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Patent and Trademark Office

Client/Funder:
Patent and Trademark Office (posted 8/20/01)

Purpose and Scope:
The American Inventors Protection Act of 1999 requires the Patent and Trademark Office (PTO) to examine various fee structure alternatives. A legislative goal is to encourage maximum participation by the inventor community in the United States. PTO has been developing possible fee design alternatives based on ongoing interactions with various customers, but no clear consensus for change emerged. Consequently, senior management at PTO assembled a team in early 2001 to examine the alternatives in greater detail. This team is also examining such items as aligning fees with the cost of services, and continuing to generate sufficient revenue to finance current and future patent operations. PTO has engaged the Academy to provide a Panel and associated staff to assist the PTO team in completing the effort.

The study would be conducted over a 7-month period with completion in February 2002. Optional tasks could extend the contract period an additional three to four months. The Academy's role would be to review and comment on several written products prepared by PTO, help prepare PTO for consultations it plans to conduct with various industry organizations and stakeholders, and assist with a legislative proposal. More specifically, the Academy would review and comment on two draft reports and a decision paper resulting from PTO's internal study. This review would encompass the adequacy of the principles, assumptions and methodology for developing the new fee structure as well as the adequacy of the accounting and financial data systems supporting both the new structure proposed by PTO and any modifications recommended by the Panel.

Center:
Management Studies

Project Director:
Albert Kliman

Project Status:
Ongoing

Panel:

The Academy has appointed the following individuals to a Panel to direct and oversee this study.


Thomas Stanton (Chair) - Fellow, Center for the Study of American Government, Johns Hopkins University; Financial and Legal Policy Consultant. Former Partner, Wellford, Wegman and Hoff; Associate General Counsel, Federal National Mortgage Association; Acting Director and Deputy Director, Office of Policy and Planning, U.S. Federal Trade Commission; Director, Housing Research Group; Director, Tax Reform Research Group.

Ronald Boster - Economic and Public Policy Consultant. Former Vice President and Director of Business and Government Policy, Committee for Economic Development; Former Chief of Staff to three U.S. Congressmen. Former Senior Staff Economist, Deputy Staff Director, and Executive Staff Director, Committee on the Budget, U.S. House of Representatives; Adjunct Professor, Virginia Polytechnic Institute and State University; Fellow, Johns Hopkins University.

Matthew Holden - Henry L. and Grace M. Doherty Professor of Government and Foreign Affairs, University of Virginia. Former Commissioner, Federal Energy Regulatory Commission; Professor, Political Science/Public Policy and Administration, University of Wisconsin.

Josh Lerner * - Professor of Business Administration, Harvard Business School; Positions with the National Bureau of Economic Research, including Faculty Research Fellow, Corporate Finance and Productivity Programs, and Co-Organizer, Innovation Policy and the Economy Group. Former Member, Research Committee, White House Conference on Small Business; Positions with the Brookings Institution, a public-private task force in Chicago, and on Capitol Hill.

* Non-Fellow. Recommended by PTO.

Meetings:
To Be Announced

 

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Board of Directors Meeting
May 31-June 3, 2006
Las Vegas, Nevada

Academy Calendar

Academy Fellow Tackles
the Ethics of Dissent

Guerrillas in government are all around us, writes Academy Fellow Rosemary O’Leary in her new book, “The Ethics of Dissent: Managing Guerrilla Government.” The term “guerrilla government” describes career public servants who work against the wishes of their superiors which, O’Leary states, happens more than we may realize in government’s bureaucracy.

O’Leary says guerrillas often choose to remain “in the closet,” moving clandestinely behind the scenes, such as “Deep Throat” or the DMV clerk who deliberately slows the processing of a driver’s license application. Guerrilla dissent is carried out by those who are dissatisfied with the actions of public organizations, programs—or by people who choose not to go public with their concerns.

Ultimately, O’Leary found in her research that public servants and managers could benefit from addressing guerrilla activity. She says they should carefully listen to the creative ideas of these dissenters, even encourage debate, so that constructive changes in the system can be made.

Buy “The Ethics of Dissent: Managing Guerrilla Government”.


 

 

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