Developing Agricultural Services with Performance, Vision, and Strategy Tool

1. IICA’s PVS “Performance, Vision, Strategy” SPS Service Modernization Tool Dr. Ricardo Molins Director, Agricultural Health and Food Safety IICA Geneva, March 31, 2008

2. Developing AHFS services with the Performance, Vision and Strategy (PVS) instrument

3. What is the PVS? Evaluation It is not just a diagnostic tool

4. Dialog Discovery Actions Awareness Common Language Performance Acciones Common Vision Active Pasive The PVS is a tool that focuseson the future

5. PVS Phases 1) Performance: … characterizing the performance of the service 2) Vision: … jointly (all stakeholders) designing the service of the future and agreeing on actions 3) Strategy: … how to get from (1) to (2)

6. 4-5 Fundamental Components 5-8 Critical Competencies per Component OBJECTIVES • Collaborate with Member Countries • Create a national common vision • Establish priorities • Facilitate strategic planning • Achieve institutional objectives

7. Application of the PVS Tool Personal or group interviews with: Public sector Various levels of the national Food Safety System (FSS) leadership (those in charge of surveillance programs, laboratories, inspection, certification, planning, etc.). Key personnel in other relevant Ministries and agencies (Commerce, Public Health, Fisheries, Industry, etc.) Private sector Key stakeholders in all agricultural and food chains – Input and materials purveyors, producers, processors, consumers, etc.

8. Technical capacity Four fundamental components for the food safety system PVS The capacity of the FSS to establish and apply science-based sanitary measures and procedures Optimum Mínimum

9. Competencies for the component“Technical capacity” Optimum Diagnostic and analytical capacity Early detection and rapid response capacity Technological innovation Emerging issues Inspection services Risk analysis Surveillance Mínimum

10. Example: measuring the level of performance for the competency risk analysis Optimum In addition to the previous level, the FSS is consistent regarding risk management and communicates all relevant decisions to the SPS/WTO, commercial partners and users. In addition to the previous level, the FSS is consistent when conducting risk analysis and develops food safety policies accordingly (risk management). The FSS has a methodology to research or collect information from its surveillance system. It also has specific, trained personnel for this tasks. Scientific principles and evidence provide decision makers with options for risk management. The FSS collects and maintains databases or can access the necessary information only to identify hazards. Sanitary decisions may be based on scientific evidence. The FSS does not maintain databases to assess the risk of potential hazards to consumers from foods. Decisions are not science-based. Mínimum

11. Technical capacity Four fundamental components Institutional and financial sustainability through human talent and economic resources Optimum Mínimum Human and financial capital

12. Stability of policies and programs Capacity to investment and grow Contingency funds Technical independence Competencies for the component “Human and financial capital” Optimum Human talent Updating Financial Sources Mínimum

13. Tecnical capacity Four fundamental components Optimum The capacity of the FSS to collaborate with and enlist the active participation of the private sector to implement programs and activities Mínimum Interaction with The private sector Human and financial capital

14. Competencies for the component“Interaction with the private sector” Optimum Capacity to respond to users needs Information Oficial representation Accreditation Comunication Joint implementation of programs Mínimum

15. Protect PH and market access Technical capacity Four fundamental components The capacity and authority of the FSS to protect public health and support market access, retention and expansion Optimum Mínimum Human and financial capital Interaction with The private sector

16. Competencies for the component “Market access” Optimum Setting of norms and regulations Compliance with norms Equivalence agreements Harmonization Certification And registry Traceability Transparency Mínimum

17. Applicación of the PVS tool PHASE 2: COMMON VISION EVENT A meeting of all stakeholders to: - examine the performance report from phase 1 - discuss causes, effects, limiting factors - agree on necessary changes, prioritize

18. Some results from continuous application of this process Technical capacity • An indication of the absolute and relative performance of all fundamental components Optimum Mínimum Market access Human and financial capital Interaction with the private sector

19. Some results from the continuous application of this process 2. Justification for seeking and allocating additional resources Optimum Mínimum Technical capacity Market access Human and financial capital Interaction with the private sector

20. Some results from the continuous application of this process 3. Measurement of relative institutional performance Optimum AM PHM Mínimum Market access Technical capacity Interaction with the private sector Human and Financial capital

21. Some results from the continuous application of this process 4. Prioritize actions and area focusing Technical capacity Human and financial capital Interaction with the private sector Market access

22. Some results from the continuous application of this process 5. Relative level of the competencies Optimum Technical capacity Mínimum Emerging issues Detection and response capacity Diagnostic and analytical capacity Technological innovation Risk analysis Inspection services Surveillance

23. Some results from the continuous application of this process 6. Expand the dialog and joint actions between sectors Optimum In addition to the previous level, the FSS is consistent regarding risk management and communicates all relevant decisions to the SPS/WTO, commercial partners and users. In addition to the previous level, the FSS is consistent when conducting risk analysis and develops food safety policies accordingly (risk management). The FSS has a methodology to research or collect information from its surveillance system. It also has specific, trained personnel for this tasks. Scientific principles and evidence provide decision makers with options for risk management. The FSS collects and maintains databases or can access the necessary information only to identify hazards. Sanitary decisions may be based on scientific evidence. The FSS does not maintain databases to assess the risk of potential hazards to consumers from foods. Decisions are not science based. Mínimum

24. Human and financial capital Technical capacity Emerging issues Updating Contingency funds Interaction with the private sector Market access Accreditation Traceability

25. Aplicación del Instrumento DVE FASE 2: EVENTO DE VISION COMUN Reunión de todos los actores para: - examinar el reporte de la Fase 1 - discutir causas, efectos, limitantes - acordar los cambios necesarios, priorizar - adoptar una estrategia de consenso, a futuro

26. Cause/effect analysis of limiting factors Inadequate response to users demands FSS goals are not achieved Effects A deficient and outdated FSS The FSS does not have a program for updating personnel knowledge Limiting factors Training has not been a priority for the national FSS Causes There is no study on training needs There is lack of planning about training There is no integration between the public, private and academic sectors

27. Application of the PVS tool PHASE 3: STRATEGY Agreement on actions to achieve the common vision: - define actions - assign schedules - agree on responsibilities - establish the basis for an FSS modernization project

28. PLAN FOR OVERCOMING LIMITING FACTORS

29. Some results from the continuous application of this process 7. Benchmark for measuring progress JULY 2007 Market access Technical capacity Interaction with the private sector Human and financial capital JULY 2008 Market access Technical capacity Interaction with the private sector Human and Financial capital

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