Update on the implementation of the Strategic Plan

Office for Harmonization in the Internal Market

(Trade Marks and Designs)

WWW.OAMI.EUROPA.EU

Update on the implementation of the Strategic Plan

Nellie Simon15th November 2011

Office for Harmonization in the Internal Market (Trade Marks and Designs)

2

1. Introduction

2. Component 1: Translation of the Strategic Plan into objectives

3. Component 2: Implementation of the Strategic Plan

4. Component 3: Monitoring the results of the Strategic Plan

5. Next steps

6. Annexes

Content


3

ANNUAL WORK PROGRAMME

• Link to the Strategy Plan

• Long term budget planning

EXECUTION

• Programmes, projects

• Day-to-day activities

• Budget execution

MEASURING

• Balanced Scorecard

• Benefits realisation (programmes)

• Budget control

ANNUAL ACTIVITY REPORT

• Rescheduling

• Action Plans

• Budget Adjustment

OHIM will implement its strategy by defining a Strategy Planning Cycle to ensure the vision for 2015 is accomplished

Introduction Strategy Planning Cycle


4

Two strategic pillars are described in the Strategic Plan:

•Pillar 1 Organisational Excellence: Develop OHIM’s organisational excellence, building on the successes of the last 15 years

•Pillar 2 International Cooperation: Foster international cooperation to develop a comprehensive European network

OHIM’s STRATEGIC PLAN for the 2011-2015 period presents AMBITIOUS GOALS …

Three goals are defined in the Strategic Plan:

•Goal 1: Build a Strong, Vibrant and Creative Organisation

•Goal 2: Increase Quality and Optimise Timeliness of Operations

•Goal 3: Promote Convergence of Practices

In order to accomplish the vision for 2015, OHIM has developed a Strategy Implementation Framework articulated around three components, that will ensure the appropriate linkage between the strategy and the operations

Introduction Strategic Plan 2011-2015

Translation of the Strategic Plan into a Strategy Map

Implementation of the Strategic Plan through the definition of a Programme Management Model

Monitoring of the results trough a Balanced Scorecard

Translation of the Strategic Plan into a Strategy Map

Implementation of the Strategic Plan through the definition of a Programme Management Model

Monitoring of the results trough a Balanced Scorecard

1

2

3


5

These 3 components have several objectives in order to ensure the excellent execution of the Strategic Plan

IntroductionStrategy Implementation Framework

Translate the Strategic Plan into a Strategy Map composed of 20 objectives, which lead to the accomplishment of the three goals of the Strategy Plan

Define a Programme Management Model to ensure the implementation of the Six Lines of Action defined in the Strategic Plan

Design a Balanced Scorecard by defining indicators and milestones for all the objectives of the PlanDescription

Translation of the Strategic Plan

1Implementation of the

Strategic Plan

2Monitoring the results

through a Balanced Scorecard

3

• Highlight strategic areas to focus on

• Communicate effectively strategic goals and objectives both internally and externally

• Provide clear governance and stakeholder structure

• Manage cross functional, OHIM-wide initiatives

• Focus on strategic goals & initiatives encouraging internal cooperation

• Provide a standardised way to track the strategy implementation

• Set the Office’s level of performance per year

• Enable integrated reporting and facilitate decision making process at a Strategic level

Advantages

Illustrative

2012 2013 2014 2015

360 evaluation

Staff opinion survey

Innovation measures

CTM registration timeliness (excluding deficiencies, Oppositions and Appeals)

99% within 24 weeks 99% within 23 weeks 99% within 22 weeks 99% within 22 weeks

IR TM registration timeliness (excluding deficiencies, Oppositions and Appeals)

99% within 46 weeks 99% within 44 weeks 99% within 42 weeks 99% within 40 weeks

IA treatment timeliness 99% within 57 days 99% within 55 days 99% within 52 days 99% within 50 days

RCD registration timeliness (excluding deficiencies and Appeals)99% within 9 working

days99% within 9 working



days

Ex-parte Appeal decision timeliness 99% within 6 months 90% within 5,5 months 90% within 5 months 99% within 5 months

OPPO decision timeliness (excluding Appeals) 99% within 10 weeks 99% within 9 weeks 99% within 8 weeks 99% within 8 weeks

Cancellation decision timeliness (excluding Appeals) 99% within 10 weeks 99% within 9 weeks 99% within 8 weeks 99% within 8 weeks

Invalidity decision timeliness (excluding Appeals) 99% within 9 weeks 99% within 9 weeks 99% within 8 weeks 99% within 8 weeks

Inter-partes Appeal decision timeliness 99% within 6 months 90% within 5,5 months 90% within 5 months 99% within 5 months

Recordals timeliness 99% within 14 days 99% within 11 days 99% within 9 days 99% within 7 days

AG objection rate 3,8% 3,5% 3,3% 3,0%

Classification deficiency rate 14,0% 12,7% 11,4% 10,0%

Formalities deficiency rate

Opposition proceedings deficiency rate (admissibility deficiency & non substantiated OPPO)

Level of predictability perceived by users

Appeals rate

Appeals full/partial confirmation rate 80,0% 85,0% 90,0% 95,0%

European Courts confirmation rate 77,8% 78,5% 79,2% 80,0%

CTM/IR EXA proceedings

CLASS decisions 97,0% 98,0% 99,0% 99,0%

AG decisions 99,0% 99,0% 99,0% 99,0%

OPPO proceedings

OPPO decisions 96,0% 97,0% 98,0% 99,0%

Cancellation proceedings

Cancellation decisions

RCD publication 99,0% 99,0% 99,0% 99,0%

RCD invalidity proceedings

Invalidity decision

Process for Recordals

Front Office Interaction with users

Number of cases revoked or corrected

2.5. Number of new owners Number of new owners 45.000 50.000 55.000 60.000

Level of satisfaction as measured by USS 50,0%

Level of satisfaction as measured by "real-time" questionnaires

BALANCED SCORECARD

Office for Harmonization in the Internal Market (OHIM)

Pillar Perspective Strategy Map Objectives Milestones

1.1. Engagement index Organisational

Excellence

ST

AF

F

Indicator componentsIndicators*

2.1. Timeliness index

2.4. Global quality dimensions index

2.2. Predictability index

2.3. Consistency index

1. Build a strong, vibrant and creative organisation

Organisational Excellence

US

ER

S

ST

AK

EH

OL

DE

RS

2.6. Users satisfaction index

Organisational Excellence

2. Improve timeliness, predictability, consistency and additional dimensions of quality as perceived by users


6

1. Introduction




5. Next steps

6. Annexes

Content


7

A Strategy Map has been built to translate OHIM’s Strategy, taking as a starting point the vision and the three strategic goals

Translation of the Strategic PlanStrategy Map

Vision 2015: “Be a true organisation of excellence and build together with the national offices and BOIP an integrated European Trade Mark and Design Network to cover the needs of users”

Vision 2015: “Be a true organisation of excellence and build together with the national offices and BOIP an integrated European Trade Mark and Design Network to cover the needs of users”

ORGANISATIONAL EXCELLENCEORGANISATIONAL EXCELLENCE INTERNATIONAL COOPERATIONINTERNATIONAL COOPERATION

Increase convergence of practices

USERS EU & EXTERNAL PARTNERS

Enhance information and knowledge exchange

between OHIM and external partners

Harmonize policies,

proceedings and tools

Take a wider role in combating counterfeiting

and piracy

Build a strong, vibrant and creative organisation

STAFF

Empower users by making OHIM’s decision-

making processes transparent

PEOPLE

Foster a performance-oriented organisation

3

1

4

10

11

75

Align first instance practice with Boards of Appeal and European

Courts practices

8

Build an organisation based on knowledge and research

15

Optimise process

efficiency

6

Maintain financial autonomy

20

Bring about cultural renewal based on inter-departmental collaboration and communication,

learning and a balanced workforce

14

TECHNOLOGY

WORK ENVIRONMENT

Improve timeliness, predictability, consistency and additional dimensions of

quality as perceived by users

2

Integrate users into OHIM practice

9

Optimise operational IT cost

Increase IT flexibility and agility towards business

change

17 18Build a robust and secure infrastructure to ensure

business continuity

16

Optimise the workplace and the

environment

13

Provide a set of common IT tools19

Broaden external communication to achieve

closer contact with stakeholders

12


8

1. Introduction

2. Component 1: Translation of the Strategic Plan



5. Next steps

6. Annexes

Content


9

The second component consists of the definition of the Programme Management Model in order to execute the Strategic Plan’s 6 lines of action

Programme Management Model (1/6)HR Programme

Functional Competency Profiles

and Development Framework

Human Resource Information System

People, Policies & Processes

HR Reform Programme

LA1 HR Reform and cultural renewal

Work environment Programme

LA3 Expansion and Optimisation of the Working Environment

OHIM 3.0 Programme

LA2 Simplification and Modernisation of Information Systems

IP Academy Programme

LA4 Establishment of the IP Academy and Knowledge Repository

Programme

QualityLA5 Improvement and Broadening of Quality

LA6 Development of the European Network

• Definition of job families for 80% of total workforce

• Definition of competency framework

• Gender equality

• Achieved 31.6% of women in management

• Gender Policy document is drafted.

Development of European

Network

Line of Action Achievements Programme Projects


10

Programme Management Model (2/6)OHIM 3.0 Programme

P1: Simplification and modernisation of

IT Systems

HR Reform Programme




OHIM 3.0 Programme




Programme



• Roadmap drafted for IT

Architecture simplification initiative

• Upgrade of IT network

• Addition of IT Security

Architecture components

P4: IT Security Infrastructure

P5: IT Sourcing strategy

P6: IT Vendor Management Framework

P2: Definition of Architecture

P3: Development & Monitoring Network

Infrastructure


Network



11

P1: Complete the refurbishment

project

P2: Extend the main building capacity

with the construction of a new wing

HR Reform Programme




OHIM 3.0 Programme




Programme



• Completion of OHIM’s main building 5th floor renovation

• Start of the refurbishment for the OHIM’s main building 4th floor

Programme Management Model (3/6)Work Environment Programme


Network



12

Programme Management Model (4/6)IP Academy Programme

Knowledge Management Area

Gathering the relevant output of knowledge circles

HR Reform Programme




OHIM 3.0 Programme




Programme



• Organisation of the OHIM IP Seminar for examiners

• Organisation of the European Trademark and Designs Judges Symposium in OHIM

Establish (a) rules for maintenance of

KR content and (b) a system for checking

that the rules are complied with

Rationalisation of unofficial databases

Knowledge Dissemination Area


Network



13

P1: QSE(Quality Extension)

HR Reform Programme




OHIM 3.0 Programme




Programme



Network


• Definition of the process to update the manual including practices of Boards of Appeal

• Definition of “10 Principles on the ex post quality control process” that will enable OHIM to develop new user focused quality metrics

• Elimination of:

• all historical backlogs in Recordals

• all backlogs in OPPO Decisions

• all double entries in Recordals

P2: Consistency & Alignment

P3: Predictability

P4: Integrate User feedback

P5: ISO

Programme Management Model (5/6)Programme Quality



14

HR Reform Programme




OHIM 3.0 Programme




Programme



Network


P1.Cooperation Fund

P2. Convergence

P3. Observatory

P4. International Cooperation

P5. Relations with Stakeholders

• Implementation of the Seniority Databases project (Czech Republic and Portugal)

• Harmonised G&S classification database with UK, SE, IE, MT (EN), ES, GR

• “Observatory Programme” defined and planned

• Several agreements to strengthen international cooperation signed or being negotiated with different stakeholders (EPO/ WIPO, candidate countries, IP5 and BRIC)

Programme Management Model (6/6)Development of European Network



15

1. Introduction




5. Next steps

6. Annexes

Content


16

Component 3. Monitoring the results of the Strategic Plan

The Balanced Scorecard sets indicators and milestones for each objective of the Strategy Map:

The 43 strategic indicators contained in the BSC will provide an accurate picture of the level of accomplishment of the Strategic Plan

The 43 strategic indicators contained in the BSC will provide an accurate picture of the level of accomplishment of the Strategic Plan

Press here to see the complete BSC

Indicator Indicator componentsMilestones (2012-2015)

Measures that show the key aspect that lead to the accomplishment of the strategic objectives

Targets that will facilitate the achievements of the strategic objectives by setting the level of performance expected

BSC

Detailed measures with which the indicator is calculated


17

1. Introduction




5. Next steps

6. Annexes

Content


18

• Translate the contribution of the 5 departments and horizontal services to the Corporate Strategy Map

• Deploy the corporate scorecard down to the OHIM 5 departments and horizontal services

• Identify indicators for each department/service related exclusively to them

Cascade the OHIM Corporate BSC

Next steps

Define the Strategy Planning Cycle

• Closed-loop management system links strategic planning with operational execution

• Integrate OHIM BSC, project execution and quality management for resource and budget planning for strategy feedback

The next steps for the implementation of the strategy are:

Objectives

Illustrative


19

1. Introduction




5. Next steps

6. Annexes

Content


20

• Programme Pack

Annexes


21

Line of Action 1: HR Reform and Cultural Renewal (Excellence through People)

HR Reform Programme

HR Reform Programme

Functional Competency Profiles and Development Framework

PM: Cayetana BORREGO

Human Resource Information System

PM: Miguel ORTEGA

People, Policies & Processes

PM: Ignacio DE MEDRANO

P1: Development

of Job Profiles by Job Family

P2: Development

of Competence Framework

P3: Development

of Performance Management

System

P4: Development

of tool to support new

& existing processes

P5: Development

of new recruitment

platform

P6: Simplification

of Staffing and

Entitlement

P7: Development

of Administra-

tion of Justice

P8: Launch OHIM

competition


2222

MarFebJan

2015

HR Reform Programme

P1: Development of Job Profiles P1: Development of Job Profiles

DecNovOctSeptAugJulyJunMayAprMarFebJan

2012


2013


2014

DecNovOct

2011

Milestone

Deliverable

P2: Development of Competence Framework

P2: Development of Competence Framework

P3: Development of Performance Management System

P3: Development of Performance Management System

P4: Development of tool to support new & existing processes

P4: Development of tool to support new & existing processes

P5: Development of new recruitment platform

P5: Development of new recruitment platform

P6: Simplification of Staffing and Entitlement

P6: Simplification of Staffing and Entitlement

P7: Development of Administration of Justice

P7: Development of Administration of Justice

P8: Launch OHIM competitionP8: Launch OHIM competition

15/11/11: First draft Project Brief (stars) or deliverables like Proof of Concept (P8)or High Level Requirements (P5)15/11/11: First draft Project Brief (stars) or deliverables like Proof of Concept (P8)or High Level Requirements (P5)

HR Reform Programme


23

Line Of Action 2: Simplification & Modernisation of Information Systems (OHIM 3.0)

OHIM 3.0 Programme

P1: Simplification and modernisation of IT

SystemsPM: Rainer TRETTER

P2: Definition of Architecture

PM: Rainer TRETTER

P3: Development & Monitoring Network

Infrastructure PM: Eamonn KELLY

P4: IT Security Infrastructure

PM: Eamonn KELLY

P5: IT Sourcing strategy

PM: Timea HOLIK

P6: IT Vendor Management Framework

PM: Timea HOLIK

OHIM 3.0 Programme


2424

OHIM 3.0 Programme

MarFebJan

OHIM 3.0 Programme

P1 SimplificationP1 Simplification


2012


2013


2014

DecNovOct

2011

P2 ArchitectureP2 Architecture

P3 Network InfrastructureP3 Network Infrastructure

P4 IT Security InfrastructureP4 IT Security Infrastructure

P5 IT SourcingP5 IT Sourcing

DecNovOctSeptAugJulyJunMayApr

2015

P6 IT Vendor ManagementP6 IT Vendor Management

Milestone


25

Line of Action 3: Expansion & Optimisation of the Working Environment (Building the future).

P1: Complete the refurbishment project

PM: Christophe PEETERS

P2: Extend the main building capacity with the construction

of a new wing

PM: Vincent POLOME

Working Environment Programme



26


MarFebJan

2015

Building ProgrammeP1: Complete the refrubishment


2012


2013


2014

DecNovOct

2011

Negotiation & agreementNegotiation & agreement

Floor 5Floor 5

Floor 4Floor 4

Floor 3Floor 3

Floor 2Floor 2

Floor 1Floor 1

P2: Extend the main building capacity with the construction of a new wing

SpecificationSpecification

Builiding permitBuiliding permit

Technical project Technical project

ConstructionConstruction

Opening ceremonyOpening ceremony

ContractsContracts

First stoneFirst stone

JunMayApr

Milestone

Deliverable

EventE

E E

CommissioningCommissioning

CertificationCertification

OccupationOccupation

EE

E

E


27

A4: Provision of Knowledge Repository (11 projects)


A3: Electronic OHIM Library

Creation

A - Knowledge Management AreaPM: Diana CARRASCOPM: Roberto CANDELAPM: Javier EGUIDAZU

PM: Zoltan KISS

B - Knowledge Dissemination Area

PM: Jorge SANCHEZPM: Roberto CANDELA

A2: Existing OHIM Library

Improvements (PR0390)

A1: Academy branding &

Gateway

A4.0A4.1

A4.2A4.3

A4.4A4.5

A4.6A4.7

A4.8A4.9

A4.10

B1: Provision of a catalogue of training productsB2: Provision of a content dissemination platform

B3: Provision of an event & participation management system

B5: Provision of an Intranet platform for internal

dissemination [new insite]B4: Tutorials

(newcomers, T4T, etc.)

A5: Gathering the relevant output of knowledge circles

A6: Rationalisation of unofficial databases

A7: Establish (a) rules for maintenance of KR content and (b) a system for checking that the rules are complied with.

Line of Action 4: Establishment of the IP Academy and Knowledge Repository (Thought Leadership)



28


MarFebJan

2015

IP Academy ProgrammeA1: Academy Branding & Gateway (in New OWS)A1: Academy Branding & Gateway (in New OWS)


2012


2013


2014

DecNovOct

2011

A3: Electronic OHIM Library CreationA3: Electronic OHIM Library Creation

A4.0: AdminDocs: platform upgradeA4.0: AdminDocs: platform upgrade

A4.3: AdminDocs: phase out of X driveA4.3: AdminDocs: phase out of X drive

A4.6: Digitalisation of ContentA4.6: Digitalisation of Content

B1: Provision of a catalogue of training productsB1: Provision of a catalogue of training products

B2: Provision of content dissemination platformB2: Provision of content dissemination platform

B3: Provision of an event & participation mgmt systemB3: Provision of an event & participation mgmt system

A2: Existing OHIM Library Improvements (PR0390)A2: Existing OHIM Library Improvements (PR0390)

A4.4: Minisites HarmonisationA4.4: Minisites Harmonisation

A4.2: Phase out Knowledge Base & content migrationA4.2: Phase out Knowledge Base & content migration

A4.7: Foster of staff excellence, Ohimpedia on IPA4.7: Foster of staff excellence, Ohimpedia on IP

A4.8: Judges ForumA4.8: Judges Forum

A4.1: Phase Out of P8 & content migration (PR0555)A4.1: Phase Out of P8 & content migration (PR0555)

A4.5: Develop Online DB of National Court judgementsA4.5: Develop Online DB of National Court judgements

A4.9: Purchasing documentation migration to KRA4.9: Purchasing documentation migration to KR

A6: Rationalisation of unofficial databasesA6: Rationalisation of unofficial databases

A5: Gathering the relevant output of knowledge circlesA5: Gathering the relevant output of knowledge circles

B4: TutorialsB4: Tutorials

B5: Provision of an Intranet platformB5: Provision of an Intranet platform

A4.10: Make internal databases available externallyA4.10: Make internal databases available externally

A7: Establish (a) rules for maintenance of KRA7: Establish (a) rules for maintenance of KR


29

Line of Action 5: Improvement & Broadening of Quality (Holistic Quality)

Quality Programme

P1: QSE(Quality Extension)

PM: Michael Dickas

P2: Consistency & Alignment

PM: Julio Laporta

P3: Predictability

PM: TBD

P4: Integrate User feedback

PM: Martina Schneider

P5: ISO

PM: Claire Duranton

Quality Programme


30

Milestone

Deliverable

30

Quality Programme

MarFebJan

Quality Programme

P1 Quality Check Extension P1 Quality Check Extension


2012


2013


2014

DecNovOct

2011

P2 Consistency & AlignmentP2 Consistency & Alignment

P3 PredictabilityP3 Predictability

P4 Integrate User FeedbackP4 Integrate User Feedback

P5 ISO 9001P5 ISO 9001

DecNovOctSeptAugJulyJunMayApr

2015

CTM / IR EXA ProceedingsCTM / IR EXA Proceedings Cancellation Proceedings / DecisionsCancellation Proceedings / Decisions RCD Publication, Invalidity proceedings, and DecisionsRCD Publication, Invalidity proceedings, and Decisions

Process for Recordals / Front Office Interaction with UsersProcess for Recordals / Front Office Interaction with Users

Closing Phase. The foreseen deliverables are already availableClosing Phase. The foreseen deliverables are already available

Design Integrated Feedback SystemDesign Integrated Feedback System

TransitTransit CTM preparation and CertificationCTM preparation and Certification Support A Preparation and CertificationSupport A Preparation and Certification Support B Preparation and CertificationSupport B Preparation and Certification Whole Office CertificationWhole Office Certification


31

Line of Action 6: Development of the European Network (Enabling International Cooperation)

Development of the European Network

PR1Cooperation

Fund PM: Simon

WHITE

PR2 Convergence PM: Dennis SCHEIRS

PR5 Relations with stakeholders PM: Sharon

BLACKBURN

PR4 International Cooperation

PM: Christophe GIMENEZ

PR3 Observatory

PM: Jose IZQUIERDO

18 projects

Class HeadingHarmonization

of G&S

Scope of protection B/W marks

Raise awareness on IP value

Integration of IP5 into tools & practices +

Future projects

Integration of Candidate

Countries into tools &

practices + Future

projects

Integration of BRIC / Africa into common tools + Future

projects

Stakeholder relations

management system

Set up of common IP

info instruments

EPOAG for figurative

marks

Relative Grounds likelihood of confusion

Create an IP enforcement data

repository

Develop competencies related to IP enforcement

Identification of IP enforcement best

practices and convergence

Set up & integration (common

tools & practices)

WIPO

Development of European Network Programme


32

MarFebJan

2015

European Network ProgrammeCP1: Harmonisation of classification of G&SCP1: Harmonisation of classification of G&S


2012


2013


2014

DecNovOct

2011

CP2: Class HeadingsCP2: Class Headings

CP3: Absolute Grounds figurative marksCP3: Absolute Grounds figurative marks

CP4: Scope of protection for B/W marksCP4: Scope of protection for B/W marks

CP5: Relative Grounds likelihood of confusionCP5: Relative Grounds likelihood of confusion

OB1: Raise awareness on IP valueOB1: Raise awareness on IP value

OB2: Creation of IP enforcement data repositoryOB2: Creation of IP enforcement data repository

OB3: Creation of competencies related to IP enforcement

OB3: Creation of competencies related to IP enforcementOB4: Identification of IP enforcement best practices and convergence

OB4: Identification of IP enforcement best practices and convergence

RS3: Set up of common IP info instruments EPORS3: Set up of common IP info instruments EPO

RS2: Integration of IP5 into common tools & practices RS2: Integration of IP5 into common tools & practices

IC1: Integration of Candidate Countries into tools & practices

IC1: Integration of Candidate Countries into tools & practices

IC2: Integration of BRIC/Africa into common tools

IC2: Integration of BRIC/Africa into common tools

RS1: Stakeholder relations management systemRS1: Stakeholder relations management system

RS4: Set up & integration (common tools & practices) WIPO

RS4: Set up & integration (common tools & practices) WIPO

Deliverable

Development of European Network Programme

Documents

Update on the implementation of the Strategic Plan