IP Australia Corporate Plan 2016 - 2020

 

 

Vision

 
 

VISION:

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

 
 

 

 

 

Purposes

Provide an effective framework for protection of innovative products and brands which creates a secure environment for investment and technology diffusion

 

Provide incentives for undertaking research and development

 

 

Promote the disclosure of discoveries and follow-on generation of ideas

 

 

Enable firms to build brand value and business reputation which in turn contributes to improved consumer confidence

 

 

 

Objectives

IP Administration and professional registration

Increase awareness of the IP system

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

Build the capability of our people and our organisation

 

 

Accountable Authority Introduction

As Director General and Accountable Authority for IP Australia, I am pleased to present our 2016-17 Corporate Plan, which covers the period 2016-20, as required under section 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

The Plan outlines the steps 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.

As we enter 2016-17, IP Australia has a sound financial outlook, over 1000 highly capable and committed staff and a high level of trust and support from our external stakeholders.

However we operate in a dynamic environment. The Productivity Commission review of IP arrangements in Australia, which is due to report in September, is a significant policy initiative by government that will undoubtedly change aspects of the work we undertake as an agency. Similarly, the government’s agenda on shared and common services and an expectation that the public service should be more innovative are challenging us to change and improve the way we work.

Against this backdrop, we must continue to deliver effectively on our core business and deliver ongoing improvements to our customers. This Plan outlines the key work of IP Australia against four themes. It details how we will measure our success and sets out the activities we will undertake to drive improvements in our business. The four themes are: IP administration and professional registration; increase awareness of the IP system; shape the IP system domestically and internationally to serve Australian innovation and business; and build the capability of our people and organisation.

In the year ahead we will be able to deliver significant reforms in the following areas: an improved Trade Mark and Designs search capability; an IP Counsellor in China to support Australian export businesses; greater insights into IP Statistics as the host of the OECD IP Statistics for Decision Makers Conference; and improvements to our customer service and engagement in line with the principles set out by the Digital Transformation Office. We have a further program of reforms and service improvements schedule for delivery over the period of this Plan.

Moving forward we have three main areas of focus in building the capability of our people and organisation:

  • Core Business Reform - A multi-year initiative focused on reform of our core ICT systems through the Rights-In-One (RIO) Programme, which is supported by a legislative change programme, use of new technology and innovative business models.
  • People and Place - Seeking to deliver a contemporary operating environment for our staff through facilities, technology and new ways of operating. This includes seeking a more flexible and contemporary work environment with better staff amenity, increasing our remote and home-based workforce and promoting a stronger performance management culture through the launch of our ACHIEVE program.
  • IP Australia Future State - This articulation of where we want to be in 10 years and the roadmap to get us there will be informed by the outcomes of the Productivity Commission Review and government response. 

2016-17 is shaping up to be an exciting and challenging year for IP Australia. I look forward to realising the improvements we have planned and continuing our work to build a world leading IP system which contributes to Australia’s prosperity.

Patricia Kelly
Director General
IP Australia

 

Purpose

IP Australia is the entity responsible for administering Australia’s IP rights system, specifically Patents, Trade Marks, Designs and Plant Breeder’s Rights. Our customer base is broad encompassing business, legal professionals, entrepreneurs and self filers, to research institutions and global IP offices.

Our purposes are to:

 
Provide an effective framework for protection of innovative products and brands which creates a secure environment for investment and technology diffusion

 

 
Provide incentives for undertaking research and development

 

 
Promote the disclosure of discoveries and follow-on generation of ideas

 

 
Enable firms to build brand value and business reputation which in turn contributes to improved consumer confidence

 

 

To support our business and the delivery of effective and efficient IP rights administration, we are committed to building the capability of our people and providing value for money across our corporate and enabling services.

The high profile improvement initiatives we plan to deliver over the next four years are captured in our priority performance monitoring. Core business is reflected in Group Operational Plans, with regular monitoring and reporting as part of our internal governance structure.

Our Customer Service Charter outlines the minimum acceptable quality levels and service timeframes we strive to meet for the IP rights we administer. Internal monthly monitoring is provided to business groups and external reporting made available each quarter. In 2016-17 we will renew our Customer Service Charter commitments to ensure we are delivering excellence across our service offerings, passing on efficiencies, and incorporating the availability of digital channels as we release new and improved external facing systems.

Each year IP Australia forecasts expected demand for examination and registration services across a four forward year period (Planned Service Delivery). This supports ongoing agility in our workforce modelling, efficiencies in our cost recovery framework, and transparency in our internal and external reporting.

 

Operating Environment

As global markets continue to expand, the role of IP rights is becoming increasingly important. The greater global demand for intangible assets has increased the need for inventors to seek protection in multiple countries. It is critical that the IP system in Australia adapts to the changing innovation landscape to serve Australian innovation and business both domestically and internationally.

Emerging risks and opportunities we need to respond to

Changing technology landscape

The changing technology landscape continues to provide opportunities for our business operations of IP rights administration, publication and awareness. These opportunities are within the continued pressure to reduce real expenditure while providing better services to meet growing customer expectations.

Emerging trends such as increased connectivity and the Internet of Things (IoT) provide opportunities in better accessing and leveraging relevant information and system/services to effectively enhance user experience. Artificial Intelligence (AI) is maturing, presenting valuable assistance in improving automated business processes; and identifying customer needs and preferences – essential for supporting changing customer engagement. Big Data reveals deeper and broader insights for IP examiners and the public through the provision of open and comprehensive business and IP related data to underpin evidence based decision making.

While enjoying these opportunities, we also face challenges in compliance with the Whole of Government (WoG) requirements, including cost-effective sourcing of technology; reliable and secure information and a strategic approach to managing and sharing data.

 

Productivity and efficiency

Our objective is to deliver IP rights at an internationally comparable cost while supporting Australian businesses. In 2016, the Productivity Commission undertook a review of the Australian IP system and considered whether Australia’s current IP arrangements provide an appropriate balance between access to ideas and products, and encouraging innovation, investment and the production of creative works. The draft report contains a number of significant recommendations that have the potential to affect IP Australia and the IP rights systems over the coming years.

We will maintain our focus on maximising the efficiency and effectiveness of our organisational support capabilities, exploring opportunities for shared and common services and strengthening our internal and external performance reporting.

IP Australia supports the Government’s Innovation Agenda and its commitment to establishing Australia as a leading innovation nation. IP underpins this agenda.  IP Australia will utilise its specialist skills and knowledge to support Australian businesses, researchers, universities and the community to create new and innovative products and services, and increase efficiency and productivity.

 

A changing workforce

Disruptive innovation and new business models will create opportunities and challenges for the IP Australia workforce. New technologies, data analytics and social networks are having a big impact on how people communicate, collaborate and work. Our commitment to build staff capability and support flexible work practices as part of our Strategic Workforce Plan will be crucial in attracting and retaining a highly capable and engaged workforce.

The Government in the 2015-16 Budget made a commitment to maintain the size of the general government sector at around or below 2006-07 staffing levels. For IP Australia, this means managing within our 2016-17 staffing allocation, which is 1054 ASL (average staffing level). In the face of growing demand for our services this means that we need to leverage opportunities through the shared and common services agenda, promote efficient work practices and embrace productivity enhancing innovation.

 

Quality framework under ISO 9001

Implementing an internationally recognised best practice approach to our business is an important part of our relationship with our customers. IP Australia is one of the first IP offices in the world to achieve ISO 9001:2008 certification for our core search and examination services.

Our ongoing compliance with a quality management system is central to our delivery of IP rights administration and professional registration. Over the next four years we will look to embed quality principles across the remaining corporate aspects of our business as part of our approach to building the overall capability of our people and our organisation.

 

Environmental Management System Certification ISO 14001

The Environmental Management System is an international best practice standard for managing an organisation’s impact on the environment. IP Australia is one of the first IP offices globally to achieve an Environmental Management System certification.

We are committed to minimising our impact on the environment, being environmentally responsible and using resources sustainably.

 

Priority performance monitoring

IP administration and professional registration

Performance criteria for each year Target for 2016-17 Target for forward years
High quality search and examination for each IP right

All minimum acceptable quality levels (AQLs) are achieved for all IP rights

Consistency of IP rights examination decision making is improved as evidenced by periodic consistency exercises and longitudinal customer survey feedback

As per 2016-17
Deliver IP rights and services that are responsive to stakeholder needs The Customer Service Charter timeliness commitments are achieved for all IP Rights. As per 2016-17
Customers provided with reliable digital channels The Customer Service Charter for digital channel availability commitments are achieved As per 2016-17

 

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
STRATEGIES
2016-17

Implement primary outcomes from the review of IP Australia’s quality management system

Benchmark Trade Mark (TM) demand forecasting against other IP offices

Deliver improved TM and Designs search capability

Implement new IP rights data analytics capability to support automation of internal reporting

Implement the pre-examination processing model to deliver internal process efficiencies and greater flexibility for customers

Explore alternative TM business model to improve cost effectiveness of the TM system for applicants

Implement improvements to the TM Headstart service to deliver internal process efficiencies and greater flexibility for customers

Redesign eServices in line with the Digital Transformation Office (DTO) Agenda

Work with the TM and Designs, and Patents Consultative Groups to better understand customer needs

Apply behavioural economics to customer interaction points to better design service delivery pathways

Revise Customer Service Charter Commitments

Launch IP Neural Open-data Visualisation and Analysis (IP NOVA) tool to support informed use of the IP system and self-service of IP Australia data

2017-18

Deliver base capability for improved TM case management

Refine model for TM demand forecasting

Review Patent business processes to identify opportunities for improvement

Deliver improvements from IP Australia’s ICT Strategy and where possible utilise the DTO Digital Marketplace

Commence eServices rebuild

2018-19

Agree the business case for redevelopment of Patents and Plant Breeder’s Rights (PBR) case management capability

Review TM business processes to identify opportunities for improvement

Finalise and embed IP Australia’s refreshed eServices model Develop a new targeted research program to review customer segments and their information preferences
2019-20

Deliver base capability for Patents and PBR case management

Review Designs and PBR business processes to identify opportunities for improvement

SPONSOR

DDG IP Rights Division

DDG Policy & Corporate Division

GM BIMSG

DDG IP Rights Division

DDG Policy & Corporate Division

 

 

Increase awareness of the IP system

Performance criteria for each year Target for 2016-17 Target for forward years
Public awareness of IP rights through available information services

Evaluation of campaigns conducted in 2015-16 illustrates they were effective

Evaluation of campaigns conducted in FY illustrates they were effective
Establish performance indicators through a baseline study of our stakeholder and customers on education, awareness and satisfaction with IP Australia services Establish performance indicators for measuring level of education, awareness and satisfaction of IP Australia’s customers and stakeholders, and benchmark performance Annual increase on 2016-17 benchmark

 

STRATEGIES Facilitate informed use and understanding of the IP system
STRATEGIES
2016-17

Enhance online information and tools in line with customer feedback to support greater understanding of IP

Enhance customer intelligence measures to drive and inform business direction

Establish IP Counsellor in China to support Australian business innovation in China

2017-18

Deliver new and improved collaboration aids for universities and business

Embed customer survey mechanisms into transaction points to deliver ongoing customer intelligence and inform future refinements

2018-19 Renew four-year External Communication Strategy to ensure information sharing is prioritised, targeted and evaluated
2019-20

Review digital presence and evaluate effectiveness

Review IP Counsellor in China program

SPONSOR GM PCG & GM PGG

 

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

Performance criteria for each year Target for 2016-17 Target for forward years
Effectively support key Australian Government agendas, including the:
  • innovation and regulation reform agendas
  • commitment to provide a solid platform for Australia’s international engagements, support of free trade agreements and capability building

Enhance and promote IP Australia’s supporting products and services, including the IP Toolkit for Collaboration, Source IP, IP Government Open Data and the Patent Analytics Hub

Explore further opportunities to provide supporting products and services

 

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 Promote work sharing through international collaboration Influence, develop and reform international policies, treaties, arrangements and standards
STRATEGIES
2016-17

Contribute to a Government Response to the Productivity Commission’s (PC) inquiry into Australia’s IP arrangements

Progress the IP Laws Amendment Bill

Undertake necessary legislative processes on IP regulation subject to sunset clauses

Complete policy research in IP finance and insurance to support Australian businesses

Undertake research to influence IP matters relating to the proposed EU-Australia Free Trade Agreement (FTA) Host the Organisation for Economic Co-operation and Development (OECD) IP Statistics for Decision Makers Conference Deliver a joint report on the Inter-Office Quality Audit of the Vancouver Group to inform future work on quality of IP rights Attend and contribute to the regional comprehensive economic partnership (RCEP) and other FTA negotiation rounds
2017-18

Develop and implement IP changes and improvements following the PC inquiry

Implement relevant harmonisation initiatives from international IP Offices (WIPO, IP 5, Group B+ and Vancouver Group)

Deliver analytics projects for publicly funded research organisations and universities to inform their research programs Implement improved IP rights training and assistance programs in the region Investigate opportunities for expansion of quality benchmarking activities with offices outside of the Vancouver Group Attend and contribute to FTA negotiation rounds in relation to IP matters
2018-19 Progress legislative changes to further streamline IP processes for Patents and PBR, subject to new IT implementation timeframes Use live data analytics to provide automated decision-tools for IP Australian innovators Collaborate with the European Patent Office (EPO) on patent training initiatives to deliver benefits to IP offices in the Associations of South East Asian Nations (ASEAN) region Expand membership of the World Intellectual Property Organization (WIPO) Centralised Access to Search and Examination (CASE) and deliver effective public access to WIPO CASE
2019-20 Identify and progress opportunities for IP system improvement from evaluation results of the Raising the Bar Act reforms Implement an on-line platform for policy consultation and evaluation using legal, policy and data streams Continue to strengthen relationships and build capability in the ASEAN region consistent with the new ASEAN Economic Cooperation Support Program (AECSP) Renew the Memorandum of Understanding with the EPO to continue the focus on worksharing initiatives Support the election of a suitable candidate for WIPO Director General to continue positively guiding WIPO’s strategic direction of delivering a balanced and effective international IP system
SPONSOR GM PGG GM PGG GM PCG & GM PGG GM PGG GM PGG

 

 

Build the capability of our people and our organisation

Performance criteria for each year Target for 2016-17 Target for forward years
Staff engagement levels as measured by the State of the Service survey and internal pulse checks

Engagement performance improves 2.5% on 2015-16 benchmark

Annual increase on 2016-17 benchmark, with targets to be determined each FY to improve or stabilise performance
Leadership ratings from the State of the Service survey Leadership performance improves 2.5% on 2015-16 benchmark Annual increase on 2016-17 benchmark, with targets to be determined each FY to improve or stabilise performance
Customer satisfaction with service provision of IP Australia as measured by the Customer Satisfaction Survey Customer satisfaction is benchmarked as part of renewed 2015-16 survey Annual increase on 2016-17 benchmark, with targets to be determined each FY to improve or stabilise performance
Enhance integrity and availability of IP Australia’s data Framework for Data Management in line with Digital Continuity 2020 is established Actions identified as a result of Digital Continuity 2020 are finalised
ICT environment is simplified and secure Agreed ICT environment simplification initiatives for 2016-17 realised and no adverse ICT security audit issues are identified Agreed ICT environment simplification initiatives for each FY are realised and no adverse ICT security audit issues are identified

 

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
STRATEGIES
2016-17

Implement agreed recommendations from the evaluation of progress against the APSC Agency Capability Review

Review examination production models and incentive schemes to drive IP rights staff engagement and efficiency

Champion and embed the
ACHIEVE performance framework and online support tools for staff and managers

Implement recommendations from the review of IP Australia’s Quality Management System

Review and refine IP Australia’s Strategic Workforce Plan and monitoring framework

Extend scope of ISO 9001 Quality Certification to ICT support

Continue to support the Government’s shared and common services agenda by pursuing shared service arrangements where possible

Update a live version of IP Government Open Data accessible through an application programming interface (API)

Enhance IP Australia’s approach to the management of data and information governance frameworks in line with Digital Continuity 2020

Develop and implement a cloud first policy for IP Australia

Review IP Australia’s banking services

2017-18

Develop long term attraction strategy for science and engineering graduates

Develop revised telework strategy aligned to future business models

Implement refinements to examination production models and incentive schemes

Implement revised agency wide recruitment strategy

Develop an integrated workforce plan for data analysts and quality officers in line with national standards

Refine IP rights support staff workforce planning strategies to deliver 10% efficiencies year on year
2018-19 Commission external evaluation of IP Australia’s engagement strategy to identify improvements Deliver updated four-year learning and development strategy to support future business needs and address skills gaps Explore SAP and finance transition solutions as part of the Government’s shared and common services agenda

Finalise migration of information to digital format across IP Australia

Review information, systems and processes to ensure they are interoperable and meet business need

2019-20 Explore renewal of accommodation lease options Evaluate the effectiveness of the ACHIEVE performance framework and action improvements
SPONSOR GM PCG GM PCG DDG Policy & Corporate Division DDG Policy & Corporate Division

 

 

 

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

Regulator performance framework

The regulatory 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 performance against other regulators, share lessons learnt and work together to reduce the overall regulatory burden on Australian individuals and businesses. 

IP Australia’s indicators have been selected to ensure:

  • high quality services are provided in a timely way
  • communication is clear, meaningful and timely
  • compliance standards are transparent
  • ongoing stakeholder engagement to improve the way we work.

IP Australia’s annual self-assessment will be conducted in consultation with our Stakeholder Forum in the first quarter after the end of the previous financial year with results published externally in the second quarter. The Stakeholder Forum provides external oversight of our regulatory performance.

 

 

Determine the required workforce profile and capacity needed to meet our customer service charter requirements

Planned service delivery

IP Australia forecasts the expected demand for our services based on historical application trends and public commitments for quality and timeliness. From here we determine the required workforce profile and capacity needed to meet our Customer Service Charter requirements.

The table below outlines the expected demand and supply of examination and registration services over four forward years.

 

Deliverables 2015-16 2016-17 2017-18 2018-19 2019-20
Revised budget Predicted units Forward year 1 Forward year 2 Forward year 3
Receipt of applications
Patents 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 Services
Patents 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 Service
Professional Standards Board 1,480 1,490 1,505 1,520 1,530

 

 

 

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

Cost recovery

IP Australia’s expenses for each IP right are forecast utilising an Activity Based Costing model. This allows for the attribution of costs that are fixed in relation to the production of IP rights work units in each year (including overheads) to be added to the direct costs of examination/registration. IP Australia then forecasts customer demand to estimate the costs for each IP right and the revenues that will be generated through fees. We then assess the cost recovery position of each IP right and determine, normally on a four-yearly cycle of fee reviews, whether any fee changes are necessary to achieve a cost recovery position for the IP rights.

Further information on the breakdown of expenditure associated with each IP right can be found in IP Australia’s Cost Recovery Implementation Statement (CRIS).

The fee changes outlined in the current IP Australia CRIS 2016-17 are intended to maintain, but not significantly increase resources. IP Australia will continue the use of predictive modelling to determine potential changes in demand that will drive the projected expenses and revenues over the budget period. This will enable IP Australia’s longer-term strategy of promoting efficiency through adherence to cost recovery policy objectives, and keeping fee levels internationally competitive.

The table below outlines the total expenses for IP Australia, attributed to each of the five IP rights products using the Activity Based Costing Model (sourced from the CRIS) and then divided by the forecast service delivery total provided from the previous table (for the key products only). It provides a proxy of the average cost per unit for each of the IP rights. IP Australia charges customers via approximately 300 fees contained in IP rights regulations. IP Australia does not map actual costs to each of the separate activities underlying these fees, but rather aggregates costs to the overall IP right level (Patents, TM etc) for the purposes of cost recovery reporting and hence the proxy unit costs reported here.

 

IP Right Average cost per unit
2016-17 2017-18 2018-19 2019-20
  per examination
Patents $4,463 $4,720 $4,792 $5,172
  per examination
Trade Marks $877 $877 $898 $916
  per examination
Designs $3,330 $3,261 $3,165 $3,117
  per examination
Plant Breeder's Rights $7,657 $7,593 $7,521 $7,539
  per registration
Professional Standards Board $626 $629 $635 $647

 

IP Australia receives 98% of its revenue from fees set under IP rights legislation in accordance with Government’s Cost Recovery Guidelines. The life-span of the majority of rights we grant is a minimum 10 years for a trade mark, and up to 20 years for a patent (25 years in some cases). This means that IP Australia balances the fees it charges under legislation with the life-span of the rights, but does not charge the actual cost for transaction processing at the front-end. In addition to this, the non-examination/registration programmes delivered by IP Australia are attributed to the five cost recovery groups listed above, for the purposes of fully attributing costs to services delivered under legislation.

 

  • Patents – A typical applicant will pay less than the cost per examination for the first 10 years of the life of the right. The cost recovery balance is met on a per examination basis after the twelfth year under the fee schedule proposed for 2016-17. The increasing cost trend in the table reflects estimated volumes dropping in relation to an increase in compared to overall costs. Actual results will be presented in the 2017-18 Performance Statement.
  • Trade Marks – A typical applicant will pay less than the cost per examination of an application for the first 10 years of the life of the right. The cost recovery balance is met if a renewal payment is made after 10 years. The increasing cost trend reflects estimated volumes increasing at a lower rate than compared to overall costs. Actual results will be presented in the 2017-18 Performance Statement.
  • Designs – A typical applicant will pay less than the cost per examination of an application for the first five years of the life of the right. The cost recovery balance is met if a renewal payment is made after 5 years. Designs is cost recovered in combination with (subsidised by) the TM services as they are delivered under the same Business Group structure within IP Australia. This arrangement allows for the fees for Designs to be kept relatively low, given the small volume of applications received. The decreasing cost trend reflects estimated volumes increasing at a higher rate than overall costs. Actual results will be presented in the 2017-18 Performance Statement.
  • Plant Breeder’s Rights – A typical applicant will pay less than the cost per examination of an application for the first 10 years of the life of the right. The cost recovery balance is met if a renewal payment is made after 10 years. PBR is cost recovered in combination with (subsidised by) the Patents services as they are delivered under the same Business Group structure within IP Australia. This arrangement allows for the fees for PBR to be kept relatively low, given the small volume of applications received. Actual results will be presented in the 2017-18 Performance Statement.
  • Professional Standards Board – A typical applicant will pay less than the cost of registration of an application. Renewal fees help to offset the ongoing costs of maintaining the register and associated functions under legislation. Actual results will be presented in the 2017-18 Performance Statement.

 

Capability

Strategic Workforce Plan

IP Australia’s 2015-18 Strategic Workforce Plan provides the platform to enable our workforce to deliver on the outcomes identified in our Corporate and Operational Plans.

The Strategic Workforce Plan outlines four areas of focus that have been designed to ensure IP Australia continues to have a capable, robust and adaptable workforce into the future:

  • attracting and selecting the best people
  • skilling, motivating and retaining quality people
  • transitioning our workforce in response to business innovation
  • enhancing our flexible work environment.

IP Australia’s business and workforce planning cycles operate concurrently to ensure we have the appropriate workforce profile and skill set across our organisation to deliver on our commitments each year.

** Our internal and external communication plans underpin the work we do across IP Australia

 

The Strategic Workforce Plan is evaluated and monitored on an annual basis to ensure the strategies and initiatives are meeting the desired outcomes and continue to support our business. The Plan will be refreshed in 2016-17 after two years of operation, to ensure we have the right attraction, retention, flexible working and capability building strategies in place to best serve our customers’ needs and support our people.

 

 

 

Supporting a customer demand focussed business model

ICT Strategy

IP Australia’s 2016-18 ICT Strategy defines how we will use information and communications technology (ICT) to achieve the commitments outlined in our Corporate and Operational Plans.

The ICT Strategy has been developed to support a customer demand focused business model and incorporates actions that seek to:

  • ensure customers continue to be provided with reliable digital channels
  • deliver new ICT capabilities to enable current and future business needs
  • consolidate, harvest and leverage data to gain new business insights
  • ensure the agency’s ICT environment is simplified through a mixture of rationalisation and retiring of legacy systems
  • provide timely and cost effective ICT solutions now and into the future
  • advise the business in all strategic technology aspects
  • leverage opportunities that emerge in the global technology landscape
  • ensure that government and partnership obligations are met.

The ICT Strategy is used as a foundation for the prioritisation of ICT initiatives identified by the business. IP Australia’s Capability Roadmap is a key tool in identifying where our ICT environment has capability gaps in its ability to effectively and efficiently support business owners, and how gaps will be addressed in the broader agency context. These controls ensure a clear alignment with our business and workforce planning priorities.

The ICT Strategy is monitored and reviewed twice annually in the context of the evolving IP Australia's Capability Roadmap and IP Australia’s Investment Plan. Each review will include an environmental scan of emerging business needs, architectural directions, relevant industry innovations and Whole of Australian Government (WoAG) policy changes or lessons learned.

 

 

A strategic approach to investment, development and service delivery

Capital Investment Strategy

IP Australia is committed to applying a strategic approach in the investment, development and delivery of new and improved technology. IP Australia will transform service delivery, infrastructure and building works for the benefit of staff, customers and external stakeholders.

This approach guides IP Australia’s capital management planning and investment strategies that support the achievement of the organisation’s outcome for Government.

IP Australia will continue to invest in enhancing ICT systems that improve internal business processes, systems and administrative arrangements while enhancing the user experience for our customers.

This program of work will lead to the replacement of IP Australia’s IP rights administrative systems with a single case management system (Rights In One, or RIO). IP Australia will also explore the potential benefits from investing in other forms of cutting edge technology, with the intent of discovering new service delivery models, innovative ways of engaging with customers and streamlining search and examination functions. Specific areas of focus include:

  • the implementation of unified communications capability which will enhance our staff use of and experience with mobility and teleworking solutions
  • progressive upgrades targeting rationalisation of hardware and use of cloud services.

 

 

 

 

 

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

 

Risk Management and Oversight Systems

Risk Management Framework

Effective risk management is an essential element of good corporate governance and integral to a high performance organisation.

IP Australia’s Risk Management framework is consistent with the Commonwealth Risk Management Policy and the Australian and New Zealand Risk Management Standard ISO 31000:2009, Risk management—principles and guidelines.

In 2016-17, IP Australia will be focused on reviewing its risk management framework to ensure a consistent approach to managing risk across IP Australia.

The framework ensures:

  • there is a clear mandate and commitment expressed for risk management
  • effective communication with all stakeholders about how we manage risks
  • appropriate structures, resources and accountabilities are in place
  • risk is being monitored, measured and reported
  • gaps are identified, and improvements are actioned.

The Director General has overall responsibility for ensuring an effective risk management framework is in place. IP Australia’s Audit Committee provides independent advice and assurance to the Director General on the system of risk oversight and management; and the system of internal control. Employees are expected to understand and manage the risks within their span of control and boundaries of authority when making decisions and undertaking day to day activities.

Governance structure

The overall legal accountability for IP Australia’s performance and compliance with regulatory requirements rests with the Director General under the Public Governance, Performance and Accountability Act 2013 and the Public Service Act 1999. IP Australia’s governance structure outlines the key decision making and advisory committees established to advise and support the Director-General in discharging responsibilities.

These committees promote transparency, accountability and integrity as well as encouraging efficient and ethical behaviour in all staff. More information on the role and function of each committee including supporting documentation and records are made available on IP Australia’s intranet and is coordinated by a central secretariat function.

 

IP Australia - Governance Structure

IP Australia - Organisation Chart

 
Copyright

All content in this publication is provided under a Creative Commons Attribution 4.0 International (CC BY 4.0) licence, with the exception of:

  • the Commonwealth Coat of Arms
  • IP Australia’s corporate logo
  • photographs of our staff and premises
  • content provided by third parties – including photographs, logos, drawings and written descriptions of patents and designs.
Third party copyright

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Permission may need to be obtained from third parties to re-use their material.

© Commonwealth of Australia 2016

Attribution

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Licensed from the Commonwealth of Australia under a Creative Commons Attribution 4.0 International Licence.

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