Dr. Ricardo Molins

Director, Agricultural Health and Food Safety

IICA

Geneva, March 31, 2008

IICA’s PVS

“Performance, Vision, Strategy”

SPS Service Modernization Tool

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

What is the PVS?

Evaluation

It is not just a diagnostic tool

AwarenessCommon

Language Performance Acciones Discovery ActionsDialog

Pasive Active

Common Vision

The PVS is a tool that focuseson the future

PVS Phases1) 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)

4-5 Fundamental Components

5-8 Critical Competencies per Component

• Collaborate with Member Countries

• Create a national common vision

• Establish priorities

• Facilitate strategic planning

• Achieve institutional objectives

OBJECTIVES

Public sectorVarious 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 sectorKey stakeholders in all agricultural and food chains – Input and materials purveyors, producers, processors, consumers, etc.

Personal or group interviews with:

Application of the PVS Tool

Four fundamental components for the food safety system PVS

Optimum

Mínimum

Technical

capacity

The capacity of the FSS to establish and apply science-based sanitary measures and procedures

Em

erg

ing

issu

es

Competencies for the component“Technical capacity”

Optimum

Mínimum

Su

rveilla

nce

Dia

gn

osti

c a

nd

an

aly

tical

cap

acit

y

Earl

y d

ete

cti

on

an

d r

ap

id r

esp

on

se c

ap

acit

y

Tech

nolo

gic

al in

novati

on

Ris

k a

naly

sis

Insp

ecti

on

serv

ices

Example: measuring the level of performancefor the competency risk analysis

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.

Optimum

Mínimum

Optimum

MínimumTechnical

capacity

Human and financial

capital

Four fundamental components

Institutional and financial sustainability through human talent and economic resources

Competencies for the component “Human and financial capital”

Optimum

Mínimum

Hu

man

tale

nt

Up

dati

ng

Fin

an

cia

l S

ou

rces

Con

tin

gen

cy f

un

ds

Cap

acit

y t

o in

vestm

en

t a

nd

gro

w

Tech

nic

al in

dep

en

den

ce

Sta

bilit

y o

f p

olicie

san

d p

rog

ram

s

Four fundamental components

Optimum

Mínimum Interaction with

The private sector

Tecnicalcapacity

Human and

financial capital

The capacity of the FSS to collaborate with and enlist the active participation of the private sector to implement programs and activities

Cap

acit

y t

o r

esp

on

d t

o

users

need

s

Competencies for the component“Interaction with the private sector”

Optimum

Mínimum

Info

rmati

on

Com

un

icati

on

Ofi

cia

l re

pre

sen

tati

on

Accre

dit

ati

on

Jo

int

imp

lem

en

tati

on

of

pro

gra

ms

Four fundamental components

Optimum

MínimumProtect PH

and market access

Human and

financial capital

Technical

capacity

Interaction with

The private sector

The capacity and authority of the FSS to protect public health and support market access, retention and expansion

Competencies for the component “Market access”

Optimum

Mínimum

Com

plian

ce w

ith

norm

s

Sett

ing

of

norm

san

d r

eg

ula

tion

s

Harm

on

izati

on

Cert

ific

ati

on

A

nd

reg

istr

y

Eq

uiv

ale

nce

ag

reem

en

ts

Tra

ceab

ilit

y

Tra

nsp

are

ncy

A meeting of all stakeholders to:

- examine the performance report from phase 1

- discuss causes, effects, limiting factors

- agree on necessary changes, prioritize

PHASE 2: COMMON VISION EVENT

Applicación of the PVS tool

Some results from continuous application of this process

Optimum

MínimumMarket

access

Interaction with

the private sector

Technical

capacity

Human and

financial capital

1. An indication of the absolute and relative performance of all fundamental components

Some results from the continuous application of this process

Optimum

MínimumMarket

access

Interaction with

the private sector

Technical

capacity

Human and

financial capital

2. Justification for seeking and allocatingadditional resources

Some results from the continuous application of this process

3. Measurement of relative institutional performance

Optimum

Mínimum

Marketaccess

Interaction with

the private sector

Technical

capacity

Human and

Financial capital

PHM AM

Some results from the continuous application of this process

4. Prioritize actions and area focusing

Technical capacity Human and financial capital

Market accessInteraction with the

private sector

Some results from the continuous application of this process

5. Relative level of the competencies

Optimum

Mínimum

Technical capacity

Diagnostic and

analytical capacity

Detection and

response capacity

Inspection

services

Surveillance

Emerging

issues

Risk analysis

Technological

innovation

Some results from the continuous application of this process

6. Expand the dialog and joint actions between sectors

Optimum

Mínimum

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.

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7 8

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6

Human and financial capital

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6A 6B 7 8

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7 8 9

Technical capacity

Interaction with the private sector

Market access

Emerging issues Updating Contingency funds

Accreditation Traceability

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

FASE 2: EVENTO DE VISION COMUN

Aplicación del Instrumento DVE

The FSS does not have a program for updating personnel knowledge

Training has not been a priority for the national FSS

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

A deficient and outdated FSS

FSS goals are notachieved

Inadequate response to users demands

Limiting factors

Causes

Effects

Cause/effect analysis of limiting factors

Agreement on actions to achieve the common vision:

- define actions

- assign schedules

- agree on responsibilities

- establish the basis for an FSS modernization project

PHASE 3: STRATEGY

Application of the PVS tool

Strategy Indicators Responsible AssumptionsObjetivo

Te national FSS has and implements an annual staff training program.

Training activities implemented and percentage of staff trained.

Food Safety Directorate (FSD)

Policy and leadership change.

Attention to sanitary or food safety emergencies.

Activities

Identify training needs. Listing of training activities agreed upon.

FSD

Plan the training. Training Plan FSD

Implement the training plan.

Number of training activities conducted.

FSD

Coordinate with the public, private and academic sectors.

People and institutions participating in the training program.

FSD

PLAN FOR OVERCOMING LIMITING FACTORS

Some results from the continuous application of this process

7. Benchmark for measuring progress

Technical

capacity

JULY 2007

Human and

financial capital

Interaction with

the private sector

Marketaccess

Technical

capacity

JULY 2008

Human and

Financial capital

Interaction with

the private sector

Marketaccess

Thank you!

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