NPPO Operations

1. NPPO Operations Module 2 Strategic Framework for Operationalizing the NPPO

2. Module 2What will I learn? The need for and main components of a strategic framework • Vision, mission and strategic objectives • Organizational culture The different kinds of capacity required for NPPO functions • Legal capacity • Management capacity • The basics of resource mobilization

3. Strategic planning Develop a strategic framework to: • Determine where the NPPO will go over the next several years • How it will get there • How it will know whether it got there or not

4. Strategic planning • Provides an opportunity for staff and partners to establish a common language and facilitates their involvement in the NPPO’s work • Articulates a clear vision, mission statement, objectives, comprehensive strategies and detailed action plan

5. Vision The NPPO vision • Should be aligned with the vision of the IPPC: protecting global plant resources from pests. • The NPPO vision could be, for example, to protect national plant resources from pests.

6. Mission The NPPO mission • Should be aligned with that of the IPPC – to secure cooperation among nations in protecting global plant resources from the spread and introduction of pests of plants, in order to preserve food security, biodiversity and to facilitate trade

7. Mission statement The mission statement of the NPPO describes why you’re doing the work you do and: • Provides members with a sense of shared purpose and direction • Explains what the NPPO is trying to achieve

8. Exercise 2.1 Does your NPPO have a vision? Does your NPPO have a mission statement? If not, if your NPPO were to have a vision and mission statement, what would they be?

9. Strategic objectives • Are set for a period of time (e.g. five years) • Are guided by the desire to fulfill the NPPO’s mandate, as defined by the IPPC • Are defined in the context of national development

10. Strategic objectives • Safeguard and facilitate the improvement of national plant resources through the implementation of appropriate import phytosanitary measures • Facilitate market access and safe international trade in plant and plant products through a robust export certification system • Manage risks to national food security and the environment

11. Strategic objectives • The objectives, when accomplished, lead to the goal set by the organization. • For each strategic objective, organizational results should be defined and achievable. • The level of achievement will depend largely on available resources and stakeholder support.

12. Organizational culture • Determines whether the working environment is comfortable and healthy • Influences the work behaviour and attitudes of employees • Determines openness, collaboration and willingness of employees to accomplish the mission and objectives of the organization

13. Organizational culture • Determines the level of job satisfaction • Can define the attitudes and actions of staff regarding tasks, roles, people, power and change

14. Organizational culture Organizational culture should: • Motivate and stimulate the staff • Cultivate a feeling of belonging and pride in the organization • Promote healthy attitudes of accountability and respect for the organization, colleagues, and staff • Provide a framework for analyzing and resolving internal and external conflicts

15. Phytosanitarycapacity Combines the knowledge and functions of many individuals, organizations and systems entities in a country, not just the NPPOs.

16. Phytosanitary capacity At the system level requires: • Policies • Laws, regulations and standards (the legal framework for plant protection) • Mechanisms for management, communication and coordination

17. Phytosanitary capacity At the organizational level requires: •   Mission •   Structure •   Operational procedures • Organizational culture focuses on plant protection • Human and financial resources • Information resources and infrastructure

18. Phytosanitary capacity At the individual level requires: • Knowledge • Skills • Competencies • Experience and ethics

19. Legal capacity • All staff are familiar with phytosanitary legislation. • All staff are aware of their roles and their responsibilities under the legislation. • All staff have a copy of the phytosanitaryregulations in their operational information kits. • A programme exists to develop manuals and procedures for abiding by phytosanitary regulations.

20. Legal capacity • Border agencies are familiar with national phytosanitary legislation and cooperate with the NPPO to protect national plant resources and food security. • Stakeholder groups are informed of relevant legislation to ensure their compliance and support. • There are clear written procedures and administrative support for enforcing legal provisions.

21. Management capacity • The director of the NPPO has the skills needed to manage the organization. • Management capacity is adequate across the various functions and programmes of the NPPO. • Administrative staff are adequately trained in e.g. budget management, human resources management and information management.

22. Resource mobilization NPPOs are most efficient and effective when they have an adequate and stable funding base • The government should take primary responsibility for the NPPO’s financial health and sustainability. • The NPPO should identify reliable funding for priority programmes and activities so that they can be consistently delivered. • The NPPO should ensure that provision is made for charging fees for services and that part or all of these fees are retained for the NPPO’s operations and improvement.

23. Resource mobilization The NPPO might not possess all of the required competencies and facilities it needs, but it should have access to them • Identify external service providers that can assist in operationalizing phytosanitaryprogrammes. • Engage external service providers through collaboration or authorization systems.

24. Exercise 2.2 Identify a strategic objective for your NPPO and suggest three desirable organizational achievements.