BOLIVIA'S NATIONAL INTELLECTUAL PROPERTY

UNCLAS LA PAZ 000837 SIPDIS STATE FOR EB/IPE AADAMO AND WHA/AND LPETRONI STATE PASS TO USTR FOR BHARMAN STATE PASS TO USPTO COMMERCE FOR JANGLIN TREASURY FOR SGOOCH SENSITIVE, SIPDIS E.O. 12958: N/A TAGS: KIPR EINV ECON BL SUBJECT: BOLIVIA'S NATIONAL INTELLECTUAL PROPERTY SERVICE IN "REVOLUTION" ¶1. (SBU) Summary: The acting director of Bolivia's National Intellectual Property Service recently told us the organization is in "revolution." Structure, scope, and staffing are under review, as are various units' efficiency. Significant changes could put at risk the organization's USAID-supported institutionalization process and undermine advances in staff expertise, professionalization, and customer service. The director's technical expertise and interest in intellectual property rights (IPR) issues are far from clear, and prospects for improved IPR protection are not bright. End summary. ¶2. (SBU) Claudia Solares, Acting Director of Bolivia's National Intellectual Property Service (SENAPI),told us March 17 that the organization is undergoing a "revolution." The body's structure and scope, implemented under its former director as part of a USAID-supported institutionalization process, are under review, as are staff recruitment and hiring processes. Individual units, meanwhile, are being evaluated for expertise and efficiency. Solares told us she hoped to centralize intellectual property rights (IPR) issues in a single body and expand SENAPI's influence in GOB-wide IPR debates. ¶3. (SBU) Employees hired under the institutionalization process, Solares said, will remain until she and others complete evaluations of their job descriptions. Solares commented that she recognized employees' technical expertise but wanted to be sure SENAPI staff were hired in accordance with approved employment standards. These, like everything else, are under review. ¶4. (SBU) Significant changes could put at risk the organization's USAID-supported institutionalization process and undermine advances in staff expertise, professionalization, and customer service. In early 2003, USAID-supported consultants and staff began a broad evaluation of SENAPI's legal framework and suggested ways to improve customer service. Many of these recommendations were implemented, with SENAPI creating a patent database and significantly improving staff expertise. Employees made use of USAID-provided computer equipment to modernize SENAPI's operations and improve the speed with which they evaluated patent applications. These efforts resulted in a substantially more professional organization, which could be weakened if professional staff hired on merit are replaced by politically connected individuals. ¶5. (SBU) Comment: Solares seemed overwhelmed, unfamiliar with SENAPI's history and lacking in recommendations and technical expertise. The effectiveness of her leadership and the new administration's interest in intellectual property rights issues are far from clear, and prospects for improved IPR protection are not bright. End comment. GREENLEE