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Centre of Phytosanitary Excellence

Centre of Phytosanitary Excellence. Kenya Plant Health Inspectorate Service & CABI Africa. Strategy for a COPE. Maximizes the use of African expertise and existing capacities Established nationally but used regionally Wide consultations during establishment

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Centre of Phytosanitary Excellence

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  1. Centre of Phytosanitary Excellence Kenya Plant Health Inspectorate Service & CABI Africa

  2. Strategy for a COPE • Maximizes the use of African expertise and existing capacities • Established nationally but used regionally • Wide consultations during establishment • Essentially a public sector agency but: • Takes account of needs of clientele in private sector • Proactive & practical provision of capacity services needed to develop phytosanitary capacity

  3. Strategy for a COPE/2 • Founded on model facilities & procedures to support training • Aims for regional ownership and self-sustaining business model • Other centres expected in Africa – See output of 23rd GA IAPSC

  4. Implementation • Partners: KEPHIS, UoN, CABI, IPPC, NPPS (possibly USDA - APHIS) • Funders: STDF, KEPHIS • Duration: May 2008 - April 2010 • Project Management Committee: • Partners • NPPOs (besides Kenyan) • 2 private sector agencies (1 Kenyan, 1 not) – active consumers of phytosanitary services • Appropriate regional bodies (e.g. IAPSC) • Donor agency/agencies!!!

  5. Overall objective • To re-orient development & utilization of phytosanitary capacity in Africa towards: • better management of contemporary phytosanitary issues • More focus on strategies & practices for improved management of plant resources • Ease market access for African agricultural products

  6. Helicoverpa armigera Helicoverpa armigera 1.eggs 2. larvae on leaves 3. larvae at flower base 4. Adult moth 1 2 4 3

  7. Spodoptera litolaris 1. Larvae 2. Ova 3. Adult 2 1 3

  8. Liriomyza trifolii 1. Larval damage 2. Adult 1 2 3 3. Bemisia tabaci adults

  9. Larger grain borer

  10. Specific Objectives • To set up the legal and institutional framework for COPE • To set up a training unit • To set up a PRA unit • To promote the centre and its services

  11. Legal & Institutional Framework • Management structure for centre • Registration as a legal entity • Development of a business plan

  12. Training Unit • Needs assessment (regional workshop) • Curriculum development and design of courses (short: up to PG Diploma) • Training of trainers (NPPO Staff) • Upgrading inspection facilities (equipment, training) at JKIA • Information system for NPPOs (software, training) • Improve documented procedures at NPPOs

  13. PRA Unit • PRA training needs assessment (regional workshop) • Network of African pest risk analysts • Provision of information resources • Provision of software (e.g. climate matching) • Training of PRA staff

  14. Current status • The three main partners of COPE – KEPHIS, UoN and CABI have signed memorandum of understanding (MoU). • The Project Management Committee (PMC) has met twice i.e. 28th to 29th July 2008 and 23rd to 24th October 2008. • The training needs assessment (TNA) activity has began with the following activities undertaken: • the TNA questionnaire developed to collect data from Eastern African countries, the questionnaire sent to various Eastern African countries, questionnaires have been received from some countries and more still being received. • The TNA workshop held 3 - 8 December 2008 • During the workshop discussion will be based on country phytosanitary gap analysis, among others.

  15. Issues for the strategy • The strategy should, inter alia, address the following: • Resource mobilization & partnerships; • How to build a core group of resource persons at regional level as part of the regions self-empowerment; • How to position African issues in global affairs e.g. how would Africa bring out the issues of bio-invaders onto the international arena and agenda? • NB: One possibility is to set up technical committees or groups to work on specific technical issues that need to be discussed at the global level;

  16. Issues for the strategy/2 • How to strengthen the role of IAPSC as the champion for Africa and to become an effective RPPO – e.g. how to enhance its capacity to support NPPOs, • as opposed to IAPSC engaging in similar activities as the NPPOs • This will require a gap analysis between current IAPSC activities and its vision & mission. • IAPSC should have certain expectations and demands to the NPPOs and vice versa. • How to enhance partnerships between the IAPSC & regional and global bodies

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