Австралия Бангладеш - Руководящие органы и организационные вопросы пункт 6: допуск наблюдателей 136 138


  • Бангладеш

  • Бельгия

  • Канада

  • ^ Чили

  • Дания

  • Египет от имени Группы Повестки дня в области развития (ГПДР)

  • Экваториальная Гвинея

  • Швеция

  • Швейцария

  • Сирийская Арабская Республика от имени Группы арабских стран

  • Тринидад и Тобаго

  • Соединенное Королевство

  • Соединенные Штаты Америки

  • Замбия


    Medium Term Strategic Plan

    Australian Comments

    Australia considers that the Medium Term Strategic Plan provides a high-level vision for the Organisation which carefully balances the roles of WIPO as an intellectual property service provider and norm-setting agency, while paying particular attention to the important development dimension of WIPO’s work.

    Australia has welcomed the inclusive and transparent consultative process and significant work that was undertaken in preparing the Medium Term Strategic Plan, and considers that the text strikes an appropriate balance between the diverse views of Member States. We also support the proposed mid-term review of the Medium Term Strategic Plan as a useful mechanism to ensure the continued relevance of the targeted strategic outcomes and defined strategies of WIPO.

    In Australia’s view, the Medium Term Strategic Plan will provide an effective road-map by which to ensure that the international intellectual property system is able to respond to the challenges that have arise in the rapidly evolving technological, economic and social circumstances in which we live, work, and create. We would like to draw attention to a number of areas of particular importance for Australia.

    On Strategic Goal One, Australia welcomes the focus on the normative framework as integral to the functioning of the multilateral intellectual property system. The focus gives the organisation the opportunity to support member states in considering the current and future needs of an integrated global knowledge economy and ensure that the system is able to keep up with pace of change.

    In this context, Australia notes that the past decade has been marked by a lack of progress on WIPO’s normative agenda, with Member States unable to reach agreement in several areas. We welcome recent positive outcomes in the context of the Intergovernmental Committee on Genetic Resources, Traditional Knowledge and Folklore and the Standing Committee on Trademarks, but hope that Members can work together to achieve similar progress be made in the Standing Committee on Patents and the Standing Committee on Copyright and Related Rights.

    On ^ Strategic Goal Three, Australia welcomes the recognition of the particular needs of LDCs, developing countries and economies in transition. The needs of small and medium-sized IP offices differ, and the differential approach will provide suitable support in developing the capacities of those offices to contribute most effectively to the functioning and development of the system.

    On ^ Strategic Goal Six, Australia supports WIPO taking on a leadership role in building strategic international cooperation on intellectual property issues.

    Australia is strongly committed to the implementation and mainstreaming of the WIPO Development Agenda. In our view, the Medium Term Strategic Plan appropriately recognizes the need to balance the roles of WIPO as an intellectual property service provider and norm-setting agency, while paying due attention to the important development dimension of WIPO’s work.

    We emphasise the importance of a conservative approach to all areas of the WIPO program and budget, including the need to balance demands for services with actual income from WIPO’s global intellectual property systems. In this respect, we note the fundamental importance that we place on continuing to reform the services of the Organization – including the PCT – so that they will be able to continue to deliver results which meet the needs of applicants, Offices and third parties. This is necessary to ensure that WIPO’s services retain the central place that these have in the international intellectual property framework and the financing of WIPO. We consider the proposed strategic direction in the plan balances these aspects of WIPO’s work appropriately.

    Australia is mindful of the challenge posed by the fragile global economic recovery, which means that WIPO cannot predict income with confidence. Accordingly, we are conscious of the possible need to assess priorities in the short term and identify where cost savings can be made. We would welcome productive and focused discussion among Member States through normal program and budget processes on this issue.


    Permanent Mission of the People’s Republic of Bangladesh


    Submission by the Delegation of Bangladesh on the Medium Term Strategic Plan for WIPO, 2010 – 2015

    Bangladesh appreciates the consultative process undertaken by the Secretariat in preparing the Medium Term Strategic Plan (MTSP).

    We would like to express our appreciation to the Secretariat for reflecting the challenges and concerns of the Least Developed Countries in MTSP, especially under Strategic Goals II and III. As the WIPO Development Agenda is being mainstreamed into all activities of the Orgaisation, it is expected that the needs and challenges of LDCs would be increasingly factored into all programmes and activities of WIPO. Accordingly, this delegation would have liked to see a reflection of these challenges and concerns in the ‘Foreword’ by the Director General. As universally recognized, LDCs face specific systemic challenges in terms of devising the role of IP for promoting innovation, growth and development in their economies. These challenges would require well-calibrated and customized solutions as most LDCs around the globe continue to pursue a higher growth trajectory through greater industrialization.

    This delegation would endorse the proposal to identify the WIPO Development Agenda as a cross-cutting frame of reference for MTSP. In this context, the Chart demonstrating the WIPO Development Agenda linkages with the WIPO Strategic Goals are particularly useful. The WIPO Development Agenda has indeed been a landmark development in the history of the Organisation which merits due recognition in a seminal document like MTSP. The WIPO LDC Ministerial Declaration 2009 makes specific reference to the Development Agenda while charting the way forward for the Organisation in support of LDCs for developing their IP policies and infrastructure. The LDC Ten-point Plan of Action also remains a blueprint for designing WIPO’s support services for LDCs in the short and medium term.

    This delegation would like to take this opportunity make some general comments in this regard under some of the Strategic Goals under MTSP:

    ^ Strategic Goal I: Balanced Evolution of the International Normative Framework for Intellectual Property

    A balanced and equitable international normative framework on IP would be crucial to ensure that LDCs attain the capacity to become true stakeholders in the international IP system. LDCs would require sustained and meaningful support from WIPO to facilitate their full and effective engagement in the international IP-related norm-setting process. The international agreements envisaged to be concluded in the medium term under this Strategic Goal should continue to have in-built provisions on flexibilities and exception and limitations in favour of LDCs that can be conducive to their development efforts. In this context, the background technical studies conducted by WIPO need to be balanced, objective and evidence-based in order to reflect both the common as well as nuanced variations in the challenges faced by LDCs. A broad-brush presentation of the situation of LDCs may often by counter-productive and there is a need for greater sensitivity in this regard. The international normative framework must essentially retain the policy space that would be critical for LDCs in calibrating their IP policies in support of their poverty reduction and national development strategies. LDCs would particularly benefit from a selective approach to those IP tools that could foster the growth of their Small and Medium Enterprises (SMEs) and help add economic and commercial value to their indigenous products and services. The importance of need-based and tailor-made capacity building support for LDCs in this context cannot be overemphasized.

    ^ Strategic Goal II: Provision of Premier Global IP Services

    As a UN specialized agency, WIPO remains the premier IP services provider for LDCs. In fact, a major yardstick for measuring WIPO’s success would continue to be the extent and impact of its services for LDCs. While the Organisation focuses on improving the quality of its services for its global customers, it should continue to remain engaged on designing and customizing its services for the benefit of users in LDCs. In this context, this delegation supports the four principal aims identified under the strategies under this Goal. In order to translate these aims into real-term deliverables, particularly for LDCs, it would be important to develop innovative services through multi-stakeholders participation. The recent WIPO initiatives to introduce services like aRDi and ASPI in favour of LDCs and other developing countries are welcome developments in this direction. There is a need for innovating further customized products and services within services like PATENTSCOPE to make their use attractive for potential users in LDCs. The relevance of WIPO services would in fact create an impetus for LDCs to become Parties to the international IP instruments mentioned under this Strategic Goals. The policy advice given to LDCs in terms of accession to various international IP instruments should be based on sound and long-term cost-benefit analysis of such accession. The decision to accede to an international IP instrument should have to be taken from within the development policy considerations of LDCs, and not necessarily in response to the interest of IP rights-holders. WIPO should continue to advocate in favour of maintaining a robust public domain for facilitating the access of LDCs to global knowledge and technology.

    ^ Strategic Goals III: Facilitation the Use of IP for Development

    It would be of high importance for LDCs to see meaningful realization of this Strategic Goal in MTSP to accelerate their development efforts. A balanced perspective on the use of IP would be key to achieving this. IP should be promoted as a tool to foster innovation and creativity, and not as an end in itself. The policy coherence issue addressed under this Strategic Goal should, therefore, help situate IP in its right context in terms of national development policies in LDCs. The focus on the use of IP in these countries should be geared at helping these countries develop new products and services for their internal and external markets through greater innovation and access. IP should be perceived as one of the vehicles for achieving the Millennium Development Goals to make IP protection factor into the national development policies of LDCs. Here again, it would be crucial to ensure need-based, customized approaches for providing capacity building support to LDCs. WIPO should continue to extend the reach of its technical assistance programmes beyond the traditional focus areas of capacity building and IP protection and enforcement, and help LDCs develop their capacity for meaningful participation in the international norm-setting process and bilateral negotiations. The WIPO Academy could consider specialized courses to cater to the particular human resource development needs of LDCs. The WIPO External Office policy should also consider how best such Offices would be able to serve the needs and interests of LDCs in different regions.

    ^ 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



    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


    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.


    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.

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