USPTO Performance and Accountability Report - U.S. Patent and ...

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34 MANAGEMENT’S DISCUSSION AND ANALYSIS OBJECTIVE 6: Develop a new generation of Trademark leaders The Trademark organization continued programs in support of the Trademark Human Capital Strategic Plan. The Trademark plan, which was developed to further the objectives of the Office of Personnel Management Federal Human Capital Strategic Plan, has shown results. Teams continued to work on development programs and training in support of the three “human capital” objectives of talent management, results-oriented performance culture, and leadership and knowledge management. The Trademark organization continues to improve upon its successful telework program through the continued expansion of telework opportunities and by expanding the use of remote access and collaboration tools. The Trademark organization has been proactive this year in providing multiple training opportunities for aspiring and current leaders. We emphasized the need for employee engagement and satisfaction in an organization that uses telework, including hoteling and remote work, as a successful business strategy. While 90 percent of the Trademark organization employees telework, we support our employees through the use of collaboration tools and strengthened leadership that motivates employees and takes the time to listen to their concerns. PERFORMANCE AND ACCOUNTABILITY REPORT: FISCAL YEAR 2012 This year the Trademark organization devoted a full day to bringing together all managers and supervisors to discuss and improve our customer service, communication, and motivation of diverse teams, all in an electronic environment. Managers and supervisors also attended training throughout the year as did aspiring leaders enthusiastically attending instructor-led as well as computer-based training to improve their leadership skills. Over 162 enrollees in a large variety of courses covering such subjects as encouraging creativity, dealing with conflict, and improving presentation skills will help us motivate and inspire others while we build more effective working relationships with employees and stakeholders. The Trademark organization developed an organic Strategic Human Capital Plan that strengthens our ability to engage employees, improve knowledge management, and develop a future pool of aspiring leaders. We are developing an effective Succession Plan and already have focused on tools to help us preserve and pass down knowledge critical to the business unit. By creating and implementing a large variety of work projects and career development details, we are providing numerous avenues for aspiring and current leaders to learn other areas in the Trademark organization and the USPTO as a whole. We developed a sophisticated intranet site to preserve technical and legal knowledge in an accessible format with easy searching capability.
What is the role of the USPTO and intellectual property policy? The passage of the American Inventors Protection Act of 1999 mandates the USPTO to advise the President, through the Secretary of Commerce, and all Federal agencies, on national and international IP policy issues, including IP protection in other countries. The USPTO is also autho- Under Secretary David Kappos testifies before the Senate Judiciary Committee regarding the implementation of the Leahy-Smith America Invents Act and international harmonization efforts on June 20, 2012. rized by the AIPA to provide guidance, conduct programs and studies, and otherwise interact with international IP offices and international intergovernmental organizations on matters involving the protection of intellectual property. The Office of Policy and External Affairs (OPEA) executes these functions authorized by the AIPA. INTELLECTUAL PROPERTY: Strategic goal 3
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86 FINANCIAL SECTION United States
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114 INDEPENDENT AUDITORS’ REPORT
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126 OTHER ACCOMPANYING INFORMATION
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206 Glossary of Acronyms and Abbrev
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208 GLOSSARY OF ACRONYMS AND ABBREV
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United States Patent and Trademark
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