full round of staff appraisals, including assessment of potential for employee development / training needs – BY END OF JANUARY 2018
Re-evaluate job levels of all staff and related remuneration system, including benchmarking with comparable organizations – TO BE CARRIED OUT 2018/2019

10. Measures to increase diversity And equality
Examples (for illustration only, discussions are ongoing!):
Further updating of IIASA’s code of conduct for a professional working environment
Addressing remaining gender pay gap issues
Develop new parental leave policy (family-time)
Assessing feasibility of gender- and age- neutral insurance premiums
Intercultural training

11. THANK YOU!