ip australia corporate plan 2016 - 2020.pdf

IP Australia Corporate Plan 2016 - 2020

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ContentsAccountableAuthorityintroduction................................................................................................................................5

Purpose....................................................................................................................................................................................6

Operatingenvironment....................................................................................................................................................... 7

Priorityperformancemonitoring......................................................................................................................................9

IPadministrationandprofessionalregistration...................................................................................................9

IncreaseawarenessoftheIPsystem................................................................................................................... 10

ShapetheIPsystemdomesticallyandinternationallytoserveAustralianinnovationandbusiness.........................................................................................................................11

Buildthecapabilityofourpeopleandourorganisation................................................................................13

Regulatoryperformanceframework......................................................................................................................14

Plannedservicedelivery............................................................................................................................................14

Costrecovery................................................................................................................................................................ 15

Capability...............................................................................................................................................................................17

StrategicWorkforcePlan............................................................................................................................................17

ICTStrategy....................................................................................................................................................................18

CapitalInvestmentStrategy......................................................................................................................................18

RiskManagementandOversightSystems................................................................................................................ 19

RiskManagementFramework................................................................................................................................. 19

Governancestructure................................................................................................................................................. 19

IPAustralia-OrganisationChart............................................................................................................................ 21

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creating a world leading intellectual property (IP) system building prosperity for Australia

VISION

Provideaneffectiveframeworkforprotectionofinnovativeproductsandbrandswhichcreatesasecureenvironmentforinvestmentandtechnologydiffusion

PURPOSES

Provideincentivesforundertakingresearchanddevelopment

Promotethedisclosureofdiscoveriesandfollow-ongenerationofideas

Enablefirmstobuildbrandvalueandbusinessreputationwhichinturncontributestoimprovedconsumerconfidence

OBJECTIVESIPadministrationandprofessionalregistration

IncreaseawarenessoftheIPsystem

ShapetheIPsystemdomesticallyandinternationallytoserveAustralianinnovationandbusiness

Buildthecapabilityofourpeopleandourorganisation

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PatriciaKellyDirectorGeneralIPAustralia

Accountable Authority introductionAsDirectorGeneralandAccountableAuthorityforIPAustralia,Iampleasedtopresentour2016-17CorporatePlan,whichcoverstheperiod2016-20,asrequiredundersection35(1)ofthePublic Governance, Performance and Accountability Act 2013.

ThePlanoutlinesthestepswewilltakeoverthenextfouryearstodeliveronourvisionofcreatingaworldleadingintellectualproperty(IP)systembuildingprosperityforAustralia.

Asweenter2016-17,IPAustraliahasasoundfinancialoutlook,over1000highlycapableandcommittedstaffandahighleveloftrustandsupportfromourexternalstakeholders.

However,weoperateinadynamicenvironment.TheProductivityCommissionreviewofIParrangementsinAustralia,whichisduetoreportinSeptember,isasignificantpolicyinitiativebygovernmentthatwillundoubtedlychangeaspectsoftheworkweundertakeasanagency.Similarly,thegovernment’sagendaonsharedandcommonservicesandanexpectationthatthepublicserviceshouldbemoreinnovativearechallengingustochangeandimprovethewaywework.

Againstthisbackdrop,wemustcontinuetodelivereffectivelyonourcorebusinessanddeliverongoingimprovementstoourcustomers.ThisPlanoutlinesthekeyworkofIPAustraliaagainstfourthemes.Itdetailshowwewillmeasureoursuccessandsetsouttheactivitieswewillundertaketodriveimprovementsinourbusiness.Thefourthemesare:IPadministrationandprofessionalregistration;increaseawarenessoftheIPsystem;shapetheIPsystemdomesticallyandinternationallytoserveAustralianinnovationandbusiness;andbuildthecapabilityofourpeopleandorganisation.

Intheyearaheadwewillbeabletodeliversignificantreformsinthefollowingareas:animprovedTradeMarkandDesignssearchcapability;anIPCounsellorinChinatosupportAustralianexportbusinesses;greaterinsightsintoIPStatisticsasthehostoftheOECDIPStatisticsforDecisionMakersConference;andimprovementstoourcustomerserviceandengagementinlinewiththeprinciplessetoutbytheDigitalTransformationOffice.WehaveafurtherprogramofreformsandserviceimprovementsscheduledfordeliveryovertheperiodofthisPlan.

Movingforwardwehavethreemainareasoffocusinbuildingthecapabilityofourpeopleandorganisation:

• CoreBusinessReform-Amulti-yearinitiativefocusedonreformofourcoreICTsystemsthroughtheRights-In-One(RIO)Program,whichissupportedbyalegislativechangeprogram,useofnewtechnologyandinnovativebusinessmodels.

• PeopleandPlace-Seekingtodeliveracontemporaryoperatingenvironmentforourstaffthroughfacilities,technologyandnewwaysofoperating.Thisincludesseekingamoreflexibleandcontemporaryworkenvironmentwithbetterstaffamenities,increasingourremoteandhome-basedworkforceandpromotingastrongerperformancemanagementculturethroughthelaunchofourACHIEVEprogram.

• IPAustraliaFutureState-Thisarticulationofwherewewanttobein10yearsandtheroadmaptogetustherewillbeinformedbytheoutcomesoftheProductivityCommissionReviewandgovernmentresponse.

2016-17isshapinguptobeanexcitingandchallengingyearforIPAustralia.IlookforwardtorealisingtheimprovementswehaveplannedandcontinuingourworktobuildaworldleadingIPsystemwhichcontributestoAustralia’sprosperity.

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PurposeIPAustraliaistheentityresponsibleforadministeringAustralia’sIPrightssystem,specificallyPatents,TradeMarks,DesignsandPlantBreeder’sRights.Ourcustomerbaseisbroadencompassingbusiness,legalprofessionals,entrepreneursandselffilers,toresearchinstitutionsandglobalIPoffices.

Ourpurposesareto:

Provideincentivesforundertakingresearchanddevelopment

Promotethedisclosureofdiscoveriesandfollow-ongenerationofideas

Enablefirmstobuildbrandvalueandbusinessreputationwhichinturncontributestoimprovedconsumerconfidence

Provideaneffectiveframeworkforprotectionofinnovativeproductsandbrandswhichcreatesasecureenvironmentforinvestmentandtechnologydiffusion

TosupportourbusinessandthedeliveryofeffectiveandefficientIPrightsadministration,wearecommittedtobuildingthecapabilityofourpeopleandprovidingvalueformoneyacrossourcorporateandenablingservices.

Thehighprofileimprovementinitiativesweplantodeliveroverthenextfouryearsarecapturedinourpriorityperformancemonitoring(pages9-13).CorebusinessisreflectedinGroupOperationalPlans,withregularmonitoringandreportingaspartofourinternalgovernancestructure.

OurCustomerServiceCharteroutlinestheminimumacceptablequalitylevelsandservicetimeframeswestrivetomeetfortheIPrightsweadminister.Internalmonthlymonitoringisprovidedtobusinessgroupsandexternalreportingmadeavailableeachquarter.In2016-17wewillrenewourCustomerServiceChartercommitmentstoensurewearedeliveringexcellenceacrossourserviceofferings,passingonefficiencies,andincorporatingtheavailabilityofdigitalchannelsaswereleasenewandimprovedexternalfacingsystems.

EachyearIPAustraliaforecastsexpecteddemandforexaminationandregistrationservicesacrossafourforwardyearperiod(PlannedServiceDelivery).Thissupportsongoingagilityinourworkforcemodelling,efficienciesinourcostrecoveryframework,andtransparencyinourinternalandexternalreporting.

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Operating environmentAsglobalmarketscontinuetoexpand,theroleofIPrightsisbecomingincreasinglyimportant.Thegreaterglobaldemandforintangibleassetshasincreasedtheneedforinventorstoseekprotectioninmultiplecountries.ItiscriticalthattheIPsysteminAustraliaadaptstothechanginginnovationlandscapetoserveAustralianinnovationandbusinessbothdomesticallyandinternationally.

Emerging risks and opportunities we need to respond to

Changing technology landscapeThechangingtechnologylandscapecontinuestoprovideopportunitiesforourbusinessoperationsofIPrightsadministration,publicationandawareness.Theseopportunitiesarewithinthecontinuedpressuretoreducerealexpenditurewhileprovidingbetterservicestomeetgrowingcustomerexpectations.

EmergingtrendssuchasincreasedconnectivityandtheInternetofThings(IoT)provideopportunitiesinbetteraccessingandleveragingrelevantinformationandsystems/servicestoeffectivelyenhanceuserexperience.ArtificialIntelligence(AI)ismaturing,presentingvaluableassistanceinimprovingautomatedbusinessprocesses;andidentifyingcustomerneedsandpreferences–essentialforsupportingchangingcustomerengagement.BigDatarevealsdeeperandbroaderinsightsforIPexaminersandthepublicthroughtheprovisionofopenandcomprehensivebusinessandIPrelateddatatounderpinevidencebaseddecisionmaking.

Whileenjoyingtheseopportunities,wealsofacechallengesincompliancewiththeWholeofGovernment(WoG)requirements,includingcost-effectivesourcingoftechnology;reliableandsecureinformationandastrategicapproachtomanagingandsharingdata.

Productivity and efficiencyOurobjectiveistodeliverIPrightsataninternationallycomparablecostwhilesupportingAustralianbusinesses.In2016,theProductivityCommissionundertookareviewoftheAustralianIPsystemandconsideredwhetherAustralia’scurrentIParrangementsprovideanappropriatebalancebetweenaccesstoideasandproducts,andencouraginginnovation,investmentandtheproductionofcreativeworks.ThedraftreportcontainsanumberofsignificantrecommendationsthathavethepotentialtoaffectIPAustraliaandtheIPrightssystemoverthecomingyears.

Wewillmaintainourfocusonmaximisingtheefficiencyandeffectivenessofourorganisationalsupportcapabilities,exploringopportunitiesforsharedandcommonservicesandstrengtheningourinternalandexternalperformancereporting.

IPAustraliasupportstheGovernment’sInnovationAgendaanditscommitmenttoestablishingAustraliaasaleadinginnovationnation.IPunderpinsthisagenda.IPAustraliawillutiliseitsspecialistskillsandknowledgetosupportAustralianbusinesses,researchers,universitiesandthecommunitytocreatenewandinnovativeproductsandservices,andincreaseefficiencyandproductivity.

A changing workforce DisruptiveinnovationandnewbusinessmodelswillcreateopportunitiesandchallengesfortheIPAustraliaworkforce.Newtechnologies,dataanalyticsandsocialnetworksarehavingabigimpactonhowpeoplecommunicate,collaborateandwork.OurcommitmenttobuildstaffcapabilityandsupportflexibleworkpracticesaspartofourStrategicWorkforcePlanwillbecrucialinattractingandretainingahighlycapableandengagedworkforce.

TheGovernmentinthe2015-16Budgetmadeacommitmenttomaintainthesizeofthegeneralgovernmentsectorataroundorbelow2006-07staffinglevels.ForIPAustralia,thismeansmanagingwithinour2016-17staffingallocation,whichis1054ASL(averagestaffinglevel).Inthefaceofgrowingdemandforourservicesthismeansthatweneedtoleverageopportunitiesthroughthesharedandcommonservicesagenda,promoteefficientworkpracticesandembraceproductivityenhancinginnovation.

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Quality framework under ISO 9001Implementinganinternationallyrecognisedbestpracticeapproachtoourbusinessisanimportantpartofourrelationshipwithourcustomers.IPAustraliaisoneofthefirstIPofficesintheworldtoachieveISO9001:2008certificationforourcoresearchandexaminationservices.

OurongoingcompliancewithaqualitymanagementsystemiscentraltoourdeliveryofIPrightsadministrationandprofessionalregistration.Overthenextfouryearswewilllooktoembedqualityprinciplesacrosstheremainingcorporateaspectsofourbusinessaspartofourapproachtobuildingtheoverallcapabilityofourpeopleandourorganisation.

Environmental Management System Certification ISO 14001TheEnvironmentalManagementSystemisaninternationalbestpracticestandardformanaginganorganisation’simpactontheenvironment.IPAustraliaisoneofthefirstIPofficesgloballytoachieveanEnvironmentalManagementSystemcertification.

Wearecommittedtominimisingourimpactontheenvironment,beingenvironmentallyresponsibleandusingresourcessustainably.

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Priority performance monitoringIP administration and professional registration

Performance criteria for each year

Target for 2016-17 Target for forward years

HighqualitysearchandexaminationforeachIPright

Allminimumacceptablequalitylevels(AQLs)areachievedforallIPrights

ConsistencyofIPrightsexaminationdecisionmakingisimprovedasevidencedbyperiodicconsistencyexercisesandlongitudinalcustomersurveyfeedback

Asper2016-17

DeliverIPrightsandservicesthatareresponsivetostakeholderneeds

TheCustomerServiceChartertimelinesscommitmentsareachievedforallIPRights.

Asper2016-17

Customersprovidedwithreliabledigitalchannels

TheCustomerServiceCharterfordigitalchannelavailabilitycommitmentsareachieved

Asper2016-17

STRATEGIES Deliver robust IP rights efficiently

Develop new and improved services

Use customer research and engagement to understand customer needs and inform improved customer experience

PRIO

RITY

ACT

IVIT

IES

2016-17 ImplementprimaryoutcomesfromthereviewofIPAustralia’squalitymanagementsystem

BenchmarkTradeMark(TM)demandforecastingagainstotherIPoffices

DeliverimprovedTMandDesignssearchcapability

ImplementnewIPrightsdataanalyticscapabilitytosupportautomationofinternalreporting

Implementthepre-examinationprocessingmodeltodeliverinternalprocessefficienciesandgreaterflexibilityforcustomers

ExplorealternativeTMbusinessmodelstoimprovecosteffectivenessoftheTMsystemforapplicants

ImplementimprovementstotheTMHeadstartservicetodeliverinternalprocessefficienciesandgreaterflexibilityforcustomers

RedesigneServicesinlinewiththeDigitalTransformationOffice(DTO)Agenda

WorkwiththeTMandDesigns,andPatentsConsultativeGroupstobetterunderstandcustomerneeds

Applybehaviouraleconomicstocustomerinteractionpointstobetterdesignservicedeliverypathways

ReviseCustomerServiceChartercommitments

LaunchIPNeuralOpen-dataVisualisationandAnalysis(IPNOVA)tooltosupportinformeduseoftheIPsystemandself-serviceofIPAustraliadata2017-18 Deliverbasecapability

forimprovedTMcasemanagement

RefinemodelforTMdemandforecasting

ReviewPatentbusinessprocessestoidentifyopportunitiesforimprovement

DeliverimprovementsfromIPAustralia’sICTStrategyandwherepossibleutilisetheDTODigitalMarketplace

CommenceeServicesrebuild

2018-19 AgreethebusinesscaseforredevelopmentofPatentsandPlantBreeder’sRights(PBR)casemanagementcapability

ReviewTMbusinessprocessestoidentifyopportunitiesforimprovement

FinaliseandembedIPAustralia’srefreshedeServicesmodel

Developanewtargetedresearchprogramtoreviewcustomersegmentsandtheirinformationpreferences

2019-20 DeliverbasecapabilityforPatentsandPBRcasemanagement

ReviewDesignsandPBRbusinessprocessestoidentifyopportunitiesforimprovement

SPONSOR DDGIPRightsDivision

DDGPolicy&CorporateDivision

GMBIMSG DDGIPRightsDivision


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Increase awareness of the IP systemPerformance criteria for each year


PublicawarenessofIPrightsthroughavailableinformationservices

Evaluationofcampaignsconductedin2015-16illustratestheywereeffective

EvaluationofcampaignsconductedinFYillustratestheywereeffective

Establishperformanceindicatorsthroughabaselinestudyofourstakeholderandcustomersoneducation,awarenessandsatisfactionwithIPAustraliaservices

Establishperformanceindicatorsformeasuringlevelofeducation,awarenessandsatisfactionofIPAustralia’scustomersandstakeholders,andbenchmarkperformance

Annualincreaseon2016-17benchmark

STRATEGIES Facilitate informed use and understanding of the IP system

PRIO

RITY

ACT

IVIT

IES

2016-17 EnhanceonlineinformationandtoolsinlinewithcustomerfeedbacktosupportgreaterunderstandingofIP

Enhancecustomerintelligencemeasurestodriveandinformbusinessdirection

EstablishIPCounsellorinChinatosupportAustralianbusinessinnovationinChina

2017-18 Delivernewandimprovedcollaborationaidsforuniversitiesandbusiness

Embedcustomersurveymechanismsintotransactionpointstodeliverongoingcustomerintelligenceandinformfuturerefinements

2018-19 Renewfour-yearExternalCommunicationStrategytoensureinformationsharingisprioritised,targetedandevaluated

2019-20 Reviewdigitalpresenceandevaluateeffectiveness

ReviewIPCounsellorinChinaprogram

SPONSOR GMPCG&GMPGG

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Shape the IP system domestically and internationally to serve Australian innovation and business

Performance criteria for each year


EffectivelysupportkeyAustralianGovernmentagendas,includingthe:

• innovationandregulatoryreformagendas

•commitmenttoprovideasolidplatformforAustralia’sinternationalengagements,supportoffreetradeagreementsandcapabilitybuilding

EnhanceandpromoteIPAustralia’ssupportingproductsandservices,includingtheIPToolkitforCollaboration,SourceIP,IPGovernmentOpenDataandthePatentAnalyticsHub

Explorefurtheropportunitiestoprovidesupportingproductsandservices

STRATEGIES Shape the development of the Australian and international IP system in Australia’s interest

Leverage IP rights information and our analytics skills to inform policy and innovation strategies

Foster partnerships, share experiences and deliver activities of strategic value in the region

PRIO

RITY

ACT

IVIT

IES

2016-17 ContributetoagovernmentresponsetotheProductivityCommission’s(PC)inquiryintoAustralia’sIParrangements

ProgresstheIPLawsAmendmentBill

UndertakenecessarylegislativeprocessesonIPregulationsubjecttosunsetclauses

CompletepolicyresearchinIPfinanceandinsurancetosupportAustralianbusinesses

UndertakeresearchtoinfluenceIPmattersrelatingtotheproposedEU-AustraliaFreeTradeAgreement(FTA)

HosttheOrganisationforEconomicCo-operationandDevelopment(OECD)IPStatisticsforDecisionMakersConference

2017-18 DevelopandimplementIPchangesandimprovementsfollowingthePCinquiry

ImplementrelevantharmonisationinitiativesfrominternationalIPOffices(WIPO,IP5,GroupB+andVancouverGroup)

Deliveranalyticsprojectsforpubliclyfundedresearchorganisationsanduniversitiestoinformtheirresearchprograms

ImplementimprovedIPrightstrainingandassistanceprogramsintheregion

2018-19 ProgresslegislativechangestofurtherstreamlineIPprocessesforPatentsandPBR,subjecttonewITimplementationtimeframes

Uselivedataanalyticstoprovideautomateddecision-toolsforAustralianinnovators

CollaboratewiththeEuropeanPatentOffice(EPO)onpatenttraininginitiativestodeliverbenefitstoIPofficesintheAssociationsofSoutheastAsianNations(ASEAN)region

2019-20 IdentifyandprogressopportunitiesforIPsystemimprovementfromevaluationresultsoftheRaisingtheBarActreforms

Implementanon-lineplatformforpolicyconsultationandevaluationusinglegal,policyanddatastreams

ContinuetostrengthenrelationshipsandbuildcapabilityintheASEANregionconsistentwiththenewASEANEconomicCooperationSupportProgram(AECSP)

SPONSOR GMPGG GMPGG GMPCG&GMPGG

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Continuedfrompreviouspage:ShapetheIPsystemdomesticallyandinternationallytoserveAustralianinnovationandbusiness

STRATEGIES Promote work sharing through international collaboration

Influence, develop and reform international policies, treaties, arrangements and standards

PRIO

RITY

ACT

IVIT

IES

2016-17 DeliverajointreportontheInter-OfficeQualityAuditoftheVancouverGrouptoinformfutureworkonqualityofIPrights

AttendandcontributetotheRegionalComprehensiveEconomicPartnership(RCEP)andotherFTAnegotiationrounds

2017-18 InvestigateopportunitiesforexpansionofqualitybenchmarkingactivitieswithofficesoutsideoftheVancouverGroup

AttendandcontributetoFTAnegotiationroundsinrelationtoIPmatters

2018-19 ExpandmembershipoftheWorldIntellectualPropertyOrganization(WIPO)CentralizedAccesstoSearchandExamination(CASE)anddelivereffectivepublicaccesstoWIPOCASE

2019-20 RenewtheMemorandumofUnderstandingwiththeEPOtocontinuethefocusonwork-sharinginitiatives

SupporttheelectionofasuitablecandidateforWIPODirectorGeneraltocontinuepositivelyguidingWIPO’sstrategicdirectionofdeliveringabalancedandeffectiveinternationalIPsystem

SPONSOR GMPGG GMPGG

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Build the capability of our people and our organisationPerformance criteria for each year


StaffengagementlevelsasmeasuredbytheStateoftheServicesurveyandinternalpulsechecks

Engagementperformanceimproves2.5%on2015-16benchmark

Annualincreaseon2016-17benchmark,withtargetstobedeterminedeachFYtoimproveorstabiliseperformance

LeadershipratingsfromtheStateoftheServicesurvey

Leadershipperformanceimproves2.5%on2015-16benchmark


CustomersatisfactionwithserviceprovisionofIPAustraliaasmeasuredbytheCustomerSatisfactionSurvey

Customersatisfactionisbenchmarkedaspartofrenewed2015-16survey


EnhanceintegrityandavailabilityofIPAustralia’sdata

FrameworkforDataManagementinlinewithDigitalContinuity2020isestablished

ActionsidentifiedasaresultofDigitalContinuity2020arefinalised

ICTenvironmentissimplifiedandsecure

AgreedICTenvironmentsimplificationinitiativesfor2016-17realisedandnoadverseICTsecurityauditissuesareidentified

AgreedICTenvironmentsimplificationinitiativesforeachFYarerealisedandnoadverseICTsecurityauditissuesareidentified

STRATEGIES Maximise engagement of our people to realise our vision

Develop the capabilities of our workforce to enhance quality and consistency

Maximise the efficiency and effectiveness of our organisational support capabilities

Promote a consistent approach to information governance across the Australian Government and within individual agencies

PRIO

RITY

ACT

IVIT

IES

2016-17 ImplementagreedrecommendationsfromtheevaluationofprogressagainsttheAustralianPublicServiceCommissionAgencyCapabilityReview

ReviewexaminationproductionmodelsandincentiveschemestodriveIPrightsstaffengagementandefficiency

ChampionandembedtheACHIEVEperformanceframeworkandonlinesupporttoolsforstaffandmanagers

ImplementrecommendationsfromthereviewofIPAustralia’sQualityManagementSystem

ReviewandrefineIPAustralia’sStrategicWorkforcePlanandmonitoringframework

ExtendscopeofISO9001QualityCertificationtoICTsupport

Continuetosupportthegovernment’ssharedandcommonservicesagendabypursuingsharedservicearrangementswherepossible

UpdatealiveversionofIPGovernmentOpenDataaccessiblethroughanapplicationprogramminginterface(API)

EnhanceIPAustralia’sapproachtothemanagementofdataandinformationgovernanceframeworksinlinewithDigitalContinuity2020

DevelopandimplementacloudfirstpolicyforIPAustralia

ReviewIPAustralia’sbankingservices

2017-18 Developlongtermattractionstrategyforscienceandengineeringgraduates

Developrevisedteleworkstrategyalignedtofuturebusinessmodels

Implementrefinementstoexaminationproductionmodelsandincentiveschemes

Implementrevisedagencywiderecruitmentstrategy

Developanintegratedworkforceplanfordataanalystsandqualityofficersinlinewithnationalstandards

RefineIPrightssupportstaffworkforceplanningstrategiestodeliver10%efficienciesyearonyear

2018-19 CommissionexternalevaluationofIPAustralia’sengagementstrategytoidentifyimprovements

Deliverupdatedfour-yearlearninganddevelopmentstrategytosupportfuturebusinessneedsandaddressskillsgaps

ExploreSAPandfinancetransitionsolutionsaspartofthegovernment’ssharedandcommonservicesagenda

FinalisemigrationofinformationtodigitalformatacrossIPAustralia

Reviewinformation,systemsandprocessestoensuretheyareinteroperableandmeetbusinessneed

2019-20 Explorerenewalofaccommodationleaseoptions

EvaluatetheeffectivenessoftheACHIEVEperformanceframeworkandactionimprovements

SPONSOR GMPCG GMPCG DDGPolicy&CorporateDivision


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Regulatory performance frameworkTheregulatoryperformanceframeworkaimstoreduceunnecessaryorinefficientregulationimposedonindividuals,businessandcommunityorganisations.Thisisdonethroughanannualpublic-servicewideassessmentagainstacommonsetofperformanceindicators,andrequirementforregulatorstoactionopportunitiesforimprovementarisingfromthisprocess.Thisself-assessmentisameasureofIPAustralia’sregulatoryperformance.

Measuringacommonsetofperformanceindicatorsallowsorganisationstobenchmarktheirperformanceagainstotherregulators,sharelessonslearntandworktogethertoreducetheoverallregulatoryburdenonAustralianindividualsandbusinesses.

IPAustralia’sindicatorshavebeenselectedtoensure:

• highqualityservicesareprovidedinatimelyway

• communicationisclear,meaningfulandtimely

• compliancestandardsaretransparent

• ongoingstakeholderengagementtoimprovethewaywework.

IPAustralia’sannualself-assessmentwillbeconductedinconsultationwithourStakeholderForuminthefirstquarteraftertheendofthepreviousfinancialyearwithresultspublishedexternallyinthesecondquarter.Thestakeholderforumprovidesexternaloversightofourregulatoryperformance.

Planned service deliveryIPAustraliaforecaststheexpecteddemandforourservicesbasedonhistoricalapplicationtrendsandpubliccommitmentsforqualityandtimeliness.FromherewedeterminetherequiredworkforceprofileandcapacityneededtomeetourCustomerServiceCharterrequirements.

Thetablebelowoutlinestheexpecteddemandandsupplyofexaminationandregistrationservicesoverfourforwardyears.

Deliverables 2015-16 2016-17 2017-18 2018-19 2019-20Revised Budget

Predicted units

Forward year 1

Forward year 2

Forward year 3

Receipt of applicationsPatents 30,631 30,012 30,413 30,692 31,018

Plant Breeder's Rights (PBR) 350 350 350 350 350

Patent Cooperation Treaty (PCT) 3,209 2,980 2,980 2,980 2,980

Trade Marks (TM) 72,872 73,725 75,260 76,830 78,440

Designs 7,103 7,350 7,605 7,870 8,145

Professional Standards Board 120 120 120 120 120

Examination servicesPatents 27,731 28,723 27,378 26,948 25,305

Plant Breeder's Rights (PBR) 275 280 285 290 295

Trade Marks (TM) 71,256 76,618 78,667 77,621 77,932

Designs 1,352 1,385 1,430 1,480 1,530

Registration serviceProfessional Standards Board 1,480 1,490 1,505 1,520 1,530

Reduce unnecessary or inefficient regulation imposed on individuals, business and community organisations

Determine the required workforce profile and capacity needed to meet our Customer Service Charter requirements

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Cost recoveryIPAustralia’sexpensesforeachIPrightareforecastutilisinganActivityBasedCostingmodel.ThisallowsfortheattributionofcoststhatarefixedinrelationtotheproductionofIPrightsworkunitsineachyear(includingoverheads)tobeaddedtothedirectcostsofexamination/registration.IPAustraliathenforecastscustomerdemandtoestimatethecostsforeachIPrightandtherevenuesthatwillbegeneratedthroughfees.WethenassessthecostrecoverypositionofeachIPrightanddetermine,normallyonafour-yearlycycleoffeereviews,whetheranyfeechangesarenecessarytoachieveacostrecoverypositionfortheIPrights.

FurtherinformationonthebreakdownofexpenditureassociatedwitheachIPrightcanbefoundinIPAustralia’sCostRecoveryImplementationStatement(CRIS).

ThefeechangesoutlinedinthecurrentIPAustraliaCRIS2016-17areintendedtomaintain,butnotsignificantlyincreaseresources.IPAustraliawillcontinuetheuseofpredictivemodellingtodeterminepotentialchangesindemandthatwilldrivetheprojectedexpensesandrevenuesoverthebudgetperiod.ThiswillenableIPAustralia’slongertermstrategyofpromotingefficiencythroughadherencetocostrecoverypolicyobjectives,andkeepingfeelevelsinternationallycompetitive.

ThetablebelowoutlinesthetotalexpensesforIPAustralia,attributedtoeachofthefiveIPrightsproductsusingtheActivityBasedCostingModel(sourcedfromtheCRIS)andthendividedbytheforecastservicedeliverytotalprovidedfromtheprevioustable(forthekeyproductsonly).ItprovidesaproxyoftheaveragecostperunitforeachoftheIPrights.IPAustraliachargescustomersviaapproximately300feescontainedinIPrightsregulations.IPAustraliadoesnotmapactualcoststoeachoftheseparateactivitiesunderlyingthesefees,butratheraggregatescoststotheoverallIPrightlevel(Patents,TMetc)forthepurposesofcostrecoveryreportingandhencetheproxyunitcostsreportedhere.

IP Right Average cost per unit2016-17 2017-18 2018-19 2019-20

perexamination

Patents $4,463 $4,720 $4,792 $5,172

perexamination

Trade Marks $877 $877 $898 $916

perexamination

Designs $3,330 $3,261 $3,165 $3,117

perexamination

Plant Breeder’s Rights $7,657 $7,593 $7,521 $7,539

perregistration

Professional Standards Board $626 $629 $635 $647

IPAustraliareceives98%ofitsrevenuefromfeessetunderIPrightslegislationinaccordancewithgovernment’sCostRecoveryGuidelines.Thelife-spanofthemajorityofrightswegrantisaminimum10yearsforatrademark,andupto20yearsforapatent(25yearsinsomecases).ThismeansthatIPAustraliabalancesthefeesitchargesunderlegislationwiththelife-spanoftherights,butdoesnotchargetheactualcostfortransactionprocessingatthefront-end.Inadditiontothis,thenon-examination/registrationprogrammesdeliveredbyIPAustraliaareattributedtothefivecostrecoverygroupslistedabove,forthepurposesoffullyattributingcoststoservicesdeliveredunderlegislation.

Promote efficiency through adherence to cost recovery policy objectives, and keep fee levels internationally competitive

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• Patents–Atypicalapplicantwillpaylessthanthecostperexaminationforthefirst10yearsofthelifeoftheright.Thecostrecoverybalanceismetonaperexaminationbasisafterthetwelfthyearunderthefeescheduleproposedfor2016-17.Theincreasingcosttrendinthetablereflectsestimatedvolumesdroppinginrelationtoanincreaseinoverallcosts.Actualresultswillbepresentedinthe2017-18PerformanceStatement.

• Trade Marks–Atypicalapplicantwillpaylessthanthecostperexaminationofanapplicationforthefirst10yearsofthelifeoftheright.Thecostrecoverybalanceismetifarenewalpaymentismadeafter10years.Theincreasingcosttrendreflectsestimatedvolumesincreasingatalowerratethanoverallcosts.Actualresultswillbepresentedinthe2017-18PerformanceStatement.

• Designs–Atypicalapplicantwillpaylessthanthecostperexaminationofanapplicationforthefirstfiveyearsofthelifeoftheright.Thecostrecoverybalanceismetifarenewalpaymentismadeafterfiveyears.Designsiscostrecoveredincombinationwith(subsidisedby)theTMservicesastheyaredeliveredunderthesameBusinessGroupstructurewithinIPAustralia.ThisarrangementallowsforthefeesforDesignstobekeptrelativelylow,giventhesmallvolumeofapplicationsreceived.Thedecreasingcosttrendreflectsestimatedvolumesincreasingatahigherratethanoverallcosts.Actualresultswillbepresentedinthe2017-18PerformanceStatement.

• Plant Breeder’s Rights–Atypicalapplicantwillpaylessthanthecostperexaminationofanapplicationforthefirst10yearsofthelifeoftheright.Thecostrecoverybalanceismetifarenewalpaymentismadeafter10years.PBRiscostrecoveredincombinationwith(subsidisedby)thePatentsservicesastheyaredeliveredunderthesameBusinessGroupstructurewithinIPAustralia.ThisarrangementallowsforthefeesforPBRtobekeptrelativelylow,giventhesmallvolumeofapplicationsreceived.Actualresultswillbepresentedinthe2017-18PerformanceStatement.

• Professional Standards Board–Atypicalapplicantwillpaylessthanthecostofregistrationofanapplication.Renewalfeeshelptooffsettheongoingcostsofmaintainingtheregisterandassociatedfunctionsunderlegislation.Actualresultswillbepresentedinthe2017-18PerformanceStatement.

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CapabilityStrategic Workforce PlanIPAustralia’s2015-18StrategicWorkforcePlanprovidestheplatformtoenableourworkforcetodeliverontheoutcomesidentifiedinourCorporateandOperationalPlans.

TheStrategicWorkforcePlanoutlinesfourareasoffocusthathavebeendesignedtoensureIPAustraliacontinuestohaveacapable,robustandadaptableworkforceintothefuture:

• attractingandselectingthebestpeople

• skilling,motivatingandretainingqualitypeople

• transitioningourworkforceinresponsetobusinessinnovation

• enhancingourflexibleworkenvironment.

IPAustralia’sbusinessandworkforceplanningcyclesoperateconcurrentlytoensurewehavetheappropriateworkforceprofileandskillsetacrossourorganisationtodeliveronourcommitmentseachyear.

Internal

External

Portfolio Budget

Statement

Annual ReportAnnual

Performance Statement

Strategic Plan

Corporate Plan

Operational Business and Workforce Plans

Team Plans

Individual Performance Plans

**OurinternalandexternalcommunicationplansunderpintheworkwedoacrossIPAustralia

TheStrategicWorkforcePlanisevaluatedandmonitoredonanannualbasistoensurethestrategiesandinitiativesaremeetingthedesiredoutcomesandcontinuetosupportourbusiness.ThePlanwillberefreshedin2016-17aftertwoyearsofoperation,toensurewehavetherightattraction,retention,flexibleworkingandcapabilitybuildingstrategiesinplacetobestserveourcustomers’needsandsupportourpeople.

Strategic Workforce Plan

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ICT StrategyIPAustralia’s2016-18ICTStrategydefineshowwewilluseinformationandcommunicationstechnology(ICT)toachievethecommitmentsoutlinedinourCorporateandOperationalPlans.

TheICTStrategyhasbeendevelopedtosupportacustomerdemandfocussedbusinessmodelandincorporatesactionsthatseekto:

• ensurecustomerscontinuetobeprovidedwithreliabledigitalchannels

• delivernewICTcapabilitiestoenablecurrentandfuturebusinessneeds

• consolidate,harvestandleveragedatatogainnewbusinessinsights

• ensuretheagency’sICTenvironmentissimplifiedthroughamixtureofrationalisationandretiringoflegacysystems

• providetimelyandcosteffectiveICTsolutionsnowandintothefuture

• advisethebusinessinallstrategictechnologyaspects

• leverageopportunitiesthatemergeintheglobaltechnologylandscape

• ensurethatgovernmentandpartnershipobligationsaremet.

TheICTStrategyisusedasafoundationfortheprioritisationofICTinitiativesidentifiedbythebusiness.IPAustralia’sCapabilityRoadmapisakeytoolinidentifyingwhereourICTenvironmenthascapabilitygapsinitsabilitytoeffectivelyandefficientlysupportbusinessowners,andhowgapswillbeaddressedinthebroaderagencycontext.Thesecontrolsensureaclearalignmentwithourbusinessandworkforceplanningpriorities.

TheICTStrategyismonitoredandreviewedtwiceannuallyinthecontextoftheevolvingIPAustralia’sCapabilityRoadmapandIPAustralia’sInvestmentPlan.Eachreviewwillincludeanenvironmentalscanofemergingbusinessneeds,architecturaldirections,relevantindustryinnovationsandWholeofAustralianGovernment(WoAG)policychangesorlessonslearned.

Capital Investment StrategyIPAustraliaiscommittedtoapplyingastrategicapproachintheinvestment,developmentanddeliveryofnewandimprovedtechnology.IPAustraliawilltransformservicedelivery,infrastructureandbuildingworksforthebenefitofstaff,customersandexternalstakeholders.

ThisapproachguidesIPAustralia’scapitalmanagementplanningandinvestmentstrategiesthatsupporttheachievementoftheorganisation’soutcomeforgovernment.

IPAustraliawillcontinuetoinvestinenhancingICTsystemsthatimproveinternalbusinessprocesses,systemsandadministrativearrangementswhileenhancingtheuserexperienceforourcustomers.

ThisprogramofworkwillleadtothereplacementofIPAustralia’sIPrightsadministrativesystemswithasinglecasemanagementsystem(RightsInOne,orRIO).IPAustraliawillalsoexplorethepotentialbenefitsfrominvestinginotherformsofcuttingedgetechnology,withtheintentofdiscoveringnewservicedeliverymodels,innovativewaysofengagingwithcustomersandstreamliningsearchandexaminationfunctions.Specificareasoffocusinclude:

• theimplementationofunifiedcommunicationscapabilitywhichwillenhanceourstaffuseofandexperiencewithmobilityandteleworkingsolutions

• progressiveupgradestargetingrationalisationofhardwareanduseofcloudservices.

A strategic approach to investment, development and service delivery

Supporting a customer demand focussed business model

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Risk Management and Oversight SystemsRisk Management FrameworkEffectiveriskmanagementisanessentialelementofgoodcorporategovernanceandintegraltoahighperformingorganisation.

IPAustralia’sRiskManagementframeworkisconsistentwiththeCommonwealthRiskManagementPolicyandtheAustralianandNewZealandRiskManagementStandardISO31000:2009,Riskmanagement—principlesandguidelines.

In2016-17,IPAustraliawillfocusonreviewingitsriskmanagementframeworktoensureaconsistentapproachtomanagingriskacrossIPAustralia.

Theframeworkensures:

• thereisaclearmandateandcommitmentexpressedforriskmanagement

• effectivecommunicationwithallstakeholdersabouthowwemanagerisks

• appropriatestructures,resourcesandaccountabilitiesareinplace

• riskisbeingmonitored,measuredandreported

• gapsareidentified,andimprovementsareactioned.

TheDirectorGeneralhasoverallresponsibilityforensuringaneffectiveriskmanagementframeworkisinplace.IPAustralia’sAuditCommitteeprovidesindependentadviceandassurancetotheDirectorGeneralonthesystemofriskoversightandmanagement;andthesystemofinternalcontrol.Employeesareexpectedtounderstandandmanagetheriskswithintheirspanofcontrolandboundariesofauthoritywhenmakingdecisionsandundertakingdaytodayactivities.

Governance structureTheoveralllegalaccountabilityforIPAustralia’sperformanceandcompliancewithregulatoryrequirementsrestswiththeDirectorGeneralunderthePublic Governance, Performance and Accountability Act 2013andthePublic Service Act 1999.IPAustralia’sgovernancestructureoutlinesthekeydecisionmakingandadvisorycommitteesestablishedtoadviseandsupporttheDirectorGeneralindischargingresponsibilities.

Thesecommitteespromotetransparency,accountabilityandintegrityaswellasencouragingefficientandethicalbehaviourinallstaff.MoreinformationontheroleandfunctionofeachcommitteeincludingsupportingdocumentationandrecordsaremadeavailableonIPAustralia’sintranetandiscoordinatedbyacentralsecretariatfunction.

In 2016-17, IP Australia will review its risk management framework to ensure a consistent approach to managing risk across IP Australia

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IP Australia - Governance Structure

Director General

Finance and Planning

Committee

Emergency Management

Committee

Quality Improvement

Committee

Environment Management

Committee

Line of reporting Consultation

Business Investment Committee

Enterprise Architecture

Board

Corporate Projects

Board

RIO Program

Board

People and Communication

Committee

Work Health and Safety Committee

Workplace Committee

Executive Board (all SES)

Senior Leadership

Team (all EL2s)

Audit Committee

Statutory requirement Advisory Decision

making

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IP Australia - Organisation Chart

Director General

Deputy Director GeneralPolicy and Corporate Division

(DDG P&CD)

Deborah Anton

Deputy Director GeneralIP Rights Division

(DDG IPRD)

Fatima Beattie

General ManagerPeople and Communication Group (GM PCG)

Paula Adamson

CFO / General ManagerFinance, Quality Reporting and Property Group (GM FQRPG)

Doug Pereira

CIO / General ManagerBusiness and Information Management Solutions Group (GM BIMSG)

David Johnson

General ManagerPolicy and Governance Group (GM PGG)

Fran Roden

General ManagerRIO Program and Business Futures Group (GM RPBFG)

Rob Bollard

General ManagerTrade Marks and

Designs Group (GM TMDG)

Celia Poole

General ManagerPatents Chemical, Plant Breeder’s

Rights and Electrical Group (GM PCPEG)

Victor Portelli

General ManagerPatents Mechanical and

Oppositions Group (GM PMOG)

George Vuckovic

(DG) Patricia Kelly

ManagerCustomer Operations Group

(M COG)

Kostas Arvanitis

ip australia corporate plan 2016 - 2020.pdf

Documents