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IP Australia Corporate Plan 2019-20

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ContentsAccountable Authority introduction ........................................................................................... 4

Introduction .................................................................................................................................. 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 ........................................................................................................................ 20

Capability ....................................................................................................................................21

Planning and reporting framework ........................................................................................21

People Plan ............................................................................................................................ 22

International Engagement Strategy ...................................................................................... 23

IT Strategy 2022 .................................................................................................................... 24

Capital Investment Strategy .................................................................................................. 25

Risk management and oversight .............................................................................................. 26

Governance structure ........................................................................................................... 27

IP Australia - Executive Management Board and Responsibilities ..................................... 28

Accountable Authority IntroductionAs the Accountable Authority for IP Australia, I am pleased to present our 2019-20 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 Strategic Roadmap to 2030.

IP Australia is committed to delivering world leading IP services that are modern, effective and efficient to ensure all Australians benefit from great ideas. 2019-20 will see us continue to modernise our capabilities. Through innovative solutions we will continue to pursue productivity and quality improvements to underpin our transformation to a customer-focused agency.

Innovation continues to be the cornerstone of our operations. IP Australia does more than just support business, creatives, entrepreneurs and inventors in protecting their creations. We need to continually reinvent and transform our systems and processes, acting as a test-bed for innovation across the APS. Our focus on delivering new and improved customer-centric, digitally driven solutions has never been stronger.

We are committed to meeting customer expectations for high quality and timely IP rights administration and registration. In 2019-20, we will implement simplified quality standards to embed principles of continuous improvement across search and examination. We will also trial new performance-setting arrangements for examiners to boost motivation and productivity. The review of the Australian Designs System will continue in collaboration with stakeholders, identifying requirements for reform and developing a future strategy.

We will revisit our Customer Service Charter in consultation with stakeholders to ensure our measures and targets continue to drive outcomes that meet customer need. Having the right performance information drives responsible stewardship. This underpins our commitment to accountability and evidence-based leadership across our operations.

We are professionalising how we manage, curate and make the most of our data assets. We recognise the power of data and evidence to support meaningful metrics for short- and long-term transformation success. Our IP Data Platform provides data and infrastructure to support our business planning, decision-making and collaboration with external users to position IP Australia as a leader in the provision of IP data and analytics.

We will deliver government leading digital services, ensuring we suit our customers preferences and meet their expectations. We delivered our new Rights in One administration system for trade marks in late 2018 and are now looking ahead to the replacement of our patents administration system through the Patents Modernisation Initiative.

We are starting to reap the benefits of our Future Way of Working program, which will see increased collaboration and productivity among our staff in activity based working environments. We will continue to implement best practice workforce planning to ensure we attract the best and brightest minds, provide challenging opportunities to develop leadership and management skills, and reinforce our position as leaders of IP rights administration in the region.

Our people remain our greatest asset. We will continue to invest in talent and capability development to build the workforce of the future. By encouraging diversity of thought and a culture of curiosity we inspire leadership and accountability at all levels.

Michael Schwager

Director General IP Australia

4

IP AUSTRALIA STRATEGIC ROADMAPEnsuring Australians benefit from great ideas

HORIZON 1: 2018-22Invest and Innovate

OPERATIONAL EXCELLENCEHigh 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 EXCELLENCEHigh performing customer services that support our core business

TECHNOLOGY AND BUSINESS PROCESS• 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 ADDOur 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

5


HORIZON 2: 2022-26Develop and Deliver


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


TECHNOLOGY AND BUSINESS PROCESS• 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


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

6


HORIZON 3: 2026-30Lead and Influence


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


TECHNOLOGY AND BUSINESS PROCESS• 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


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

7

IP Australia

OUR VISIONPROVIDES A PICTURE OF WHAT WE

ULTIMATELY WANT TO ACHIEVECreating a world leading

IP system buildingprosperity for Australia

OUR OBJECTIVESOUTLINES HOW WE WILL ACHIEVE OUR PURPOSE, AND HOW WE ORGANISE

OUR WORK

OUR PURPOSECOMMUNICATES WHY WE EXIST AND INFORMS THE BASIS OF ALL OUR WORK

Ensuring Australiansbenefi t from great ideas

OPERATIONAL EXCELLENCEHigh performing core business and internal

operations

SERVICE EXCELLENCEHigh 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

IntroductionEnsuring Australians benefit from great ideas - our 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 vision is to create a world leading IP system building prosperity for Australia.

Our purpose, to ensure Australians benefit from great ideas, is central to all 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.

We deliver on our responsibilities by focussing on our three strategic objectives of Operational Excellence, Service Excellence and Value Add.

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Operating environmentAs 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.

Businesses and markets acknowledge the extent to which IP underwrites their value. We see this in the level of company value ascribed to IP assets when companies are sold or invested in. We see it in the range of legal actions relating to IP (particularly by large technology companies) demonstrating a determination to protect their intellectual assets. We also see it in the international trade agenda, where IP is increasingly a key focus of negotiations.

Within governments also there is an increased awareness that IP is an important economic asset which can generate growth, jobs and innovation by encouraging trade, investment, research and development, and technology diffusion. 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.

A fit-for-purpose Australian Public ServiceIn 2018 the Government announced an independent review of the Australian Public Service (APS) to ensure the APS is fit-for-purpose for the coming decades. The review has been tasked with examining the capability, culture and operating model of the APS, to ensure the future APS is agile, innovative, adaptable and an employer of choice, delivering high quality policy advice, regulatory oversight, programs and services.

The review’s draft report was released in March 2019. The draft report recognises the opportunities that enhanced use of data, artificial intelligence (AI), machine learning (ML) and automation present and a growing expectation from citizens for personalised and automated delivery of services. Through our IT Strategy 2020 we are well placed to embrace the new technologies and IT skills necessary to meet customer expectations in an increasingly digital and data-driven world.

When the final report is delivered, later in 2019, we will work with colleagues across the APS to implement the recommendations and build an APS that is fit-for-purpose into the future.

Global demand for IP rights continues to rise The Australia Intellectual Property (IP) Report 2019 indicates that Australians are increasingly using the IP system and there is growing demand for all four IP rights. The report shows a record number of trade mark applications in 2018, with Australian residents as the majority of applicants. However, the number of applications overall is growing due to an increasing number of non-residents applying. In contrast, the majority of applications for standard patents were from non-residents.

In line with the potential provided by global markets, businesses are now increasingly likely to file for IP protection outside of their country of origin and register an IP right with multiple IP offices. Australians file many more applications for IP rights overseas than in Australia, reflecting a healthy interest in entering export markets.

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.

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Technology drives fast-paced change and opens opportunitiesHand in hand with economic globalisation we continue to witness 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.

Rapid developments in device connectivity, computing power, artificial intelligence and data capacity are fuelling growth in digital technologies, with implications for IP functions and processes. Digital technologies provide us with options for more efficient administration, examination, monitoring and enforcement of IP rights.

The way we interact with each other has also increasingly moved online. Customers expect leading-edge online services to facilitate their use of the IP system. Digital service platforms are more important than ever and provide a powerful platform for us to interact with our customers.

IP Australia is pursuing the opportunities presented by these developments, as they rapidly transform business and policy environments with the potential for both positive and disruptive change.

We are increasingly utilising smart analytics and improved data holdings to innovate and find efficiencies in how we conduct our work and improved methods to gain insights on our data. 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.

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Academia & Research Organisations

Universities, CSIRO and other research bodies

IP Australia

Start-ups & SMEsStart ups and small to medium enterprises(predominantly Australian businesses)

IP & Business Peak BodiesIPTA, other IP business andpeak bodies

CustomersIncludes many large and

foreign businesses

Australian GovernmentMinisters, Parliament, DIIS, ASIC,ATO, DFAT, DAWR, DCA, Austrade, ACCC

InnovatorsInventors, Designers and

Entrepreneurs

WIPO & International IP OfficesWIPO and other international IP Offices,including CIPO, USPTO, EPO

Attorneys & Legal Practitioners

IP Attorneys and other IP professionals

General Public

Stakeholders are central to our prioritiesIP 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 to 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.

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Strategic objectivesOperational Excellence – high performing core business and internal operationsIP Australia will continue to focus on meeting customer demand in line with our Customer Service Charter commitments.

We will ensure that our in-house quality system supports continuous improvement of our services and processes, provides positive customer outcomes and helps ensure that we continue to meet customer expectations. We will focus on finding efficiencies in our processes, better utilise the technical expertise of our workforce, and actively invest in smart tools to support high quality examination.

In 2019-20 we will be conducting a Fee Review to ensure we remain compliant with the Australian Government Charging Framework. The review will consider the Government’s response to recommendations from the Productivity Commissions Inquiry into Australia’s Intellectual Property Arrangements, how the structure of our fees drive the quality of IP applications and where we are placed in a competitive global marketplace.

In 2019-20 we will implement IP Australia’s Capability Framework which defines the required capabilities of staff and job roles to ensure we have the right skillsets to deliver for the government and our customers. This work is complemented by the pilot trials currently underway to test new ways of managing and measuring examination work and motivating staff in production areas.

To create a better workplace, we will equip staff with the knowledge and ability to maximise the benefits of an activity-based work environment. This will include providing opportunities to better collaborate across the organisation using technology solutions. Our people will be supported by policies and practices to enable them to be more flexible when and where they work. This aims to ensure positive organisational outcomes and the attraction and retention of highly skilled staff.

Service Excellence – high performing customer services that support our core businessWe are dedicated to driving economic growth by encouraging engagement with our IP system through targeted education and awareness strategies. We will continue to explore new technologies to remain current with global trends in IP service delivery.

As part of our commitment to deliver new and improved customer-centric, digitally driven solutions, 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.

In alignment with the IT Strategy 2022, IP Australia is committed to delivering world leading digital IP services that are modern, effective and efficient to ensure all Australian’s benefit from great ideas. We will focus on modernising our ICT platforms and environments to better support customers. We will lead in leveraging AI and machine learning to support more efficient and effective capabilities.

In 2019-20 we will continue work to redevelop our transactional and digital channels using newer technology and approaches to facilitate improved customer interactions with IP Australia. A key component of this is the modernisation of our digital platforms through the Transactional Digital Services (TDS) program which enables customers and the software industry to harness our digital assets and create innovative and cutting-edge customer offerings.

IP Australia will investigate a modernised PBR systems platform to ensure that we continue to provide adequate and effective legal IP framework for the development of new plant varieties. This will ensure the agency continues to support Australian plant breeders, remains internationally competitive and improves efficiency in our business processes to provide enhanced customer experiences.

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Value Add – our expertise is leveraged to deliver value to the IP system, stakeholders and the broader economyIP Australia seeks to use its unique access to IP data and knowledge and expertise to add value in a range of ways. We will progress our Data Matters Strategy, ensuring that the right data is available to those who need it – anywhere and anytime. 2019-20 will see the expansion of the IP Data Platform. Following the successful public release of the IP Data Platform in April 2019, our vision is to build the Platform into a complete end-to-end analytics environment where the best available IP data from across the globe is available. The Platform provides expert data users access to an environment where they can model data to fit reporting requirements and deliver live dashboards that offer value to IP offices and the IP community. The Platform is a key component of IP Australia’s International Engagement Strategy and will build the agency’s profile as a global leader in data and analytics.

In 2019-20 the agency will commence a review program of the Australian Designs system. The aim of this is to build stronger relationships with customers and stakeholders by creating a better understanding of their motivations and experiences. Customer and stakeholder consultation will inform the development of research activities in to the system and how it might be improved to ensure it continues to meet the needs of customers and stakeholders into the future.

IP Australia will commence classification of Australian originating applications using the Cooperative Patent Classification (CPC) scheme. Becoming a CPC Classifying Office will strengthen IP Australia’s partnerships in direct alignment with our vision of creating a world leading IP system. We will develop advanced tools and structured databases that include a CPC search capability, leading to an increase in the value and quality of our patent data holdings.

IP Australia is seeking to improve Australia’s IP system to better promote the cultural integrity and economic potential of Indigenous Knowledge. Several new initiatives were identified through our stakeholder consultation in 2018-19. We will develop a workplan to progress these initiatives and commence consultation on priority initiatives during 2019-20.

The lens through which we operateIn 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 2019-20 Corporate Plan are outlined in the following performance monitoring section.

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Performance monitoring

PURPOSEEnsuring Australians benefit from great ideas

STAKEHOLDERS

STAKEHOLDERS

STAKEHOLDERS

• Maintain high customer satisfaction with the quality and timeliness of IP rights

• Provide effective and efficient trans-Tasman attorney registration

CORE BUSINESS

CORE BUSINESS

CORE BUSINESS

• Improve our business capabilities through reliable IP rights systems

• Improve IP Australia’s approach to the management and governance of data

WORKFORCE

WORKFORCE

WORKFORCE

• Modernise our accommodation and digital working environment to support and improve flexible, agile and innovative ways of working

• Improve the data literacy and analysis capability of our staff

• Improve public awareness of the IP system through tailored education products

• Digital services suit preferences of customers and exceed expectations

• Improve support for customers seeking to engage in international and domestic markets

• Increase the accessibility and quality of our data holdings




• Build the customer service capability and knowledge of our staff

• Encourage and facilitate innovation by our staff

15

Operational ExcellenceOutcome: 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

2019-20 2020-21 2021-22 2022-23

STAKEHOLDERS

Maintain high customer satisfaction with the quality and timeliness of IP rights

Customer Service Charter (CSC) and legislative commitments are met

Achieved

Agreed quality levels and standards for IP rights search and examination are met

Achieved

Overall customer satisfaction with IP Australia as an agency

90%+ overall customer satisfaction with IP Australia as an agency maintained in the customer satisfaction survey

Provide effective and efficient trans-Tasman attorney registration

Process applications within 15 working days from the date that the application complies with all of the registration requirements

Achieved

CORE BUSINESS

Improve our business capabilities, though reliable IP rights systems

Internal systems availability meets business need

Achieved

Improve IP Australia’s approach to the management and governance of data

Improve maturity and performance in information and data management

Information Management maturity meets or exceeds the Australian Government average in the National Archives of Australia Check-up PLUS Survey

WORKFORCE

Modernise our accommodation and digital working environment to support and improve flexible, agile and innovative ways of working

Maintain staff satisfaction with flexible, agile and innovative ways of working, and realise projected benefits

Achieved

Improve the data literacy and analysis capability of our staff

IP Australia data literacy results improve on 2017-18 benchmark

Achieved

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Service ExcellenceOutcome: 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 TARGET2019-20 2020-21 2021-22 2022-23

STAKEHOLDERS

Improve public awareness of the IP system through tailored education products

Satisfaction with public education, awareness and information products

90%+ of people and partners accessing our public education, awareness and information products are satisfied

CORE BUSINESS

Digital services suit preferences of customers and exceed expectations

Customer satisfaction with the reliability and effectiveness of externally facing ICT systems

85%+ of customers are satisfied with the reliability and effectiveness of externally facing ICT systems

WORKFORCE

Build the customer service capability and knowledge of our staff

Customer satisfaction with our staff

85%+ of customers are satisfied with our staff is maintained in the customer satisfaction survey

17

Value AddOutcome: 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

2019-20 2020-21 2021-22 2022-23

STAKEHOLDERS

Improve support for customers seeking to engage in international and domestic markets

Utility of value-added services to customers as measured by evaluation of key initiatives related to each strategy

Evaluation results of key initiatives shows we have maintained or improved on results from the previous year, benchmarked new initiatives, and used feedback to improve future service offerings

CORE BUSINESS

Increase the accessibility and quality of our data holdings

IP Australia is compliant with the PM&C Public Data Policy

Achieved

WORKFORCE

Encourage and facilitate innovation by our staff

IP Australia’s results for innovation exceed comparable APS agencies

Achieved

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Performance frameworkOur 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.

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

IP Australia’s measures of success against these 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.

The full suite of key performance indicators is available under our regulator performance framework. 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.

EnvironmentIP 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.

Through our ISO 9001:2015 certified Quality Management System (QMS) we identify and address process and practice improvements to our business in a systematic way to continue building the overall capability and efficiency of our people and organisation.

As part of our commitment to ensure that we continue to improve the way we deliver quality products and service to our customers that are of the highest standard, IP Australia is continuing with our multi-year “Examination Excellence” and holistic review of our Quality Review System (QRS) initiatives. We are committed to ensuring that our QRS supports quality products and drives optimal behaviours, while also maintaining our productivity. This work falls under our broader commitment to achieving “Examination Excellence” that will drive improvements and innovation in examination practice over the coming years.

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Production forecastEach 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 in relation to trade marks). The level of demand will put pressure on our ability to meet service charter commitments (in particular regarding timeliness in trade marks). In response IP Australia is focused on finalising important ICT initiatives which will improve our efficiency, while at the same time hiring additional examiners to keep up with demand. There is a timing difference inherent in the IP rights application/grant/renewals cycle in which additional costs are incurred early-on (for new ICT systems and additional examiners) in response to shifts in application volumes, and this is reflected below in the cost recovery section of the report.

Cost recoveryIP 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).

2018-19

ESTIMATED ACTUAL PBS FORWARD

YEAR 1 FORWARD

YEAR 2 FORWARD

YEAR 3

APPLICATIONS RECEIVED

Patents 32,876 32,216 30,023 30,136 29,154

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

Patent Cooperation Treaty (PCT) 3,070 3,075 3,107 3,137 3,157

Trade Marks (TM)1 79,952 83,821 86,893 89,934 92,889

Designs 7,897 8,046 8,167 8,280 8,401

REGISTRATION SERVICE

Trans-Tasman IP Attorneys Board 1,600 1,640 1,670 1,700 1,720

2019-20 2020-21 2021-22 2022-23

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EXTERNAL

INTERNAL

PORTFOLIOBUDGETSTATEMENT

ANNUAL REPORT

ANNUALPERFORMANCE

STATEMENTCORPORATE PLAN

& STRATEGIC ROADMAP

CAPITAL INVESTMENT STRATEGY

IT STRATEGY 2022

INTERNATIONAL ENGAGEMENT STRATEGY

PEOPLE PLAN

DIVISION OPERATION PLANS

INDIVIDUAL ACHIEVEMENT PLANS

CapabilityPlanning and reporting frameworkOur Corporate Plan is the entity’s 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 with our Corporate Plan, 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. The 2019-20 Corporate Plan covers the remainder of Horizon one (Invest and Innovate) and the first year of Horizon two (Develop and Deliver), as outlined in our Strategic Roadmap.

Internally, our business is reflected in Division 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. IP Australia’s primary focus is ensuring that we provide new and improved customer centric, digitally driven solutions, while continuing to deliver high quality and timely IP rights. In 2019-20, IP Australia will review the customer service charter in close consultation with stakeholders. One of our agency’s strategic risks is the failure to meet customer expectations. The review will be conducted in close partnership with customers to ensure the measures and targets we adopt continue to drive outcomes that meet customer needs. Our standards should represent the right balance between timeliness and quality and should focus on the products and services that represent the highest value for our customers. 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.

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Employee EngagementInvesting in people

Strategic LeadershipInvesting in our agency,its vision and values

Organisational CapabilityInvesting in our future

Collaboration, Innovationand InclusivityInvesting in our culture

Workforce IntelligenceInvesting in our data and analytic capability

People PlanIP Australia’s People Plan, 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 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 2019-20. These combined plans will define and clarify our future workforce needs and composition. They will provide evidence to inform our approach to meeting our future workforce needs and how we can best leverage the capability, motivation and engagement of the current 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 2019-20, 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 capability development and succession planning to identify, understand and feed our talent pipeline through embedding the Capability Framework in all stages of the employee life cycle

• developing workforce solutions underpinned by evidence-based decision making tied to workforce intelligence data

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SERVINGCUSTOMERS

PROMOTINGTHE MULTILATERAL

RULES BASED ORDER

SHARING ANDCOLLABORATING TOINNOVATE AROUNDTHE WORLD

SUPPORTINGAUSTRALIANS TO

TRADE OVERSEAS

INTERNATIONALISEInfluence and promote international standards

PROTECTION FOR EXPORTERSReduce risk and costsof pursuing IP rights

ACCESS TO IPMeet users’ needs in the

global environment

PARTNER IN INNOVATIONBuild policy and

leverage infrastructure

International Engagement StrategyThe International Engagement Strategy provides a long-term vision for IP Australia’s international policy and engagement through to 2030. The strategy focuses our forward investment and aims to position IP Australia to be able to respond dynamically to opportunities as they arise in the international environment.

In 2019-20, international policy engagement will primarily focus on three key issues:

1. International Data Offerings – Developing our IP Data Platform in partnership with IP Offices and international organisations to provide a powerful analytical environment for decision-making, economic and policy insights.

2. Support for Australian Exporters – Researching the IP protection and enforcement challenges facing Australian exporters to tailor information and support for IP rights holders.

3. 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 marks.

An overarching international policy engagement priority will be to continue to building and strengthening the multilateral system in the interests of Australian IP rights holders and users.

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EXTERNALDRIVERS

INTERNALDRIVERS OUR PRINCIPLES

BUSINESS CENTRIC

ADAPTABLE

SUPPORTIVE

VALUABLE

CONTEMPORARY

THE IT STRATEGY IS SHAPED BY THE LENS’ WE OPERATE THROUGH

IT WILL SUPPORT THE CRITICAL ENABLERS ALIGNED TO OUR CORPORATE OBJECTIVES

UNDERPINNED BY SEVEN BODIES OF WORK

DEMONSTRATING LEADERSHIP IN

Artifi cial Intelligence and Machine Learning World-leading IP digital services

OPERATIONALEXCELLENCE

WORKFORCESeamless fl exible

working experience

SERVICEEXCELLENCE

CUSTOMERS& STAKEHOLDERS

Digital services that suit preferences and exceed expectations

VALUEADD

CORE BUSINESSEffi cient, secure and high quality IP Rights

administration

3Simplifying,

securing and stabilising IT foundations

6Empowering a data driven organisation

7Development of innovative products and

services

2Delivering a modern workforce experience

5Transitioning to business

centric delivery

1Modernising

IP Rights Systems

4Government

leading digital

services

IT Strategy 2022IP Australia’s 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 lives up to the needs and expectations of our workforce, core business and our broader stakeholder groups. Over the life of the IT Strategy 2022, we are focused on delivering what is important for our agency and its customers:

• Modernising the administration of IP rights - supporting efficiency, reliability and high quality

• Delivering a modern workforce experience

• Being a Government leader in the provision of digital services

• Empowering the agency and broader stakeholders through the utilisation and sharing of our information

• Building the capability that enables IP Australia to research, develop and embed smart systems to improve the way we do business

Our Information and Technology 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 (WoAG) policy directions.

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Capital Investment StrategyIP Australia applies a strategic approach to the investment, development and delivery of new and improved technology to modernise and transform service delivery for the benefit of customers.

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

IP Australia has reached a peak in our decadal investment cycle, with investments in property fit-outs around new lease arrangements and the continuation of ICT projects to upgrade and modernise our systems. This has seen a decrease in cash reserves down to 25% of annual turnover, which remains a healthy position for our balance sheet, leaving us with an ongoing buffer against any changes in revenue. Over the coming decade as these assets depreciate, we are likely to again build our cash reserves towards the next peak in the investment cycle (approaching 2030). It is possible that changes in investment trends (towards software as a service for example and/or more flexible work/ attendance models) could disrupt this cycle and we will adjust the capital and operating cost plans to reflect this over time.

There are four key areas of capital investment over the forward years

1. Finalisation of refurbishment of Discovery House

2. Improvements to our patents administration systems

3. Continued development and enhancement of Business Intelligence and Analytics (BI&A) capabilities

4. Supporting the IT Strategy 2022.

The Business Intelligence and Analytics (BI&A) project will deliver a modern, scalable, cloud based platform with analytical tools to enable access to our internal data for the efficiency of our operations and continued enhancement to access our rich sources of IP rights data for use by stakeholders across the community.

IP Australia will continue to invest in enhancing ICT capabilities that improve our business processes and system arrangements while improving the user experience of our customers.

Specific areas of focus over the life of our strategy include:

• improvements to our mobility and teleworking solutions

• modernisation of our applications with continuous delivery

• migrating IT Infrastructure to the cloud

• modernising our Integration services

• rationalisation of our application portfolio

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Risk management and oversightOverviewAt IP Australia we look at risk and its management from two perspectives; one that considers events that may have a negative impact on our business (i.e. threats), and one that considers embracing some level of risk as an opportunity.

IP Australia faces a broad range of risks reflecting its responsibilities as an administrator and service provider for Australia’s IP rights system. These risks can affect:

• our reputation and our ability to deliver high quality IP rights

• our ability to behave strategically and meet government and public expectations of Australia’s IP system both now and in the future

• our financial stability as a cost-recovery agency

• our ability to ensure the well-being of people, including our workers and customers.

IP Australia’s risk appetite involves effectively managing uncertainty, not avoiding or eliminating risk. A higher risk appetite allows us to consider opportunities that involve the acceptance of some risk. Accordingly, IP Australia is prepared to pursue, retain or accept risk that has been well considered, thoroughly assessed and is managed and monitored appropriately. This is done in an open and transparent manner to reduce threats and seize opportunities for the benefit of the organisation.

IP Australia has a generally low appetite for any risk that will affect our delivery of robust, quality IP rights, workplace health and safety, security, fraud and provision of advice to Government. Our structure and resources are aligned to ensure that these risks are being managed to acceptable levels. We also recognise that it is not possible or necessarily desirable to eliminate some of the risks inherent in our other activities. This is particularly important regarding our business practices and the need to meet future public and government expectations for Australia’s IP system. To realise our vision of delivering a world leading IP system we have a high-risk appetite for strategic initiatives, business improvements, international engagement and new service delivery models.

Key accountabilitiesThe Director General is the Accountable Authority for IP Australia, has overall responsibility for ensuring an appropriate risk management framework is in place, and is ultimately responsible for our performance in managing risk. Implementation of the framework is delegated to the respective General Managers, with all staff responsible for the day-to-day management of risk. IP Australia’s Executive Board and the Audit Committee are responsible for risk management oversight.

Governance structureThe 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 through delegated authority under 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 and are supported by a centralised governance secretariat.

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DirectorGeneral

AuditCommittee

BusinessOperations Group

IP RightsModernisationSteering Committee

Future Wayof WorkingProgram Board

TDSProgramBoard

BI&AProjectBoard

InvestmentAdvisoryCommittee

InformationGovernanceCommittee

ExecutiveBoard

BusinessInvestmentCommittee

SeniorLeaders

Team

Work Healthand SafetyCommittee

WorkplaceCommittee

EmergencyPlanningCommittee

QualityImprovementCommittee

EnvironmentalManagementCommittee

STATUTORYREQUIREMENT

DECISIONMAKINGADVISORY

LINE OF REPORTING CONSULTATION

IP Australia - Governance Structure

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Director GeneralMichael Schwager

A/g Deputy Director GeneralPolicy and Corporate DivisionTerry Moore

Deputy Director GeneralIP Rights Division

Fran Roden

General ManagerPeople and Communication Group

Gemma Smith

General ManagerTrade Marks and Designs Group

Paula Adamson

CFO / General ManagerFinance and Business Services Group

Doug Pereira

A/g General ManagerPatents Chemical, Plant Breeder’s

Rights and Electrical Group

Les McCaffery

CIO / General ManagerInnovation and Technology Group

Rob Bollard

General ManagerPatents Mechanical and

Oppositions Group

George Vuckovic

General ManagerPolicy and Governance Group

Ben Mitra-KahnCustomer Operations Group

IP Australia - Executive Management Board and Responsibilities

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IP Australia Corporate Plan 2019-20€¦ · IP Australia. Corporate Plan 2019-20. ... International...

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