IP Australia Corporate Plan 2018 2019
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
IP Australia Corporate Plan 2018 - 2019
Copyright Attribution
All content in this publication is provided under a Creative Commons The CC BY licence is a standard form licence agreement that allows
Attribution 4.0 International (CC BY 4.0) licence, with the exception of: you to copy and redistribute the material in any medium or format, as
well as remix, transform, and build upon the material, on the condition
• the Commonwealth Coat of Arms that you provide a link to the licence, you indicate if changes were
• IP Australia’s corporate logo made, and you attribute the material as follows:
• photographs of our staff and premises Licensed from the Commonwealth of Australia under a Creative
Commons Attribution 4.0 International Licence.
• content provided by third parties – including photographs,
logos, drawings and written descriptions of patents and Contact us if you have any enquiries about our copyright licence or the
designs. use of material in this publication.
Third party copyright
We have made all reasonable efforts to:
• clearly label material where the copyright is owned by a third
party
• ensure that the third party has consented to this material being
presented in this publication.
Permission may need to be obtained from third parties to re-use their
material.
© Commonwealth of Australia 2018Contents
Accountable Authority introduction................................................................................................................................. 4
Purpose.....................................................................................................................................................................................8
Objectives................................................................................................................................................................................8
Operating environment........................................................................................................................................................9
Strategic objectives............................................................................................................................................................. 12
Performance monitoring.................................................................................................................................................... 15
Operational Excellence.............................................................................................................................................. 16
Service Excellence........................................................................................................................................................17
Value Add.........................................................................................................................................................................18
Performance framework.................................................................................................................................................... 19
Regulator.......................................................................................................................................................................... 19
Environment.................................................................................................................................................................... 19
Quality ............................................................................................................................................................................. 19
Production forecast..................................................................................................................................................... 20
Cost recovery................................................................................................................................................................. 21
Capability.............................................................................................................................................................................. 22
Planning and reporting framework........................................................................................................................ 24
People Plan.................................................................................................................................................................... 25
International Engagement Strategy....................................................................................................................... 26
Innovation and Technology Strategies..................................................................................................................27
Capital Investment Strategy..................................................................................................................................... 28
Risk management and oversight systems................................................................................................................. 29
Risk management framework.................................................................................................................................. 29
Governance structure................................................................................................................................................. 29
IP Australia - Executive Management Board and Responsibilities................................................................31
3Accountable Authority introduction
As Director General and Accountable Authority for IP Australia, I am pleased to present our 2018-19 Corporate Plan,
which is presented as required under paragraph 35(1) of the Public Governance, Performance and Accountability Act
2013. The Plan outlines the action we will take over the next four years to deliver on our vision of creating a world
leading Intellectual Property (IP) system building prosperity for Australia.
The Corporate Plan is presented in the context of our Strategic Roadmap to 2030. IP Australia has been exploring
future drivers of change in the IP landscape and has developed a long-term roadmap to position us to adapt and
respond to future challenges and opportunities. This roadmap (see pp 5-7) sets out our commitments and aspirations
over three four-year horizons. Horizon one is covered by this Corporate Plan.
The effective and efficient administration of IP rights continues to be the cornerstone of our business. In 2018-19 we will
continue to focus on improving our quality and productivity performance. This includes reviewing our quality standards
to ensure they drive positive change in our business and trialing new performance-setting arrangements for examiners
to boost motivation and productivity. Our performance will be underpinned by effective workforce planning that
enables us to build a flexible, skilled and highly productive workforce which focuses on the needs of our customers.
We are also moving to activity-based working in both our Canberra and Melbourne offices. This will be underpinned
by a major refit of our Woden headquarters to create a more flexible and effective working environment for our staff.
Completion of this project will take two years and will facilitate more agile and innovative approaches to our work.
As we enter 2018-19, IP Australia is driving a multi-year program of legislative change designed to ensure a more
effective and balanced IP system. Our focus is on implementing the Government’s response to the recent Productivity
Commission review of IP. The first of two Bills to implement this has now been introduced into Parliament while
preparation of the second Bill is underway.
We are embarked on a process to fix, modernise and transform our ICT systems, deliver smart tools for our staff and
enhance customer services. Late 2018 will see delivery of our new Rights in One administration system for trade marks,
while planning for replacement of our patents administration system will get underway in early 2019. Our Data Matters
strategy continues to drive improvements in the quality and usefulness of our data holdings with benefits for operations,
policy and research.
We continue to be active on the international front, promoting international harmonization of IP arrangements and
supporting Australia’s trade facilitation agenda with relevant IP advice and support.
In the year ahead we will deliver outcomes in the following areas: implementation of changes flowing from passage of the
Intellectual Property Laws Amendment (Productivity Commission Response Part 1 and Other Measures) Bill 2018; updated
quality standards for IP rights; better digital services for our customers; new technology-enabled business processes to
improve efficiency; and ongoing improvements to our data management and value-added services for customers.
We are building our capacity and international reputation as a trusted IP office delivering robust IP rights, staffed by skilled
and engaged people and leveraging cutting-edge technology to deliver outcomes for our customers and stakeholders.
Patricia Kelly
Director General
IP Australia
4IP AUSTRALIA STRATEGIC ROADMAP
Ensuring Australians benefit from great ideas
Horizon 1: 2018-22
Invest and Innovate
OPERATIONAL EXCELLENCE High performing core business and internal operations
QUALITY AND PRODUCTIVITY
• Define high quality for IP Rights, construct a baseline and ensure our quality system supports the definition
• Identify priority work in IP Rights and improve its quality to international best-practice level
• Implement revised performance setting and incentivisation arrangements to motivate staff in production
areas to improve productivity, quality and timeliness
WORKFORCE
• Deliver the Future Way of Working program (FWOW) to enable flexible and efficient working arrangements,
underpinned by supportive technology and fit-for-purpose workspaces
• Develop and embed strategic workforce planning that informs group and whole-of-agency approaches to
recruitment, retention and staff transition/development
• Negotiate an industrial framework that supports our future way of working and our aspiration to be an
employer of choice
REVENUE AND INVESTMENT
• Finalise significant once-in-a decade investments (FWOW), Rights In One (RIO) and utilise cash reserves via
small operating losses. Fee review and potential increase 2019-20
SERVICE EXCELLENCE High performing customer services that support our core business
TECHNOLOGY AND BUSINESS PROCESSES
• Develop automated processing and guided-decision making capabilities for IP Rights processing that meet
stakeholder expectations, are supported by legislative change and deliver improved cost effectiveness
• Utilise technology solutions (AI, smart use of data etc) to enhance customer experiences, including
improving the immediacy, reliability and connectedness of external-facing services
• Deliver improved B2B and eServices solutions based on APIs
• Review and optimise our business processes and implement smart systems that improve our efficiency
and deliver resources for re-investment
• Deliver a new platform to improve Trade Marks rights processing (RIO for TM)
VALUE ADD Our expertise is leveraged to deliver value to the IP system, stakeholders and the broader economy
STAKEHOLDER SERVICES
• Explore opportunities to expand export support, including through partnering with others, to provide IP
information to Australian businesses seeking to operate in global markets
• Identify and maximise opportunities to provide value-added products and services and explore options
to support effective mechanisms for IP Rights enforcement
• Develop a revised strategy and priorities for public awareness and education, that maximise the impact
of our investment
DATA
• Curate and utilise our data resources in order to better support operational effectiveness and customer
service
• Position IP Australia as a global leader in IP data provision and analysis
POLICY AND INTERNATIONAL
• Develop and implement a Trade Marks regional strategy (for SE Asia), based on an assessment of the
benefits for Australia and the region
• Review and update our Designs system and administration to meet changing stakeholder and market needs
• Develop a post-PC review policy and legislative agenda in consultation with stakeholders
• Review opportunities to deliver IP training and support within our region
5IP AUSTRALIA STRATEGIC ROADMAP
Ensuring Australians benefit from great ideas
Horizon 2: 2022-26
Develop and Deliver
OPERATIONAL EXCELLENCE High performing core business and internal operations
QUALITY AND PRODUCTIVITY
• Achieve quality outcomes that make us an international office of choice
• Develop recognised quality and productivity standards that underpin our ability to do international work
for others
WORKFORCE
• Enable staff, through innovative business models and technology solutions, to focus on high-value aspects
of their work and better serve customers
• Embed and realise the benefits of a modern, flexible work environment and supportive culture, to achieve
collaboration, high performance, and an engaged and committed workforce
REVENUE AND INVESTMENT
• Return to small surpluses if demand holds. New procurement approach will reduce capital demand and
put pressure on operational funding. Cash reserves rebuild. Consideration of new investment options.
Fee review in 2023-24
SERVICE EXCELLENCE High performing customer services that support our core business
TECHNOLOGY AND BUSINESS PROCESSES
• Leverage latest technology to deliver sophisticated decision-making support and further enhance
efficiency and quality across all agency functions
• Deliver a single technology platform for IP Rights processing (finalise RIO)
• Evolve business processes and update solutions and training to support timely, customer-centric
service delivery
VALUE ADD Our expertise is leveraged to deliver value to the IP system, stakeholders and the broader economy
STAKEHOLDER SERVICES
• Expand export support activities, based on cost-benefit analysis
• Develop value-added services to provide income streams to invest in (internal) R&D
• Potential delivery of Trade Mark services and training for other offices in our region
• Occupy a key niche in innovation and business support systems – the go-to body for IP and
IP-related advice
DATA
• Champion WIPO efforts for cross-border and cross-government data integration
• Develop a data platform at IP Australia that supports development of IP tools and apps for global use
POLICY AND INTERNATIONAL
• Explore options for regional Trade Mark integration or harmonisation, to facilitate business operations
in the region
• Embed outcomes from the review of the Designs system and look for opportunities to promote and
support Australian designers and design-based companies
• Implement the post-PC review policy and legislative agenda
6IP AUSTRALIA STRATEGIC ROADMAP
Ensuring Australians benefit from great ideas
Horizon 3: 2026-30
Lead and Influence
OPERATIONAL EXCELLENCE High performing core business and internal operations
QUALITY AND PRODUCTIVITY
• World-leading quality in priority work areas and internationally competitive levels of productivity underpin
demand and revenue
WORKFORCE
• A flexible workforce characterised by diverse modes of working is managed coherently to attract and
retain
the capabilities we require
• A strong and positive organisational culture supports employee commitment and achievement
• Property footprint is reduced and overhead costs optimised based on our workforce needs
• Review accommodation needs post lease expiry in 2032
REVENUE AND INVESTMENT
• A secure revenue base is enhanced by returns on non-core services
• Financial model and investment priorities are reviewed in light of the prevailing environment. Fee review
in 2027-28
SERVICE EXCELLENCE High performing customer services that support our core business
TECHNOLOGY AND BUSINESS PROCESSES
• Ongoing investment in technology, training and advanced business processes supports high levels of
quality, productivity and customer service
• Our leading-edge expertise in the application of relevant technology underpins operational and service
excellence and furthers our influence in the region and internationally
VALUE ADD Our expertise is leveraged to deliver value to the IP system, stakeholders and the broader economy
STAKEHOLDER SERVICES
• Offer a range of value-added services, both domestically and internationally, that support our stakeholders
and contribute to revenue
DATA
• Support and contribute to effective global IP and business information data platforms to assist the work of
IP offices, customers and stakeholders
POLICY AND INTERNATIONAL
• Be highly regarded and influential on IP issues, both internationally and domestically
• Implement streamlined systems for IP Rights administration and prosecution in the region
• Explore opportunities for greater regional harmonisation or administrative streamlining for Designs and PBR
7Purpose
Ensuring Australians benefit from great ideas
Vision • Creating a world leading IP system
Provides a picture of what we
building prosperity for Australia
ultimately want to achieve
Purpose • Ensuring Australians benefit from
Communicates why we exist and great ideas
informs the basis of all our work
Objectives • Operational Excellence
Outlines how we will achieve our purpose, • Service Excellence
and how we organise our work • Value Add
IP Australia is the entity responsible for administering Australia’s IP rights system, specifically patents, trade marks,
designs and plant breeder’s rights. Our vision is to create a world leading IP system building prosperity for Australia.
Ensuring Australians benefit from great ideas, our agency purpose as outlined in our 2018-19 Portfolio Budget
Statement (PBS), is central to all of the work we do. We are responsible for delivering improved IP rights administration
and professional registration, increasing awareness of the IP system, and shaping the IP system domestically and
internationally to serve Australian innovation and business. We are committed to building the capability of our people
and our organisation to support the work we do.
Delivery of these elements enables us to provide an effective framework for protection of innovative products and
brands. This creates a secure environment for investment in innovation, enables firms to build brand value and business
reputation, and encourages the disclosure of inventions and the transfer of knowledge and technology.
Strategic objectives
We deliver on our responsibilities by focussing on three strategic objectives:
• Operational Excellence – high performing
core business and internal operations
• Service Excellence – high performing customer
services that support our core business
• Value Add – our expertise is leveraged to deliver
value to the IP system, stakeholders and the
broader economy.
PBS
Programme Purpose Objectives Strategies
8Operating environment
As we move to a more globalised and knowledge-based economy, IP is the backbone of
most high value enterprises. Intangible assets now make up the majority of the value of
leading global companies and many local companies.
Adapt to the Businesses and markets acknowledge the extent to which IP underwrites their value. We see
changing this in the level of company value ascribed to IP assets when companies are sold or invested
landscape to in. We see it in the range of legal actions relating to IP (particularly by large technology
serve companies) demonstrating a determination to protect their intellectual assets. We also see it in
Australian the international trade agenda, where IP is increasingly a key focus of negotiations.
innovation and Within governments also there is an increased awareness that IP is an important economic
business asset which can generate growth and jobs. This leads to a greater focus on developing and
implementing policies to attract and retain IP and capture benefit.
It is critical that the IP system in Australia adapts to this changing landscape to serve
Australian innovation and business both at home and abroad.
In 2016-17, IP Australia engaged CSIRO’s Data61 to assist us in considering possible future
operating environments. Future forecasting and environmental scanning revealed a number
of emerging risks, trends and opportunities for our agency and for the IP system. This work
has contributed to our future planning and development of our Strategic Roadmap to 2030.
Divided across three four-forward year horizons, the Roadmap is pivotal in helping our agency
make strategic choices towards achieving our vision and objectives.
Demand for IP rights continues to grow
Global demand for IP rights continues to rise, with the majority of growth driven by China.
In Australia, 2017 saw growth in applications for patents, trade marks and designs, driven
primarily by applications from non-residents.
In line with the potential provided by global markets, businesses are now increasingly likely
Pursue to file for IP protection outside of their country of origin and register an IP right with multiple
strategies that IP offices. Australians file many more applications for IP rights overseas than in Australia,
contribute to a reflecting a healthy interest in entering export markets. Applications by Australians for trade
more consistent marks in overseas jurisdictions have been on a strong growth trajectory over recent years,
global operating with more modest growth in Australians filing for overseas patents.
environment
In response to this environment IP Australia seeks to facilitate trade and engagement
opportunities for Australian firms, and pursue strategies that contribute to a more consistent
global operating environment.
Economic value leads to an increased focus on IP
Like many governments across the world, the Australian Government sees the IP system as
an economic tool that supports innovation and growth by encouraging trade, investment,
research and development, and technology diffusion.
In early 2018 Innovation and Science Australia, the Australian Government body tasked with
Generate and providing advice on all science, research and innovation matters, released its Australia 2030:
capture more of Prosperity Through Innovation report. The aim of this document is to advise government on
the benefits of how to generate and capture more of the benefits of innovation out to 2030 and it included
innovation out to recognition of the importance of IP in this process.
2030
The Government has accepted the majority of the report’s recommendations and IP Australia
will continue to focus on opportunities to support the objectives of the Government’s National
Innovation and Science Agenda through providing information and services to Australian
entrepreneurs and innovative businesses.
IP Australia will focus on strengthening the education and information products available
to our customers and potential customers, especially start-ups and small and medium
enterprises.
9Technology drives fast-paced change and opens
opportunities
Hand in hand with economic globalisation we are witnessing huge technological change.
Technologies including artificial intelligence, big data, the internet of things, advanced robotics
and biomedical developments such as CRISPR technology will lead to fundamental change
over coming decades. They promise to reshape business, markets and the workforce.
Some of these new technologies will also have an impact on the way we manage the IP
system itself, e.g. Blockchain or distributed ledger technology, which could potentially provide
a basis for alternative IP trading platforms.
Positioning Rapid developments in device connectivity, computing power, artificial intelligence and data
IP Australia at capacity are fueling growth in digital technologies, with implications for IP functions and
the leading edge processes. Digital technologies provide us with options for more efficient administration,
of technology, examination, monitoring and enforcement of IP rights.
and leveraging The way we interact with each other has also increasingly moved online. Customers expect
our knowledge leading-edge online services to facilitate their use of the IP system. Digital service platforms are
and expertise to more important than ever, and provide a powerful platform for us to interact with our customers.
add value to the
IP system both IP Australia is pursuing the opportunities presented by these developments, as they
at home and rapidly transform business and policy environments with the potential for both positive and
abroad disruptive change.
We are increasingly utilising smart analytics and improved data holdings to innovate and find
efficiencies in how we conduct our work. We aim to position IP Australia at the leading edge of
technology and leverage our knowledge and expertise to add value to the IP system both at
home and abroad.
10Stakeholders are central to our priorities
IP Australia has a wide range of stakeholders, as set out below. Our activities reflect a
balance between the needs and aspirations of our direct customers and those of our wider
stakeholder group, to ensure Australians benefit from great ideas.
We have an important role in the Government’s innovation agenda, where we work to support
businesses capture the benefits of their entrepreneurship and innovation, and so contribute to
growth and job creation.
It is also important we work closely with international stakeholders to facilitate a conducive
environment for trade, investment and technology transfer. Our approach is to focus on
collaboration and engagement with stakeholders to improve our effectiveness and performance.
In n s Cu s
o v ato r sto m e r
Inventors
W
Includes many
Designers
O ffi ces
I P O & I nt
large and foreign
Entrepreneurs businesses
Start ups and
Sta
Es
r t- small to medium WIPO and other er
IP
u ps & S M enterprises international IP n a ti o n al
(predominantly Offices, including
Australian CIPO, USPTO, EPO
businesses)
IP Australia
IP Attorneys Ministers, Parliament,
DIIS, ASIC, ATO,
Other IP
A tt o n e y s
ti o n e rs
DFAT, DAWR, DCA,
professionals
Austrade, ACCC
e nt
A u st
r
al nm
c ti
&
L e g a l P ra ia n r
r
IPTA and other IP Universities,
G ove
business and CSIRO and
peak bodies other research
bodies
A s
ca
a n i s a ti o n
d e m ia &
IP & B u
die s
Re
Bo
in
rg
ess Peak s e a rc h O
s
en
e ra l P u bl
G
ic
11Strategic objectives
Operational Excellence – high performing core business
and internal operations
In line with our Cost Recovery Implementation Statement (CRIS), IP Australia has two
significant areas of focus.
In patents and trade marks, our focus will remain on seeking to meet demand in line with
our Customer Service Charter commitments. A continued increase in demand for trade
mark examination, has put pressure on our ability to meet demand in a timely way and our
recruitment of Trade Mark Examiners has been increased to reflect this work pressure.
Our second area of focus across the IP rights will be to look at better defining what quality is,
including benchmarking with other IP Offices, and ensuring that our in-house quality system
supports quality products. We will continue to look for efficiencies in the way we work, better
utilise the technical expertise of our workforce where it adds most value, and actively invest in
smart tools to support high quality examination.
Given the above, we need to ensure our planning and modelling for demand and recruitment,
both in examination staff and corresponding corporate support staff, is reliable and fit for
purpose. Specifically in 2018-19 we will seek to better utilise predictive analytics in our
operational resource and strategic workforce planning to inform group and whole of agency
approaches to recruitment, retention and staff development. This work is complemented by
the implementation of pilot trials to test new ways of managing and measuring examination
work and motivating staff in production areas.
More broadly, 2018-19 will see the delivery a modern cloud based data platform which will
enable full use of our data, and the ability for analytics, reporting and data-focused people
across our agency, to work faster and do things they cannot do now.
To create a better workplace for our staff we will be progressively moving to a contemporary
office environment which supports our people to undertake their work in its varied forms.
We’re improving our technology and updating policies and practices allowing our people to
be more flexible in when and where they work.
This contributes to our continued focus on running a cost-effective organisation, operating
within the guidelines of our CRIS.
Service Excellence – high performing customer services
that support our core business
As part of the Government’s vision for customer-centric services, we will continue to explore
the use of technology solutions to enhance customer experiences, including through
improved immediacy, reliability and connectedness of our external-facing services.
We will focus on modernising our ICT platforms and environments to better support customers.
Specifically in 2018-19 we will begin work to redevelop our transactional and digital
channels (eServices, B2B, virtual assistant, search systems etc.) using newer technology
and approaches to facilitate improved customer interactions with IP Australia. We will work
towards recognition of our leading-edge expertise in technology that supports IP business
processes and excellence in customer-centric service delivery.
We will continue to seek feedback to ensure our services and education and awareness
campaigns are effective, efficient and accessible. This feedback will be used in 2018-19 to
develop and design a clear strategy for our public education and awareness programs to
maximise the impact of our investment and to drive and improve the customer experience
across all of our interactions.
12Value Add – our expertise is leveraged to deliver value to
the IP system, stakeholders and the broader economy
IP Australia seeks to use its unique access to IP data and knowledge and expertise to add
value in a range of ways.
As part of our ongoing commitment to collaboration and transparency, we will continue to
utilise our publicly available policy register as a basis for consultation with stakeholders. This
is an important step in ensuring our policies and advice to Government continues to reflect the
needs of the broader community.
Our policy team will focus on effective ongoing implementation of IP Australia’s legislative
reform agenda. The primary focus of the agenda is legislative amendments to implement
relevant aspects of the Government’s response to the Productivity Commission’s 2016 report
into Australia’s IP arrangements. The first part (IP Laws Amendment (PC Response Part 1 and
Other Measures) Bill 2018) was introduced to Parliament on 28 March 2018. The second part (IP
Laws Amendment (PC Response Part 2 and Other Measures) Bill 2018) is expected to be
introduced to Parliament by early 2019. In 2018-19, a third bill is proposed to implement
accepted recommendations from the former Advisory Council on Intellectual Property’s 2015
review of the designs system.
IP Australia will also host a Design Summit in 2018-19 to better understand our stakeholder
needs and inform the creation of a strategy to ensure the designs system is fit for purpose into
the future.
IP protection is vital to the success of Australian brands and innovation in overseas markets.
2018-19 will see ongoing efforts by our IP counsellor to China, who plays a critical role in
helping Australian businesses operating in China protect and utilise their IP. Following an
initial evaluation, the IP Counsellor role has been extended to 2020.
We will continue to explore effective mechanisms for rights enforcement, and export promotion
opportunities, including through partnering with stakeholders, to provide IP information to
Australian businesses seeking to operate in global markets.
The lens we operate through
In delivering our forward agenda we will consider the impact of our activities in three key areas:
• Stakeholders
• Core business
• Workforce
Our strategies and approach over the life of the 2018-19 Corporate Plan are outlined in the
following performance monitoring section.
1314
Performance monitoring
PURPOSE: ENSURING AUSTRALIANS BENEFIT
FROM GREAT IDEAS
OPERATIONAL EXCELLENCE
High performing core business and internal operations
STAKEHOLDERS CORE BUSINESS WORKFORCE
• Maintain high customer • Improve our business • Embrace more diverse modes
satisfaction with the quality capabilities, through better of working
and timeliness of IP rights use of technology and
• Modernise our accommodation
innovative products and
• Provide effective and efficient and digital working
business processes
trans-Tasman attorney environment to support and
registration • Improve IP Australia’s improve flexible, agile and
approach to the management innovative ways of working
and governance of data
• Improve the data literacy and
• Deliver reliable, integrated analysis capability of our staff
systems in alignment with our
Innovation and Technology
Strategies
• Develop and utilise robust
financial models to support
sustainable business operation
SERVICE EXCELLENCE
High performing customer services that support our core business
STAKEHOLDERS CORE BUSINESS WORKFORCE
• Improve public awareness of • Fix, modernise and transform • Build the customer service
the IP system through tailored our ICT systems to maximise capability and knowledge
education products business effectiveness of our staff
• Improve user accessibility and
satisfaction with IP Australia
products and services
• Use customer data to drive
and inform business direction
VALUE ADD
Our expertise is leveraged to deliver value to the IP system, stakeholders and the broader economy
STAKEHOLDERS CORE BUSINESS WORKFORCE
• Improve support for customers • Implement the Government’s • Encourage and facilitate
seeking to engage in policy agenda flowing from the innovation by our staff
international markets Productivity Commission’s (PC)
Review into the IP system
• Deliver value-added services
which support our customers • Increase value and quality of
in the areas of enforcement, our data holdings
commercialisation and analytics
• Collaborate internationally with
the World Intellectual Property
Organization (WIPO) and other
IP offices to support a harmonised
and streamlined global IP system
15Operational Excellence
Outcome: The delivery of improved IP rights administration and professional
registration is our core function. IP Australia must operate as an effective
and efficient body to issue IP rights and professional registration for our
customers and stakeholders. Progress can be seen in:
• Continuous improvement in quality across our IP Rights administration and
professional registration services and adherence to service commitments
• A sustainable and cost-effective business model
• Staff satisfaction with supporting and enabling services, and the way we
work together across the agency.
Strategy Performance Criteria Annual Target
2018-19 2019-20 2020-21 2021-22
STAKEHOLDERS
Maintain high customer Customer Service Charter Meet or exceed all CSC and legislative
satisfaction with the quality (CSC) and legislative commitments
and timeliness of IP rights commitments
Identified Acceptable Quality Meet or exceed all AQL commitments
Levels (AQL) for IP rights
search and examination
Overall customer satisfaction 90%+ overall customer satisfaction with IP
with IP Australia as an agency Australia as an agency maintained in the
customer satisfaction survey
Provide effective and efficient Process applications for Process applications within 15 working days from
trans-Tasman attorney attorney registration within the date that the application complies with all of
registration acceptable time frame the registration requirements
CORE BUSINESS
Improve our business ISO 9001 quality certification in Maintain ISO certification in relevant business
capabilities, though better use relevant business areas areas
of technology and innovative
products and services
Improve IP Australia’s Compliance with Digital IP Australia is compliant with Digital Continuity
approach to the management Continuity 2020 2020
and governance of data
Deliver reliable, integrated Internal systems availability Internal systems availability during business
systems in alignment with our hours meets business needs
Innovation and Technology
Strategies
Develop and utilise robust Financial and production PBS estimates met
financial models to support targets in Portfolio Budget
sustainable business operation Statements (PBS) are met
WORKFORCE
Embrace more diverse modes Staff satisfaction with flexible Maintain and improve on 2017-18 results for
of working working opportunities available flexible working opportunities, towards 85%+
Modernise our accommodation Accommodation refit improves 75%+ of staff are satisfied that the technology
and digital working staff amenity, satisfies provided enables them to work flexibly
environment to support and government requirements and 60%+ of staff are satisfied that the working
improve flexible, agile and enhances business outcomes environment supports them to be agile and
innovative ways of working innovative
Improve the data literacy and IP Australia data literacy results IP Australia’s results for data literacy improve
analysis capability of our staff on 2017-18 benchmark
16Service Excellence
Outcome: IP Australia must engage effectively with customers and
stakeholders, domestically and internationally. We must provide
appropriate advice and systems to support effective engagement.
Progress can be seen in:
• Improved public education and awareness of the IP rights system and the
support our organisation provides
• Better tools to support user-engagement
• High customer satisfaction with our externally facing services (e-services,
website, payment pathways etc)
• Adherence to service commitments relating to external support services.
Strategy Performance Criteria Annual Target
2018-19 2019-20 2020-21 2021-22
STAKEHOLDERS
Improve public awareness of Satisfaction with public 90%+ of people accessing our public education,
the IP system through tailored education, awareness and awareness and information products are satisfied
education products information products
Improve user accessibility and Customer satisfaction with the 85%+ of customers are satisfied with the quality
satisfaction with IP Australia quality of tools to support user of tools to support self-service is maintained in
products and services accessibility the customer satisfaction survey
Customer Service Charter Meet or exceed all CSC commitments for
(CSC) commitments for external external support services
support services
Use customer intelligence Use of customer intelligence to Customer intelligence contributes to positive
to drive and inform future improve processes, products business reform
business direction and services
CORE BUSINESS
Fix, modernise and transform New customer facing systems IP Australia is compliant with DTA Digital Service
our ICT systems to maximise meet Digital Service Standards Standards
the effectiveness of our (DTA)
external facing systems
Customer satisfaction with the 85%+ of customers are satisfied with the
reliability and effectiveness of reliability and effectiveness of externally facing
externally facing ICT systems ICT systems is maintained in the customer
satisfaction survey
WORKFORCE
Build the customer service Customer satisfaction with our 85%+ of customers are satisfied with our staff is
capability and knowledge of staff maintained in the customer satisfaction survey
our staff
17Value Add
Outcome: IP Australia must make effective use of its skills and knowledge
to deliver value to the Australian community, at home and abroad. Our
role is to shape the IP system domestically and internationally to serve
Australian innovation and business. Progress can be seen in:
• Provision of high quality advice to government
• Strong domestic and international partnerships
• High customer satisfaction with services designed to facilitate
the use of IP
• Maximising access and use of our data
Strategy Performance Criteria Annual Target
2018-19 2019-20 2020-21 2021-22
STAKEHOLDERS
Improve support for Utility of value-added services Evaluation results of key initiatives shows we
customers seeking to to customers as measured by have maintained or improved on results from
engage in international evaluation of key initiatives the previous year, benchmarked new initiatives,
markets related to each strategy and used feedback to improve future service
Deliver value-added services offerings
which support our customers
in the areas of enforcement,
commercialisation and
analytics
Collaborate internationally Constructive engagement IP Australia’s International Engagement Strategy
with the World Intellectual regionally, bilaterally and with is progressed in line with agreed schedule
Property Organisation and WIPO
other IP offices to support a Contribution to development of
harmonised and streamlined trade agreements
global IP system
CORE BUSINESS
Implement the Government’s Effective stakeholder Progress legislative amendments
policy agenda flowing consultation and development of
from the Productivity legislative amendments
Commission’s (PC) Review Advice is sound, timely and Advice provided by IP Australia is in line with the
into the IP System evidence based Government requirements
Increase the value and Compliance with PM&C Open IP Australia is compliant with the PM&C Open
quality of our data holdings Data Policy Data Policy
WORKFORCE
Encourage and facilitate IP Australia innovation results IP Australia’s results for innovation are in line with
innovation by our staff from the State of the Service comparable APS agencies
18Performance framework
Our key performance setting and reporting documentation are the Portfolio Budget Statement (PBS), Annual Report
encompassing the Annual Performance Statements, and our Corporate Plan. Other key documents that contribute to our
performance framework are set out below.
Regulator
The regulator performance framework aims to reduce unnecessary or inefficient regulation
imposed on individuals, business and community organisations. This is done through an
annual public-service wide assessment against a common set of performance indicators, and
requirement for regulators to action opportunities for improvement arising from this process.
This self-assessment is a measure of IP Australia’s regulatory performance.
Measuring a common set of performance indicators allows organisations to benchmark their
Reduce performance against other regulators, share lessons learnt and work together to reduce the
unnecessary overall regulatory burden on Australian individuals and businesses.
or inefficient
IP Australia’s measures of success against these indicators have been selected to ensure:
regulation
imposed on • high-quality services are provided in a timely way
individuals, • communication is clear, meaningful and timely
business and
• compliance standards are transparent
community
organisations • ongoing stakeholder engagement to improve the way we work.
The full suite of key performance indicators is available under our regulator performance
framework. Our measures will be reviewed in 2018-19 to ensure they continue to drive
improvements in reducing regulatory burden and transparency in our performance reporting.
IP Australia’s annual self-assessment is conducted in consultation with our IP Stakeholder
Forum in the first quarter after the end of the previous financial year, with results published
externally at the end of the second quarter as part of the Department of Industry, Innovation
and Science portfolio. The IP Stakeholder Forum provides external oversight of our regulatory
performance and provides advice to our Minister.
Environment
IP Australia has made a commitment to sustainable operations and the protection of our
environment. We do this through compliance with Government policies and the maintenance
of an Environmental Management System (EMS), designed and certified to ISO 14001:2015.
IP Australia’s Environmental Policy establishes objectives for environmentally sustainable
operations including protecting the environment, preventing pollution and implementing
a modern digital workplace with a smaller, more efficient footprint. We aim to ensure our
operations meet or exceed our environmental compliance obligations and objectives.
Quality
Implementing an internationally recognised best practice approach to our business is an
important part of our relationship with our customers. IP Australia is committed to building on
our strong reputation for delivering quality products and services.
Continue to
improve the
way we deliver
quality products
and service to
our customers
that are of the
highest standard
19Production forecast
Each year IP Australia forecasts the demand for our services across a four year period
(production forecast) based on historical application trends. The production forecast is used to
determine the required workforce profile and capacity needed to meet our Customer Service
Charter commitments. This process supports planning and management in our workforce
modelling, efficiencies in our cost recovery framework, and transparency in our internal and
external reporting.
IP Australia has experienced ongoing increases in demand for IP Rights over the past two
financial years and it is expected that this trend will continue through to 2019-20 (and beyond
Determine
in relation to Trade marks). The level of demand will put pressure on our ability to meet
the required
service charter commitments (in particular regarding timeliness in Trade marks). In response
workforce profile
IP Australia is focused on finalising important ICT initiatives which will improve our efficiency,
and capacity
while at the same time hiring additional examiners to keep up with demand. There is a timing
needed to meet
difference inherent in the IP Rights application/grant/renewals cycle in which additional costs
our Customer
are incurred early-on (for new ICT systems and additional examiners) in response to shifts in
Service Charter
application volumes, and this is reflected below in the cost recovery section of the report.
requirements
The table below outlines the expected application demand and supply of examination and
registration services over the next four years.
2017-18 2018-19 2019-20 2020-21 2021-22
Estimated Budget Forward Forward Forward
Actual year 1 year 2 year 3
Applications received
Patents 31,661 32,760 33,536 31,451 31,389
Plant Breeder's Rights (PBR) 350 350 350 350 350
Patent Cooperation Treaty (PCT) 3,124 3,129 3,133 3,133 3,134
Trade Marks (TM)1 80,240 81,477 85,154 89,156 93,342
Designs 7,559 7,775 8,017 8,273 8,535
Trans-Tasman IP Attorneys Board 128 129 129 129 129
Examination services
Patents 25,698 27,205 26,078 28,006 28,554
Plant Breeder's Rights (PBR) 350 350 350 350 350
Trade Marks (TM) 66,818 78,185 83,917 94,237 99,349
Designs 1,352 1,429 1,616 1,503 1,554
Registration service
Trans-Tasman IP Attorneys Board 1,400 1,376 1,376 1,376 1,376
1. Production forecast for Trade Mark applications is based on filings (previously measured in classes).
20Cost recovery
IP Australia is a cost recovered agency with fees set under IP rights legislation in accordance
with the Australian Government Charging Framework and Cost Recovery Guidelines. With
the exception of an annual appropriation of $0.4 million to cover ministerial services, all IP
Australia’s costs are covered by revenue generated through customer fees.
Further information on the breakdown of expenditure associated with each IP right can be
found in IP Australia’s Cost Recovery Implementation Statement (CRIS).
Breakdown of
expenditure In the table below all IP Australia expenditure is allocated against our five key activity areas
associated with to illustrate a proxy cost per unit for each of IP Australia’s five IP rights products for the 2018-19
each IP right budget year and three forward years. All overheads costs plus the cost of non-examination/
registration programs delivered by IP Australia are added to the direct costs of examination/
registration and then attributed to the five cost recovered groups listed below for the purpose
of fully attributing costs to the services delivered under legislation.
All IP Australia expenditure allocated against five key activity areas
IP Right Average cost per unit
2018-19 2019-20 2020-21 2021-22
per examination
Patents $4,959 $5,305 $4,993 $5,002
per examination
Trade Marks $871 $833 $749 $726
per examination
Designs $3,636 $3,297 $3,583 $3,540
per examination
Plant Breeder’s Rights $6,269 $6,429 $6,499 $6,637
per registration
Trans-Tasman IP Attorneys Board $667 $684 $691 $706
The projected proxy costs for future IP rights examination/registration effort above reflect the
estimated increase in direct and indirect costs over the four years (employees, depreciation
reflecting ICT investments etc.) against the expected volumes for patents, trade marks,
designs and plant breeder’s rights examination.
While the table provides an approximation of average costs it is limited in respect of the
relative timings inherent in the IP Rights cycle. For example shifts in patents applications
will drive increases in examination service requirements more than 12 months later, while
increases in staffing will happen sooner in order to train staff up to the quality standards
required for examination. Likewise capital costs reflected above in annual depreciation
expense are spread across many years of useful life for the asset, while efficiency
improvements are reflected as one-off impacts in any given year. It is best to analyse the
trend in average costs over the four years compared to trends in applications.
21Capability
What some of our customers have said are “the best
aspects of dealing with IP Australia” over the past year
Really nice people, friendly, easy to talk to, I
Staff I have dealt with over the can understand what’s going on and they take
phone have been intelligent and the time to explain the subject under discussion
helpful. Keep on hiring smart people
It’s the best Government
Department I deal with by far
Staff are always helpful. They take
responsibility for helping to resolve
whatever issue I have ever raised It is easy to use the website
rather than deferring to a “system and very cost effective for
issue” or “policy” small business instead of
going through solicitors or
accountants
Excellent Trade Mark
system, which is the best
in the world
IP Australia is at the forefront of
online government services and the
staff are extremely knowledgeable You have one of the best, most simple ways
and helpful experts of filing a Patent application with eServices
What some of our customers have identified as
areas for future improvement
I would like to see the
Online services should be I would like to receive and
history of all my previous
linked with all my IP Rights so view the correspondence
correspondence,
I can view all of them and their via my own email directly,
applications and
status and payments due all otherwise I may miss them if
Registered TM’s in my
within the Eservices application every time I have to log on IP
portfolio on eServices
Australia online services
22PROFILE OF
IP AUSTRALIA
EMPLOYEES Recruitment
IP Rights Division Policy and Corporate Division
45%
of our Senior Executive
positions are filled by
Over 1/3 of staff in our
examination areas have
their Masters or PhD. 41%
of our staff were
29% of our people list English
as their second language or came
from a non-English speaking
44:56
Female to male gender
background. That is more than ratio, reflecting a more
women. Compared to the born outside of Australia
coming from 73 countries double the APS average of 14%. male dominated workforce
APS average of 43%. than the APS generally
30% of staff have
Learning & development
55%
accessed formal learning
and development opportunities
80%
of our staff have
a flexible working arrangement in
place. These arrangements range
from working from home
Experience on a regular or an ad-hoc
of our staff feel that they have access
to effective learning and development basis, to being out posted
(e.g. formal training, learning on the job, outside the Canberra office,
or accessing part-time arrangements.
76%
e-learning, secondments)
3%
30%
of our staff are proud Our staff rated us
Mobility
36%
to work at IP Australia* above the overall APS
average for innovation*
71%
of all promotions
were internal
of our staff acted in
positions of higher duty
of our staff say that their job
gives them a feeling of personal
Attrition
accomplishment and that they are
part of the team at IP Australia*
9.6 years 75% 78%
9.3%
the average tenure of our staff
IP Australia’s wellbeing index score*
(emotional and physical health and wellbeing IP Australia’s employee
among employees) engagement score*
our attrition rate
* Data sourced from 2016-17 APS Employee Survey
All other data sourced from internal HR reporting tool Aurion and is current as at April 2018Planning and reporting framework
Our Corporate Plan is the entity’s primary planning document, and outlines the high profile strategic initiatives we will
progress over the next four years to build a world leading IP system building prosperity for Australia. Our Strategic
Roadmap, which provides a high level overview of the agency’s strategic direction towards 2030, is part of our
Corporate Plan. Together, these documents inform our long term investment and decision making to validate that
everything we do is designed to ensure Australians benefit from great ideas. Internally, our business is reflected in
Division Operational Plans, with regular monitoring and reporting on the Plans undertaken as part of our internal
governance structure, with a clear line of sight to our external reporting and Annual Performance Statement.
Our Customer Service Charter, refreshed in 2016-17, outlines the minimum acceptable quality levels and service
timeframes we strive to meet for the IP rights we administer. Internal monthly monitoring against the charter is provided
to business groups and external reporting made available each quarter on our website.
Our business and resource planning cycles operate on a financial year basis.
Planning Framework
External
Portfolio Annual Report
Budget Annual
Performance
Statement Statement
Corporate Plan &
Strategic Roadmap
Internal People Plan
Innovation and Technology Strategies
Capital Investment Strategy
International Engagement Strategy
Division Operational Plans
Individual Achievement Plans
24People Plan
In 2017-18, IP Australia developed and launched the People Plan, articulating the five key areas IP Australia will
continue to focus on to develop and leverage the capability of our people, and achieve a contemporary and adaptable
organisation:
Strategic
Leadership
investing in our agency,
its vision and values Employee
Engagement
investing in our people
Organisational
Capability
investing in our future Collaboration,
Innovation and
Inclusivity
investing in our culture
Workforce
Intelligence
investing in our data and
analytic capability
The People Plan provides a high level direction for building the capability of our people, and will work in conjunction
with the agency’s Strategic Workforce Plan scheduled to be finalised in 2018-19. These combined plans will define
and clarify our future workforce needs and composition. They will provide evidence to inform our approach to
meeting our workforce needs and how we can best leverage the capability, motivation and engagement of the
workforce. The Strategic Workforce Plan will be informed by a review of the approach IP Australia is taking to existing
and emerging workforce challenges, including:
• Managing and leading staff through a change agenda
• Managing loss of corporate knowledge through market forces
• Recruiting and retaining skills needed for the future
Specifically in 2018-19, IP Australia will focus on:
• Enhancing organisational capacity for people management during the transition to an agile workplace
• Developing and embedding IP Australia’s employee value proposition so that we are positioned to attract and
retain the best to meet current and future organisational demands
• Attracting, sourcing and retaining qualified candidates including STEM, IT, and economists taking into
consideration the need to compete with an increasing demand across the APS and private sector for these key
resources/skill sets
• Developing and implementing a structured approach to succession planning to identify, understand and feed our
pipeline of talent.
25You can also read
