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

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MANAGEMENT’S DISCUSSION AND ANALYSIS
Another major challenge is to integrate and
modernize legacy systems, especially those now
used for Patent operations. The legacy systems were
developed over the past 30+ years. Most of these
systems have their own user interface, do not allow
for easy movement of data to other systems, and
were built on now obsolete technology. The goal of
our Next Generation IT systems is to provide a
common user interface and full data integration
using modern IT tools, replacing the current antiquated
and decaying infrastructure. This increased
reliance on electronic systems presents other challenges
to the USPTO in the event of an unplanned
outage or disruption in processing.
Strengthen Global IPR Systems
The USPTO faces numerous challenges in seeking to
strengthen global IP systems, including funding insecurity
caused by the global recession for many IP
institutions around the world. The USPTO will continue
to promote the strengthening of IP systems through
its policy advocacy and leadership, and training
and education efforts. In close cooperation with
other agencies of the U.S. Government, the USPTO
will continue to promote the adequate and effective
protection and enforcement of IP rights overseas.
USPTO Funding Model
The USPTO is challenged to finish establishing a
sustainable funding model that provides the requirements-based
authority to spend all fees collected
on operations and work received, spans multiple
years, and is adaptable to fluctuations inherent in
estimates. An important aspect of a sustainable
funding model is the authority to set and adjust fees
by regulation, so that we can properly establish and
align fees in a timely, fair, and consistent manner
without the inherent time impediments of the legislative
process. The USPTO obtained this authority in
the AIA, signed on September 16, 2011, and the
agency is working toward alleviating these challenges
with an implementing rule that is expected
to be published in FY 2013. Once this rule is implemented,
the USPTO will be exercising, for the first time
in its existence, the ability to adjust fees in such a
way to establish a sustainable funding model,
reduce the current patent application backlog,
decrease patent pendency, improve patent quality,
PERFORMANCE AND ACCOUNTABILITY REPORT: FISCAL YEAR 2012
and upgrade the agency’s patent business IT capability
and infrastructure.
Implementing this final rule in FY 2013 will mark the
completion of our final component of the USPTO’s
Sustainable Funding Model Strategic Objective.
Human Capital Management
The USPTO’s mission requires a highly-skilled, well-educated,
and diverse workforce. The agency continues
to face the ongoing need to recruit, hire, develop, and
retain sufficient numbers of qualified professionals in a
highly competitive environment. In order to do so, the
USPTO strives to be recognized as an employer of
choice. The results of the annual EVS are used extensively
to direct efforts and resources towards employer
of choice programs, benefits, and strategies.
The agency uses job fairs, targeted recruitment trips,
an aggressive veteran’s hiring program, and other
recruitment venues to attract and hire highly sought
after candidates in all engineering disciplines,
computer sciences, and other professional fields.
Once aboard, the agency turns its attention to
retaining their services and skill sets. Our retention strategies
are continually updated to reflect industry best
practices. Attrition data is tracked and survey results
monitored in an effort to discern the effectiveness of
our retention initiatives and to identify developing
trends. The agency continues to focus on work-life
enhancements which increase employee satisfaction
at the USPTO. The 2011-2015 Strategic Human Capital
Plan www.uspto.gov/about/stratplan/USPTO_2011-
USPTO’s 2012 extern group.