Strategic Goal IV: Coordination and Development of Global IP Infrastructure
Most LDCs are characterized by chronic shortage of adequate IP infrastructure that can help them effectively integrate into the global IP system. The present thrust on IP modernization and automation in many LDCs is a positive step in addressing this situation. In the medium term, WIPO should consider extending the scope of its activities in this regard. Such modernization would involve significant shift in the work culture of most LDCs and would perhaps be marked by various impediments at the initial stage. However, the experiences gathered in a particular setting could be helpful to devise useful strategies in other settings. It needs to be borne in mind that automation alone would not yield the desired results without factoring in the other key systemic issues addressed under the Strategic Goals I and III, in particular.
Strategic Goal VI: International Cooperation on Building Respect for Intellectual Property
The issues identified under this Strategic Goal are a growing challenge for many LDCs. It however needs to be recognized that the problems of counterfeiting and piracy fosters in an environment of lack of access. The issues of counterfeiting and piracy cannot be addressed only through enhancing further respect for IP without dealing with some of the underlying issues that lead to these problems. While addressing these problems, LDCs should be allowed to preserve their policy space so as not to harm the growth of their domestic industries under the pretext of excessive IP protection. WIPO should continue to advice LDCs on appropriate policy and regulatory frameworks that help them strike the right balance in this regard. WIPO should also give sound policy advice to LDCs in terms of undertaking obligations beyond the TRIPS Agreement, especially in bilateral or plurilateral Free Trade Agreements.
Strategic Goal VII: Addressing IP in Relation to Global Policy Issues
While this delegation agrees with the broad thrust of the Strategic Outcome under these goals, it considers that WIPO should position itself as one of the leading UN agencies in addressing the interface between IP and global public policy issues. As WIPO is engaged in mainstreaming the development dimension into all its activities, the Organisation’s inputs would particularly and increasingly important for global policy debates and norm-setting activities. However, such global policy issues need to be identified in member-driven process in order to uphold the UN-character of the Organisation. It would be crucial for LDCs to remain involved in such global discourse of IP issues in order to make the debates relevant for them. In terms of policy inputs, WIPO should focus on empirical and analytical studies that can help find practical solutions for many of the pressing and emerging global issues, especially in the context of LDCs. WIPO should develop a repository of global best practices and practicable innovation and licensing models that can be replicated in specific settings in LDCs.
Finally, this delegation looks forward to effective WIPO contribution and engagement during the lead-up to the UN LDC Conference scheduled in 2011 in Istanbul. Bangladesh remains ready to work together with WIPO and other delegations in this process.
Geneva, 27 September 2010
***
BELGIUM
Written observations on the Medium Term Strategic Plan
The Delegation of Belgium thanks the Director General for his initiative regarding the Medium Term Strategic Plan (MTSP) for WIPO. This Plan is an important guiding tool, benefiting all WIPO Member States. It defines a global strategic framework intended to guide the preparation of the Program and Budget for the biennia 2012–2013 and 2014–2015.
This Plan is an important step in the implementation of the results-based management framework. The outcome indicators set for each strategic objective will allow Member States and WIPO to measure the progress made in achieving these objectives.
This Plan has been developed in the framework of a transparent consultation process of Member States since May 2010. This dynamic and inclusive process has ensured that fair and balanced results are obtained, which my Delegation fully supports.
Lastly, my Delegation welcomes the fact that this tool is sufficiently flexible and adaptable. This flexibility is essential so that, if necessary, the appropriate readjustments can be made in line with the economic, social and cultural developments within the framework of the intellectual property system and the Organization’s activities.
General Counsel,
Jérôme DEBRULLE
CANADA
WIPO’s Medium-Term Strategic Plan (MTSP)
Canada’s Comments
September 2010
Statement
Canada supports the process that has led to the preparation of the MTSP and considers that it contains many positive aspects. Canada considers this strategic plan to be an important management tool for member states, as well as for WIPO managers. Specifically, this tool enables engagement with Member States and ensures that WIPO will achieve its objectives.
Canada supports the necessity to have clear medium term objectives, set goals and a defined list of strategic outcomes and performance measures and indicators. This is a major step towards a results based management organization.
Canada also considers that the work accomplished to date is positive and that Member States engagement will contribute in shaping the MTSP and will ensure that it attains the strategic outcomes successfully.
Comments
Canada supported the strategic framework in the Revised Program and Budget for 2009, as well as in the Program and Budget for the 2010-2011 biennium.
Canada supports the Director General’s MTSP, as this strategic plan is a necessary step towards reaching the desired goals. By developing a common high-level view of the issues, the organization will move forward with success. Strategic planning will ensure WIPO focuses on priorities, while being in a position to adjust to continuous changes in its environment over time. Additionally, clearly setting goals and outcomes will greatly help in measuring WIPO’s successes. This, along with high quality studies and documentation will contribute to better and fact-based decision making.
Canada believes the MTSP is balanced and reflects the views of the vast majority of Member States.
Canada supports the strategies identified to ensure WIPO remains the systems of first choice for users through attractive, cost-effective services which provide added value for users. Canada supports efforts made to expand the PCT services so that its coverage is global and, to this end, to enhance market research, to increase awareness of WIPO services, to simplify procedures and to add value to its services. Canada also supports adequate investment in the renewal and expansion of the use of WIPO’s services. With a view to improve the system, Canada supports the establishment of clear IT strategies based on the differing stages of development of the IT infrastructure and services in each area, and to increase the participation of developing, least developed and transition countries in the various services and in the benefits that they offer.
Canada supports the creation of the Development Agenda Coordination Division (DACD) to respond to increased demand from Member States for optimization of the development component in WIPO's activities. Canada supports the Members States consensus on a coordination mechanism, as well as monitoring, assessing and reporting modalities for the implementation of the development agenda recommendations. Canada believes this will greatly contribute in WIPO becoming a result-based organization and improve management of the many initiatives and activities related to the Development Agenda.
Although the MTSP is a positive statement, Canada considers that adjustments may be made to the document.
CHILE
Comments from Chile
Medium Term Strategic Plan for WIPO 2010–2015
I. Introduction
• As is mentioned in the foreword of the Medium Term Strategic Plan, 30 per cent of global economic output is today based on the knowledge and technology industry, the importance of which is on the rise, and it is therefore increasingly urgent to integrate developing countries in the process.
• In this context, the proposed Strategic Plan by WIPO’s Director General is very timely, as it constitutes a concrete effort to promote the Organization as an advocate of development through intellectual property.
• Without prejudice to the above, the goals mentioned should go beyond the strengthening of activities and functions which are carried out by WIPO at the moment by adapting them to the needs of Member States with the aim of effectively contributing to their development.
• Aspects such as the management, enhancement and financing of IP are key factors in the promotion of innovation and consequently development. Also key are models for contracts, negotiations and the transfer of knowledge and technology in general. These subjects should, therefore, be incorporated to guide the general objectives of the Organization.
II. Comments on some of the Strategic Goals
• Strategic Goal II - Provision of Premier Global IP Services
WIPO must strengthen its work as the main provider of IP services not only in terms of what it currently provides but also by exploring new options for services which enable the promotion of innovation, technology transfer and knowledge sharing. These are aspects of which developing countries have very little knowledge, and include for example, the valuation of intangible assets, international licensing and auditing in business models.
Proposal: To identify all the services which enable capacity building and assess every stage, from generating innovation and knowledge to their marketing.
• Strategic Goal III – Facilitating the Use of IP for Development
In relation to the above goal, WIPO seeks to assist countries so that they effectively use the intellectual property system with a view to achieving their social, cultural and economic development. In order to do this it is necessary to build the capacity, both human and institutional, of countries.
In order to achieve the appropriate use of IP, however, it is necessary to train all the actors involved, that is to say, innovators and creators, universities, governments and industry, with regard to the advantages of the use of IP and the related tools.
Proposal: To make WIPO a reference point in terms of public and institutional IP policies, as well as a focal point for different parties involved (acting as a link between creators-innovators and industry and governments). In order to do this, it will be essential for regional WIPO offices, which understand the sensitivities of the respective actors and their cultures, to be involved with a view to submitting effective customized or tailored proposals.
• Strategic Goal IV: Coordination and Development of Global IP Infrastructure
In order to strengthen the infrastructure of developing countries, least developed countries and countries in transition, it is proposed that international cooperation is enhanced to improve infrastructure and data flow in the system and that global IP databases and voluntary participation platforms are established to increase technical cooperation.
Strengthening the IT systems, which are an important tool, must undoubtedly go hand in hand with complementary services which allow the real benefits to be derived from them.
Proposal: databases should be created which not only improve search tools, cooperation and streamlining in the patenting processes between offices, but which also promote the marketing of IP such as patent databases or software licensing databases, which could be grouped by region thus facilitating and promoting the completion of business models in the IP context.
• Strategic enabling goals: VIII – A responsive communications interface between WIPO, its Member States and all stakeholders; IX efficient administrative and financial support structure to enable WIPO to deliver its programs
Both goals are aimed at achieving the general goals set by the Organization, however, in order to achieve these effectively, it is necessary to have a complete understanding and timely knowledge of the needs of Member States.
Proposal: in order to meet the needs of Member States in a timely and sensitive manner, it is necessary to have offices in each region. Having regional WIPO offices would mean not only that the messages of the Organization could be adapted to the reality in each specific region, but would also, from an organizational point of view, provide an efficient support structure in line with the needs to be assessed on the ground.
III. CONCLUSION
Chile appreciates this valuable initiative, which will certainly contribute to strengthening WIPO’s role as an advocate of innovation and intellectual property. However, the incorporation of elements – such as those mentioned which go beyond improving the efficiency of services and functions and which include a range of aspects from legal aspects, to financial (valorization and financing of IP) and business aspects – are key to tackle comprehensively and substantively the real issue of development through IP.
DENMARK
Observations
to
the Medium Term Strategic Plan
for WIPO 2010-2015
by
the Danish Patent and Trademark Office
at the Assembly Meetings of the Member States of WIPO 2010
The Danish Patent and Trademark Office would like to thank the Director General for his initiative in relation to the Medium Term Strategic Plan for WIPO 2010-2015. We support the Medium Term Strategic Plan in order to reach WIPO’s strategic goals and the efforts made in order to stimulate innovation and creation and to promote effective use and protection of IP world wide. Further, we support to strive to achieve the utmost development within the IPR environment in the future, including among other things to achieve further harmonization within the patent area.
EGYPT ON BEHALF OF DAG
DEVELOPMENT AGENDA GROUP
Comments on WIPO MTSP 2010-2015 (A/48/3)[4]
The Development Agenda Group views the Medium Term Strategic Plan as in important blueprint for guiding WIPO’s work in the next five years, and as a key instrument for translating the broad strategic goals agreed to by Member States into concrete and actionable programs under the biennium Program and Budget documents. As stated by the Director General in his foreword to the MTSP, the original purpose for which the MTSP was proposed as a ‘new mechanism’ in 2006, was to increase the involvement of Member States in the preparation and follow-up to the Program and Budget. As such, the Group welcomes the Director General’s initiative in submitting a draft MTSP and for eliciting the views of Member States in three rounds of consultations.
In view of the importance of this exercise, the Group fully shares the Director-General’s view expressed in his foreword that the MTSP should represent shared ownership and a joint endeavor between the Secretariat and the Member States on the basis of a shared understanding and unified commitment, in order to ensure its successful implementation. In this spirit, the Development Agenda Group is committed to engaging seriously in an intense process of consultations and has already demonstrated this by providing detailed comments and specific amendments to the first draft of the MTSP, within the stipulated deadline. The proposed amendments reflect changes in the text sought by DAG in order to more accurately capture the collective views of its Member States on important elements in the MTSP. Some of these changes were reflected in the revised MTSP document dated 29 July 2010 and the latest version presented to Member States on 20 August 2010, although several important sections of the text remain unchanged.
Given the significance attached to this process by DAG Member States, the Group continues to be concerned about several elements in the text, that present serious difficulties to the Member States of the Group. The Group is particularly concerned about the inclusion of new ideas in areas like norm-setting and global challenges that have not been discussed or agreed to by Member States in any inter-governmental body in WIPO so far. The absence of a specific section in the MTSP on the implementation of the WIPO Development Agenda, the most important, overarching process to take place in WIPO in the medium term 2010-2015, is another area of concern. Finally, the lack of clear linkages between the narratives under various Strategic Goals to specific programs already being executed by the Secretariat, is another gap that needs to be addressed, if the MTSP is to act as a bridge between WIPO’s Strategic Goals and the Program and Budget.