4: Organizational Excellence
Achieve Organizational Excellence Other Information:
INTRODUCTION Fulfillment of the USPTO’s mission and accomplishment of our goals, objectives, and initiatives requires strong
leadership and collaborative management, which begin with the senior executive team. While our strategic goals focus on our
core mission, this management goal focuses on the organizational excellence that is a prerequisite for achieving those goals
and objectives. Organizational excellence is a shared responsibility and is focused on sound resource management, solid workforce
planning, and effective use of IT. Collectively, the leadership of the USPTO is responsible for core management activities
that result in: ● Becoming an employer of choice with a culture of high performance through the implementation of the USPTO’s
Strategic Human Capital Plan; ● Ensuring responsible management of fiscal resources; and ● Providing the IT expertise and
systems to ensure that electronic processing is safe, secure, accurate, and continually available to employees, applicants,
and stakeholders. CHALLENGES/OPPORTUNITIES ● The USPTO must continuously recruit a large number of highly qualified patent
examiners in a growing economy. ● To quickly respond to changing workloads and deliver the services our applicants and others
demand, the USPTO must use the most effective personnel practices, technologies, flexibilities, and management techniques
to continually maintain and develop an appropriately sized, skilled, and diverse staff. ● It is critical to accurately project
fee-paid inputs to ensure that fee collections cover the cost of operations, and enable us to implement a workforce-staffing
plan capable of meeting future-year demands. ● To support core mission activities, the USPTO must simplify and standardize
its systems and fully integrate them to operate better and more efficiently. ● Organizational health is directly related to
effective communication—among employees and between employees and our external community. Our challenge is to enhance communications
at every level of the organization. OUR STRATEGIC RESPONSE We will develop an enterprise-wide approach to providing reliable
and consistent information for decision-making purposes; recruit, hire, develop, and retain employees with competencies for
accomplishing our mission; enhance the capabilities of our corporate systems, processes, and services; and improve the quality,
cost-effectiveness, timeliness, and user friendliness of IT solutions. PERFORMANCE MEASURES ● Closed competency/skills gaps
for mission-critical occupations, on both capacity (numbers hired) and capability (quality) dimensions ● Ninety-five percent
of supervisors, managers, and executives will have performance plans in place that link to agency mission, goals and/or outcomes
● Percentage availability of critical systems ● IT expense as a percentage of revenue ● Maximize and/or obtain new funding
flexibilities ● Process cost as a percent of revenue (efficiency) ● Revenue actual versus plan and percent error in revenue
forecasts (effectiveness)
Objective(s):
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