Planning and reporting framework
This Corporate Plan is our primary planning document and outlines the initiatives we will progress over the next four years to ensure Australians benefit from great ideas. Our Strategic Roadmap provides a high-level overview of the agency’s strategic direction towards 2030. Together these documents inform our long-term investment and decision making. The 2020-21 Corporate Plan covers the remainder of Horizon one (Invest and Innovate) and the first two years of Horizon two (Develop and Deliver). Internally, our business is reflected in Group Operational Plans. Regular monitoring and reporting is undertaken as part of our internal governance structure, with a clear line of sight to our external reporting and Annual Performance Statement.
A crucial part of our performance framework is our Customer Service Charter. In line with stakeholder feedback, our new Charter, published on 1 July 2020, has been vastly streamlined and simplified, outlining nine key commitments to our customers. Our new service commitments fall under three key themes; Doing Business with us (overall satisfaction), Quality and Timeliness. Five commitments will be measured by customer ratings through the annual Customer Satisfaction Survey while a further four commitments will measure timeliness against a range of our IP rights. As part of our commitment to continuously improve our services, we will review our targets on an annual basis. Internal monitoring against the charter is provided to business groups and external reporting made available annually on our website. Our business and resource planning cycles operate on a financial year basis.
Our People Strategy articulates the key areas IP Australia will continue focusing on to develop and leverage the capability of our people, and achieve a contemporary and adaptable organisation:
The People Strategy provides a high-level direction for building the capability of our people and works alongside our Strategic Workforce Plan. These combined plans provide the evidence to inform our approach to meeting our future workforce needs and how we can best leverage the capability, motivation and engagement of our current workforce. Specifically, in 2020-21, IP Australia will focus on:
- enhancing organisational capacity for people management during the transition to an agile workplace.
- continuous improvement of IP Australia’s employee value proposition so that we are well-positioned to meet current and future organisational demands, particularly STEM roles.
- implementing a structured approach to capability development and succession planning to identify, understand and feed our talent pipeline.
- developing workforce solutions underpinned by evidence-based decision making and workforce intelligence data.
- supporting and promoting employee safety and wellbeing, diversity and inclusion, and development of workforce resilience.
International Engagement Strategy
Our International Engagement Strategy provides a long-term vision for our international policy and engagement. The strategy focuses our forward investment and aims to position IP Australia to respond dynamically to opportunities as they arise in the international environment.
In 2020-21, international policy engagement will continue to focus on three key issues:
- Support for Australian Exporters – Researching the IP protection and enforcement challenges facing Australian exporters to tailor information and support for IP rights holders.
- Regional Cooperation – Working with regional partners to improve examination of IP rights and access to the global services for protecting IP across borders, particularly the Madrid System for the international registration of trade marks.
- International Data Offerings – Further developing our collection of international trade mark data in partnership with IP Offices and international organisations to provide an improved dataset for analysis, economic and policy insights.
Building and strengthening the multilateral system in the interests of Australian IP rights holders and users will continue to be an overarching international policy engagement priority.
IT Strategy 2022
Our IT Strategy 2022 aligns the agency’s technology direction with our Corporate Plan and supports the delivery of our 2030 Strategic Roadmap. It guides our prioritisation of technology initiatives and promotes innovation and utilisation of new digital capabilities to increase the speed of delivery.
The IT Strategy 2022 has been developed to ensure our technology meets the needs and expectations of our workforce, our customers and our broader stakeholder groups. Our IT Strategy will:
- Modernise the administration of IP rights - supporting efficiency, reliability and high quality.
- Simplify, secure and stabilise our IT foundations.
- Enable us to be a Government leader in the provision of digital services.
- Transition our agency to business centric delivery.
- Empower the agency and broader stakeholders through the utilisation and sharing of our information.
- Build the capability that enables us to research, develop and embed smart systems to improve the way we do business.
Our IT Strategy is reviewed annually in the light of evolving business needs and technological advancements. Each review will include an environmental scan of emerging business needs, architectural directions, relevant industry innovations and Whole of Australian Government policy directions.
Capital Investment Strategy
We apply a strategic approach to the investment, development and delivery of new and improved technology to support the achievement of the organisation’s outcome for Government.
We have reached a peak in our investment cycle, completing key investment in the refurbishment of our leased office space and the continuation of the modernisation of our ICT systems. As a result of the projected financial impacts of the COVID-19 pandemic, we have reduced our capital investment budget in 2020-21 and are focusing on critical activities that transform service delivery for the benefit of our customers, reinforce the agency’s strong security culture and consolidate work on our IP data platform.
Over the coming decade as our existing assets depreciate and the immediate impacts of the COVID-19 pandemic diminish, we are likely to build our cash reserves towards the next peak in the investment cycle (approaching 2030). It is possible that changes in investment trends (for example, towards software as a service ) could disrupt this cycle and we will adjust the capital and operating cost plans to reflect this as required. Key areas of capital investment over the reporting period include:
- Improvements to our patents administration systems.
- Uplifting the agency’s cyber-security stance.
- Continued development and enhancement of data analytics capabilities.
- Supporting the IT Strategy 2022.