National Action Planning – a game of two halves?

1. National Action Planning – a game of two halves? • Looking forward: • Where do we want to be? • How do we get there? • Who can help us? • Looking back: • Where we are now? • What are the key issues?

2. Looking back: Inventories “… to provide … information and a baseline to allow a party to understand the scope of the issue …” • Country profile • Methodology • Inventory results • ‘Commentary’ A ‘snapshot’ of the problem: • Where is it? • What does it look like? • How big is it? • Who owns it? • Who is affected by it? The contents of an inventory:

3. How well do the inventories represent reality? • Do they reflect the shape and size of the problem? • Do they provide the information for reliable action planning? • Do they provide the baseline for national reporting? How has the national action planning improved knowledge and awareness? How will the work continue?

4. Inventory Size and Shape The distribution of the problem, geographically, economically, socially The amount of material found; the number of pieces of equipment etc. Where do we place inventories in this matrix?

5. Inventories can go up as well as down! • Increasing knowledge may add to the inventory • but reduce its error • Reduction efforts should reduce the inventory • but only slowly at the start • Analysis may also reduce the inventory where it is dominated by a large % of ‘suspect’ materials

6. Inventories through time Improved knowledge Inventory result ‘error envelope’ Reduction efforts, Analysis reduces unknowns releases time

7. Looking forward: choosing and ranking priorities • Technical priorities arising from the inventories • Priority sites or sectors of industry that need attention, ‘hotspots’ • National policies, strategies, programmes • Development strategies, poverty reduction … • Economic factors • Trend in industry; ownership, renewal

8. Conclusions • National planning is not an academic exercise • but requires high skills! • All inventories are models • but that’s not an excuse for unmethodical working • The plan is about changing behaviour • a wide range of stakeholders must be engaged • Action plans need to be realistic and acceptable • integrate them with national initiatives and policies • Actions are not always for ‘chemical managers’ • Work will transcend many mandates • A variety of funding mechanisms is needed • So cost-effectiveness will be critical • Many actions need to be ‘normal government business’ • Focal points will need sustainable support