ju ne dr patrice gautier dr françois gary 2011 mrs quyen ... · v strengthening competencies for...

Report

Nepal

June Dr François Gary

Dr Patrice Gautier Mrs Quyen Tran Thi Xuan 2011

PVS Gap Analysis report

Republic of Nepal

From June 20th

to June 30th

, 2011

Dr François GARY (Team Leader)

Dr Patrice GAUTIER (Technical expert)

Quyen TRAN (Technical expert)

World Organisation for Animal Health

12 rue de Prony

F-75017 Paris, FRANCE

PVS Gap Analysis report – Nepal – August 2012

Federal Democratic Republic of Nepal PVS Gap Analysis – 2011

v

TABLE OF CONTENTS

Executive Summary 1

Methodology of the PVS Gap Analysis mission 5

I The PVS Gap Analysis process 5 I.1 Background information 5 I.2 Methodology 11

II National and international priorities and expected levels of advancement 15 II.1 National priorities 15 II.2 Level of advancement 16 II.3 Impact and significance 19

PVS Gap Analysis 21

I Strengthening competencies for international trade 21 I.1 Strategy and activities 21 I.2 Human resources 22 I.3 Physical resources 23 I.4 Financial resources 24

II Strengthening competencies for animal health 26 II.1 Strategy and activities 26 II.2 Human resources 36 II.3 Physical resources 36 II.4 Financial resources 36

III Strengthening competencies for veterinary public health 39 III.1 Strategy and activities 39 III.2 Human resources 40 III.3 Physical resources 41 III.4 Financial resources 42

IV Strengthening competencies for veterinary laboratories 44 IV.1 Strategy and activities 44 IV.2 Human resources 44 IV.3 Physical resources 44 IV.4 Financial resources 44

V Strengthening competencies for general management and regulatory services47 V.1 General organisation of the Veterinary Services 47 V.2 Cross-cutting competencies of the VS 50 V.3 Human resources 53 V.4 Physical resources 55 V.5 Financial resources 55

VI Global budget analysis 57 VI.2 Capital investment 57 VI.3 Operational funding 57 VI.4 Emergency funding 60 VI.5 Profitability and sustainability 60

Conclusion 63

Appendices 65

Appendix 1: Presentation of the methodology 65

Appendix 2: Critical Competency Cards and corresponding Cost Estimation Cards70


vi

LIST OF ACRONYMS, ABBREVIATIONS AND/OR SPECIAL TERMS

AHW Animal Health Worker

ASF African Swine Fever

BIP Border Inspection Posts

BSL Bio Safety Level

CAQO Central Animal Quarantine Office

CBPL Central Biological Production Laboratory

CCC Critical Competency Card

CEC Cost estimation Card

CSF Classical Swine Fever

CVH Central Veterinary Hospital

CVL Central Veterinary Laboratory

CVO Chief Veterinary Officer

DAH Directorate of Animal Health

DDA Department of Drug Administration

DG Director general

DFTQC Department for Food Technology and Quality Control

DLS Department of Livestock Services

DLSO District Livestock Services Office

DLSTE Directorate of Livestock Services Training and Extension

DOC Day Old Chick

DVM Doctor in Veterinary Medicine

DVS Director of Veterinary Services – Chief Veterinary Officer (CVO) (see OIE Code)

EA European co-operation for Accreditation

EC European Commission

ELISA Enzym-Linked Immuno-Sorbent Assay

EU European Union

FAO Food and Agriculture Organisation,

FMD Foot and Mouth Disease

FVP Field Veterinary Post

GDP Gross Domestic Products

HPAI Highly Pathogenic Avian influenza

HS Haemorrhagic Septicaemia

LD Livestock Development

MSc Master of Science

MOAD Ministry of Agriculture Development


vii

MOH Ministry of Health

NADIL National Avian Disease Investigation Laboratory

NGO Non Global Organisation

NPR Nepalese Roupies

NVC Nepal Veterinary Council

OIE World Organisation for Animal Health

OIE-PVS OIE Performance of Veterinary Services Evaluation Tool

PCR Polymerase Chain Reaction

PhD Doctor of Philosophy

PPCC Public Private Coordination Committee

PPR Peste des Petits Ruminants

QMS Quality Management System

SAARC South African Regional Community

SOP Standard Operating Procedures

SPS Sanitary and Phyto-Sanitary (agreements)

TAD Trans-boundary Animal Disease

USD United States Dollar

VDAQCO Veterinary Drug Administration and Quality Control Office

VDC Village development committee (village or equivalent group of households)

VEC Veterinary Epidemiology Centre

VLU Veterinary Livestock Units

VPH Veterinary Public Health

VPHO Veterinary Public Health Office

VS Veterinary Service(s)

VSDAO Veterinary Standards and Drugs Administration Office

VSDO Veterinary Services District Office (currently included in DLSO)

VSB Veterinary Statutory Body (see OIE Code definition)

VLU Veterinary Livestock Unit

WB World Bank

WHO World Health Organisation

WTO World Trade Organisation


viii

ACKNOWLEDGEMENT

The team of experts would like to thank Dr Prabhakar Pathak, Director General of the Department of Livestock Service, and Dr Ramkrishna KHATIWADA, Head of the Animal Directorate, for their involvement and commitment during the PVS Gap Analysis mission in Nepal and for providing us with the opportunity to make this mission a real success.

We would also like to thank Dr Narayan Prasad GHIMIRE for his hard work in facilitating this mission: in terms of organization of meetings and his ability to find the necessary documents to conduct the mission. It was a great pleasure to work with you.

Finally, we would like to extend a sincere thank you to all the members of the Department of Livestock Service, and especially the Animal Health Directorate, and all the participants of this mission, for their contributions. This work is also the result of your involvement and participation.


1

EXECUTIVE SUMMARY

Following a request from the Chief Veterinary Officer (CVO) of Nepal, the OIE conducted a PVS Evaluation of the Nepal VS in November 2008. The CVO then requested the OIE to assist Nepal to conduct the PVS Gap Analysis and this was conducted in June 2011. It is then expected that the findings of this report will be presented to and discussed with relevant government agencies, key representatives of stakeholders and international donor / agencies by the end of 2011.

Clear national priorities should drive VS activities:

The overall priority for livestock development is to increase productivity and export opportunities through:

the expansion and competitiveness of livestock subsectors (dairy, chicken meat, chicken egg, pig, goat);

the development of exports (live cattle, hides and skins, wool, honey, Yak cheese, Pashmina and frozen buff meat).

Regarding the country sanitary environment, it was highlighted that a special attention should be directed towards priority diseases (Peste des Petits Ruminants, Classical Swine Fever, Foot and Mouth Disease, Highly Pathogenic Avian Influenza, Haemorrhagic Septicaemia, Anthrax, internal parasites, Blue Tongue, Newcastle Disease, rabies and other relevant zoonosis) thanks to a clear regulatory framework and an efficient field network

Moreover, it is of utmost importance that the VS get involved in Veterinary Public Health through the development of food inspection which will allow them to ensure meat safety as well as to improve epidemiological surveillance.

If the VS of Nepal are to reach the above mentioned objectives and priorities, they need to improve their governance and efficiency from field to central level through:

the complete modification of the way VS (DAH) are managed, by including good governance principles at all levels, enforcement of a clear chain of command between all levels, improved coordination with other public agencies and with representatives of the private stakeholders, strengthening the role of the Nepal Veterinary Council and delegation of some official activities to private veterinarians and their veterinary paraprofessionals.

the improvement of the legal framework of the VS. the increase of the geographical coverage and the scope of VS’s work through an

efficient field veterinary network based on public and private veterinarians.

What needs to happen over the coming 5 years?

Trade: Improvement of border control and increased capacity to export

Nepal is subject to important imports of live animals and animal products (chicks, eggs, live chickens, broiler meat, live ruminants, milk powder, etc.). The authority and capability of the VS in controlling these imports will be strengthened at up to 17 locations (1 international airport, up to 8 Border Inspection Posts with China, up to 8 BIP with India). It is important to note that the lack of natural barrier between Nepal and India means that the BIP will not be sufficient to control imports. Consequently, the staffing of the around 25 District Livestock Services Offices (DLSO) that are located along this border should be increased so these field offices can assist the control of imports by checking local markets and road transportation.


2

Identification, animal movement and traceability are to be organized for some animals and animal products: honey for export purposes; milk, day-old-chick etc. for domestic market.

A study to assess the feasibility and analyse the cost-benefit of the set-up of a FMD-free zone in Eastern Region will be conducted. This zone may be justified to facilitate export of buffalo meat and export of live bovine to India, Bangladesh etc.

Animal health: A network based on around 370 field veterinarians (public AND private) for more efficient control programmes, surveillance and other animal health services

From the current situation with an uncoordinated and poorly supervised network of 1,000 public livestock service centres and sub-centres, thousands of local drug retailers and only few private veterinary practitioners, the network will be based on around 370 Field Veterinary Posts managed by a veterinarian with several veterinary paraprofessionals. Out of these, 150 will be private practices, especially in zones with high density of animals and intensive livestock production. These Field Veterinary Posts will be involved in official programmes (vaccination against PPR, FMD, and CSF...) and other animal health services.

Veterinary Public Health: A new mandate for Nepal VS under DAH

From a current situation whereby VPH activities are either not conducted or under the responsibility of several public agencies without coordination, the VPH office under DAH will become the leading competent authority for VPH. The mandate of the recently established Department for Food Technology and Quality Control (DTQC) (under MOAD) should not overlap with the VPHO. The VPHO will develop close relationships with agencies under the Ministry of Health and with Research and Academic institutions

The VPHO has to develop an ante and post mortem inspection in slaughterhouses. This can be done with staff from Veterinary Services district Office (VSDO as currently DLSO). This inspection can also be formally delegated to Municipal VPH staff in big cities and to private veterinarians and veterinary paraprofessionals in villages with a reporting line to VSDO.

The VPHO also has to develop hygiene inspections in the different sectors. In order to define the relevant minimum requirements, VPH has to develop joint public-private programmes with the private sector (dairy association, poultry association...). Some of them can be based on a cost-recovery basis: residue testing of milk, broiler meat, chicken egg and honey

The overlapping or work between the DFTQC and DLS must be cleared.

A very significant upgrade of the activities conducted by the Veterinary Standards and Drug Administration Office (VSDAO under DAH) is expected with the probable transfer from the Ministry of Health to DAH of the mandate related to overall regulation of veterinary products. The process of inspection from production and import of veterinary drugs to their use must be developed.

The VPHO also has to be involved in zoonosis control programmes: (i) develop coordination and sharing information with MOH (ii) develop common programmes.

Veterinary laboratory: A unified network more efficient and with more resources.

The Central Veterinary Laboratory (CVL) will become the leading agency for veterinary diagnosis in the country for both animal health and veterinary public health purposes. Besides its own diagnostic activities in the capital city, the CVL will directly supervise the FMD/TAD laboratory, the National Avian Laboratory and 5 Regional laboratories. It will also actively interact with few small private veterinary laboratories, laboratories from other ministries, laboratories of Research Institutes and Academic institutions and laboratory partners abroad.

It should be equipped with a new unit to deal with VPH, including a dedicated microbiology section and a residue section. Quality assurance will be firstly initiated at the CVL.


3

Since exporters and stakeholders of the intensive livestock will require more and more laboratory testing, public laboratories will be allowed to formally charge for some of their services.

Reorganisation of VS with a strong internal chain of command and the development of a field veterinary network with delegated activities

From a current situation with inadequate internal management, significant lack of authority between administrative levels, insufficient interaction with private practitioners and livestock farmers, resulting in inadequately focussed animal health programmes, two major changes will occur:

VS will be reorganised at central, regional and district levels. The field veterinary network will be reorganised around 370 FVP. The set-up of

150FVP managed by private veterinary practitioners will be actively encouraged, including by conferring them the conduct of some official VS activities.

Regional and district LS offices will have a separate section for the VS and these VS teams will be placed directly under the authority of the CVO and head of DAH. The VSDO will have to coordinate the implementation of animal health programmes (surveillance, prevention, control, early detection and emergency response, inspection) and food inspection. Livestock Service Centres and Sub centres have to be restructured for their operational animal health activities in the FVPs (private or public).

In areas with low density of animals, FVP will still be part of the public sector, but they have to be managed by a veterinarian with a relevant team of veterinary paraprofessionals.

A major reform of the legal framework to enable this reorganisation will be initiated. The role of the Nepal Veterinary Council has to be strengthened to regulate veterinary paraprofessional activities, and to define a strong code of conduct between private and public veterinarians that will allow to develop private veterinarians and to insure the quality and the independence of the core missions of the public VS.

The Ministry of Agriculture Development and the Department of Livestock Services will ensure that more decisions can be made by the DAH itself rather than at higher levels. This is important to improve the technical independence of the VS in Nepal.

Strengthening skills of human resources and development of the information sharing for scientifically-based decision making

The internal management of human resources and activities of the VS (from central to district levels) will be drastically reformed with the aim to optimize resources and to ensure a strict chain of command.

Initial training of veterinarians will be more uniformed between the 3 colleges concerned, with a minimal curriculum in line with the future OIE guidelines for veterinary education. It is expected that the number of veterinary undergraduates trained will increase from 50-60 to up to 80 to 90 per year. The fact that many veterinary undergraduates migrate abroad will be addressed by DAH, NVC etc. taking active measures to develop opportunities for them in the country (e.g. the set-up of private veterinary practices).

Training of livestock technicians (potentially becoming veterinary paraprofessionals) by numerous schools will also be harmonized and their curriculum revised in collaboration with the Nepal Veterinary Council.

Continuing education for the VS of Nepal will be more based on real needs, better planned and rigorously evaluated.

From the current situation, internal and external communication and information management will be significantly developed. A VS information system (database) will be


4

developed. A dedicated Information / Communication Unit within VS will be created, adequately equipped and staffed.

Consultation with stakeholders will be more formally organised and the recently created Public-Private Committees will be strengthened for major commodities. These will be the basis to encourage the private sector propose some joint programmes to VS whereby public and private sectors join forces.

There is a major work to be done to reform the legal framework of the VS of Nepal. This will take several years and a specialised team is needed.

It is estimated that the national official VS of Nepal should include about 650vets, 2000 paraprofessionals and 480 support staff (including public FVPs). The above figures represent the total work force of the public sector from central to district levels, including laboratories and quarantine, but excluding NVC, veterinary colleges, municipalities.

To assist the VS in official activities and to provide animal health services to livestock farmers, it is estimated that the country should have 150 private veterinary practices (as private FVP) with a total of 150 veterinarians and 300 veterinary paraprofessionals.

Financial resources: an investment of USD 1.5 per Veterinary Livestock Unit to increase the livestock GDP

The annual budget for DAH to implement and evaluate the above activities should amount to USD 23.15 million, including vaccine costs for official vaccination campaigns. In addition, an exceptional budget of USD 11 million should be provided for the next 5 years. This concerns central, regional and district levels of VS (including laboratories, border posts etc.) as well as delegated activities to Municipal and private veterinary practices (or Livestock Centres). This does not include the Central Veterinary Hospital, the Central Biological Production Laboratory, and the Rabies Vaccines laboratory which should be recovering their costs.

The current annual budget of DAH is close to USD 5 million (plus USD 4 million provided by donors) and therefore, this PVS Gap Analysis recommends that the new budget should be up to 2.5 times the current one. This also means that the VS budget would represent 1.36 % of the Livestock GDP (1.43 USD/VLU). This consists of a major but reasonable change since (1) the current budget is very low, (2) this will enable a future increase in the Livestock GDP.

If the Gap analysis plan is efficiently applied, the main benefits for the country could be: (i) a significant reduction of burden diseases (PPR, FMD, CSF), (ii) an improvement of livestock productivity with more efficient animal health services, (iv) an increase of market opportunities for the private animal products companies on domestic market (tourism, reduction of imports) and on international niche markets (hides and skins, cheese, honey, meat...). An increase of 2% of the livestock GDP will cover the annual budget for VS.

Conclusion: Better resources and better governance of VS for a significant increase of livestock GDP

There are extraordinary needs and opportunities for the VS of Nepal to contribute to the economic development of the country, poverty alleviation through livestock, quality of animal products, prevention of zoonotic diseases etc. Today, the VS are far from being prepared to undertake the numerous and highly professional tasks that the country needs.

This OIE PVS Gap Analysis report recommends a very significant increase of the VS’ resources of Nepal. However, it must be realised that financial resources will not be sufficient to address the challenges and that application of good governance principles at all levels are at least as important.


5

METHODOLOGY OF THE PVS GAP ANALYSIS MISSION

A PVS Gap Analysis mission facilitates the definition of a country’s Veterinary Services’ objectives in terms of compliance with OIE quality standards, suitably adapted to national constraints and priorities. The country PVS Gap Analysis report includes an indicative annual budget and one exceptional budget (for exceptional investments), when relevant, consolidated to propose an indicative 5 years budget for the Veterinary Services. In practice, this means:

Defining, together with the Veterinary Services, and in accordance with national priorities and constraints, the expected result (i.e. level of advancement defined in the OIE PVS tool) at the end of the five-year period for the critical competencies of the OIE PVS tool which are relevant to the national context;

Determining the activities to be carried out in order to achieve the expected results for the critical competencies of the OIE PVS Tool which are relevant to the national context of the country;

Determining, helping with information, data or interviews, the tasks and human, physical and financial resources required to implement these activities to enable the Veterinary Services to work appropriately.

I The PVS Gap Analysis process

By request of the Directorate of Animal Health (DAH), Department of Livestock Services (DLS), Ministry of Agriculture Development (MOAD) of the Federal Democratic Republic of Nepal, an evaluation of the Veterinary Services (VS) of Nepal was conducted by OIE accredited experts from November 16th to 29th, 2008, using the OIE Tool for the Evaluation of Performances of Veterinary Services (OIE-PVS Tool).

This evaluation highlighted strengths and weaknesses of the VS of Nepal and proposed recommendations to improve the overall performance of the national VS.

To go further with these recommendations, Nepal requested an OIE-PVS Gap Analysis mission in a letter sent to the OIE Director General on August 2nd, 2010. The mission was carried out from June 20th to June 30th, 2011, by a team of three OIE certified experts: Dr François GARY, Team Leader, Dr Patrice Gautier and Mrs Quyen Tran, Technical Experts.

I.1 Background information

I.1.A Country details

A landlocked country, Nepal is situated between India and China and covers an area of 147 480 km2 with the total population of 29 million (2010). Only about 17 percent of Nepal’s total land area is suitable for agriculture; 2.5 million hectares with a cropping intensity varying from one to three crops per year. The country is subdivided into three major ecological regions. 23 percent is occupied by the Terrai plains in the southern belt, 42 percent by the Hills in the middle belt and the remaining 35 percent by the Mountains in the northern belt.

Growth of the Nepalese economy is determined largely by the growth of its agricultural sector which is accounting for 38 percent of Gross Domestic Product (GDP) at present.

The livestock sector contributes about 31 percent of the agricultural GDP, which is projected to rise to 45 percent by about 2015. Within livestock, dairy accounts for 63 percent of the total value added, followed by meat (32 percent) and eggs (5 percent).


6

Livestock and livestock products are not traded much and account for about 11 percent and 6 percent, respectively, of total agricultural exports and imports.

Table 1 - Current livestock census data (2008/2009)

Animals species Total Number System of production

Cattle 7,175,198 Mainly extensive and increasingly intensive farms in the Terrai

Buffalo 4,680,486 Mainly extensive

Sheep 802,993 Mainly extensive and some intensive farms in the mid-hills Goat 8,473,082 Mainly extensive and some intensive farms in the mid-hills Yak 68,097 Mainly extensive

Pig 1,044,498 Mainly extensive and some intensive farms are expanding

Poultry 24,864,409 Largely intensive production in Kathmadu, Pokhara and Chitwan valley

Source: MoAD of Nepal (http://www.MoAD.gov.np/content.php?id=102)

Table 2 - Animal and animal product trade data (2009/2010)

Animal and Animal product

Average annual Export Average annual Import

Unit Quantity Values (NPR)

Quantity Values (NPR)

Live Animals

Horses 0 0 209 586,810

Asses, mules and hinnies Pcs. 57 135,456 180 1,218,346

Live bovine animals Pcs. 19 38,000 2,343 3,819,185

Bovine animal (Buffalo) Pcs. 14,009 35,519,997 25,960 58,231,902

Live swine Pcs. 2,851 3,423,000 1,755 470,244

Sheep Pcs. 106 110,000 25,798 7,251,216

Goats Pcs. 2,410 1,249,280 391,184 391,972,327

Fowls of the species Gallus domesticus

Pcs. 12,240 141,456 53,826 26,739,230

Live poultry Pcs. 5,355 54,386 174,655 32,507,982

Mammals Pcs. 204 22,491

Animal Products

Meat of bovine animals Kg. 194,025 15,315,378 89,322 6,479,799

Meat of swine Kg. 226,535 23,491,454 4,418 327,016

Meat of sheep Kg. 10,971 2,655,945

Meat of horses, asses, mules or hinnies

Kg. 269 628,680

Edible offal of bovine animals Kg. 5,352 531,269

Cuts, offal, fowls of species Gallus domesticus

Kg. 195,619 39,922,042

Meats of ducks, geese or guinea fowls Kg. 3,940 2,301,327

Edible meat offal Kg. 2,000 511,355

Source: MoAD of Nepal (http://www.MoAD.gov.np/content.php?id=102)

Table 2 shows that Nepal has not a very important trade of live animals. Exports represent around 2 to 3 per thousands of the Nepalese livestock. Imports of live animals are not very important, except for sheep and goats with imports of live animals representing 4 to 5 percent of the national livestock. This trade of live animals concerns mainly India with transboundaries exchange.

http://www.moac.gov.np/content.php?id=102

http://www.moac.gov.np/content.php?id=102


7

Export of meat products represents around 1% of pig meat and 1% of bovine meat production. However, some opportunities of export in Asia (Vietnam, India…) could be developed in the future. Imports of animal derived products account for less than 1% of the consumption.

I.1.B Current organisation of the Veterinary Services:

The VS of Nepal are organised within the frame of the Department of Livestock Services (DLS), under the authority of the Ministry of Agriculture Development. It includes the Directorate of Animal Health (DAH) at central level, and a network of 5 regional Livestock Services Directorates, 75 District Livestock services Offices and 999 Livestock services Centres and Sub Centres in charge of the implementation of activities concerning animal health and veterinary public health.

The Directorate of Animal Health (DAH) is responsible for the preparation and coordination of the activities implemented in the field, including international veterinary certification.

DAH has 4 subordinating administrative sections:

Veterinary Public Health Office, Veterinary Epidemiology Centre, Veterinary Standards and Drugs Administration Office (VSDAO) (named

Veterinary Drug Administration and Quality Control Office in the figure 1)1) , Central Animal Quarantine Office,

and 5 technical sections:

Central Veterinary Hospital, A Central Veterinary Laboratory (CVL) (named Central Disease Investigation

Disease in figure 1) comprising a National Avian Diease Investigation Laboratory and five Regional Veterinary Laboratories; ;

A National FMD and other epizootics Laboratory; And 2 laboratories for veterinary biologicals production (the Central

Biological Production Laboratory and the Rabies Vaccine Production Laboratory).

Formal veterinary education is provided by 3 institutions – Institute of Agriculture and Animal Science (public) and 2 privates institutions including the Himalayan college of Agriculture & Technology (private). Nepal Animal Science Research Institute is the research institution which in the scope of their activities has researches in the field of veterinary medicine also.

Nepal Veterinary Council is the veterinary statutory body in Nepal. It is in charge to register veterinarians in Nepal, and is involved in preparation of the animal health regulations (see CCC III.5)

The Directorate of Livestock Services Training and Extension is responsible to arrange Training and Continuing Education for veterinarians and veterinary paraprofessionals employed by the Ministry of Agriculture Development. They are subordinated by five Regional training centres.

1 The name of some services is different in the narrative of the report from what is presented in the organization

chart ( figure 1) as the names used during the mission where those used in this report.


8

Figure 1 - Organisation Chart of the VS


9

I.1.C List of entities or sites related to Veterinary Services activities:

Terminology or names used in the country Number of sites

GEOGRAPHICAL ZONES OF THE COUNTRY Climatic zones Temperate to tropical 3

Topographical zones Plain to mountain 3

Agro-ecological zones Terai, Hills, Mountain 3

ADMINISTRATIVE ORGANISATION OF THE COUNTRY 1st administrative level Central 1

2nd administrative level Regional 5

3rd administrative level Zonal 14

4th administrative level District 75

Urban entities Municipalities 58

VETERINARY SERVICES ORGANISATION AND STRUCTURE Central (Federal/National) VS DLS/DAH

Internal division of the central VS Central Animal Quarantine Office (CAQO), Central Veterinary Lab (CVL), Central Biological Production Lab (CBPL), Veterinary Standard Drugs Administration Office (VSDAO), Veterinary Public Health office (VPHO), Central Veterinary Hospital (CVH), FMD&epizootics Lab, Rabies Vaccine Production Laboratory, Vet Epidemiology Centre

9

1st level of the VS Regional Livestock Services Office 5

2nd level of the VS District Livestock Services Office 75

3rd level of the VS Service Centre, Sub-Centre 999

Veterinary organisations Nepal Veterinary Council 1

FIELD ANIMAL HEALTH NETWORK Field level of the VS for animal health

District Livestock Services Office 75

Private veterinary sector

Other sites (dip tank, crush pen….)

VETERINARY MEDICINES & BIOLOGICALS Production sector Central Biological Production Laboratory (CBPL)

(1), Private Pharmaceuticals(8) 9

Import and wholesale sector Vet Drug and Biologicals Importers 50

Retail sector Vet Drug and Chemists 2000

Other partners involved

VETERINARY LABORATORIES National labs CVL, FMD&TADs, VSDAO, NADIL 4

Regional and local labs RVL 5

Associated, accredited and other labs

Production lab 2

ANIMAL AND ANIMAL PRODUCTS MOVEMENT CONTROL Bordering countries India, China 2

Airports and ports border posts International Airport 1

Main terrestrial border posts Kakarbhitta, Biratnagar, Janakpur, Birgunj, Tatopani, Bhairahawa, Nepalgunj, Gaddachauki

8

Minor terrestrial border posts

Quarantine stations for import Pashupatinagar, Kakarbhitta, Garuigunj, Rani, Bhantabari, Madar, Jathai, Bhittamod, Malangawa, Sirsiya, , Auriya, Tatopani, TIA, Jamuniya, Belahiya, Krishnanagar, Neaplgunj road, Gulariya, Dhangadi, Gaddachauki, Belauri, Darchula

22

Internal check points Pathlaiya, Ramnagar, 2

Live animal markets


10

Zones, compartments, export quarantines

0

PUBLIC HEALTH INSPECTION OF ANIMALS AND ANIMAL PRODUCTS Export slaughterhouse

National market slaughterhouses Sunasari(2), Hetauda 3

Local market slaughterhouse

Slaughter areas/slabs/points

On farm or butcher’s slaughtering sites

Processing sites (milk, meat, eggs, etc.)

Retail outlets (butchers, shops, restaurants)

TRAINING AND RESEARCH ORGANISATIONS Veterinary university Colleges (Tribhuvan and Purbanchal University) 3

Veterinary paraprofessional schools Council for Technical Education and Vocational Training (CTEVT) Affiliated Technical Schools

18

Veterinary research organisations Nepal Agriculture Research Council 1

STAKEHOLDERS’ ORGANISATIONS Agricultural Chamber / room / organisation

Chamber of Commerce 1

National livestock farmers organisations

Dairy Association, Poultry Producer Association, Hatchery Association, Feed Association, Milk Cooperative Association, Swine Producer Association

6

Local (livestock) farmers organisations

Dairy Association, Poultry Producer Association, Hatchery Association, Feed Association, Milk Cooperative Association, Swine Producer Association

Other stakeholder organisations

Consumers organisations Consumer Forums 3

I.1.D Summary results of the OIE PVS evaluation

Human, physical, financial resources:

The VS have an absolutely insufficient number of veterinary officers even for the basic activities. The veterinary services’ structure is also deficient and chain of command is unclear. Veterinary public health is almost non-existent. There is frequent transferring of personnel between the veterinary posts regardless specific training and work experience

Most of the veterinary services in the field are provided by the veterinary paraprofessionals which are not regulated or licensed by any statutory body, the scope of their activities is not defined and they are not effectively supervised.

The VS have a network of training centres and have developed certain training programmes; however continuing education is not compulsory for veterinarians or for veterinary paraprofessionals; training programmes are not planned or administered in a systematic manner and do not suite the needs of veterinary service.

Physical resources are not adequate; funding is generally insufficient for base operations and for any serious improvement of VS performance.

Technical authority and capability:

The VS has some trained personnel and competent people to perform the tasks.

Official reporting to the public and stakeholders occurs in a regular and


11

professional manner via annual bulletins and annual technical reports. There are some regulations in place or under consideration that give the VS

the authority to accomplish their activities but most are either not yet passed, or have not been implemented.

Passive surveillance occurs regularly; Active surveillance exists only for HPAI.

Residue testing, emerging issues and technical innovation are critical competencies that were not yet developed at all.

Interaction with stakeholders:

Lack of formal mechanisms of communication with stakeholder, there was neither legal framework nor plans to authorise the private sector to carry out official tasks

Nepal Veterinary Council has been established by the “Nepal Veterinary Council Act 2055 (1999)” as a veterinary statutory body. Almost all the veterinarians have licences (493) issued by the NVC. The NVC has prepared an ethic code for veterinarians. This body has no authority to regulate veterinary paraprofessionals.

Access to market:

Nepal does not have a large animal and animal product export market, with most of these limited exports going to India, Bhutan and Bangladesh.

I.2 Methodology

Following a request to the OIE from its government, a PVS Gap Analysis mission based on the outcomes of the OIE PVS follow up evaluation report was conducted from June 20th to June 29th, 2011 by a team of OIE certified experts: Dr François Gary as team leader, Dr Patrice Gautier and Mrs Quyen Tran as technical experts.

The first step of the PVS Gap Analysis mission is discussion and agreement with the Director General (DG) of DLS, Programme Director and representatives from each of other Directorates and DAH sections on national priorities relevant to VS. Then, the desired levels of advancement for each critical competency are identified, recognising national priorities as well as constraints, again in discussion with the VS leadership. A PVS Gap Analysis is then carried out, which identifies specific tasks required to move to each critical competency target over approximately a five year period, as well as an estimation of resources needed to achieve these targets. This facilitates better compliance with recognised international standards as determined by the OIE and agreed by all OIE member countries.

I.2.A Organisation of the mission:

The mission was organised in advance by the team of experts and the VS, as follows:


12

Table 3 - Organisation of the mission:

Day (D) Date Purpose of the meeting Participants

D1

20/6 Opening meeting Definition of national priorities Determination of unit costs

Minister, Secretary, Joint Secretaries, DG of DLS, Programme Director of DAH, heads of relevant Directorates

D2 21/6 Plenary session Definition of levels of advancement

Programme Director and Heads of all technical sections of DLS, DAH

D3

22/6 Technical meeting on Veterinary Public Health (VPH) Technical meeting on border security

Heads and technical staffs of relevant services

D4

23/6 Technical meeting on the veterinary services field network Technical meeting on laboratories

Heads and technical staffs of relevant services (Para- professional Assoc., Central Veterinary Laboratory)

D5

24/6 Technical meeting on veterinarians and veterinary paraprofessional continuing education and Human resource management Briefing the progress to DG- DLS

Directorate of LS Training and Extension of DLS DG of DLS

D6 25/6 First synthesis of findings by the team of experts

The experts

D7 26/6 Meeting with the Veterinary statutory body, veterinarians and veterinary paraprofessional training

Nepal Veterinary Council, Veterinary Colleges

D8 27/6 Final data collection and verification DAH staffs

D9 28/9 Further synthesis of findings by the team of experts

The experts

D10 29/6 Plenary meeting for the preliminary presentation of the objectives and activities

Heads of all technical sections of DLS, DAH

D11 30/6 Briefing on key findings to Ministerial Secretary and Joint Secretaries.

Secretary and Joint Secretaries

1.2.B Estimation of resources needed

A logical approach to estimate the budget to strengthen the Veterinary Services is used. This approach is as follows:

The Veterinary Services should have the sufficient financial resources to carry out essential tasks and duties, and be able to adapt to changes in health status. The budget for field activities (for government staff and officially delegated private veterinarians) must allow for planned activities, but should also support a flexible approach necessary to allow immediate responses when these are required. The amount of expenditure for each activity should be adjusted according to the national constraints, human resources (number and public/private split), priorities and trends in animal health and changes of animal health status.

The budget is developed for specific activities so that the desired level of advancement may be achieved as determined by the objectives, situation and characteristics of the country. The necessary tasks and resources required are identified and budgeted. Priorities are set out to provide assistance with the actual allocation of funds - these will need to be finalised by the Veterinary Services during operational planning.


13

During the mission, the VS, facilitated by the experts, defined (average) unit costs for components of VS expenditure grouped into:

Material investments such as buildings and vehicles Non-material expenditure such as training and consultancies Salaries of staff required to reach the targeted levels, to strengthen technical

independence and to be coherent within the national context Consumables such as travel allowances and transport costs

These then formed the basis for systematic calculations across the breadth of VS activities under each critical competency.

For each critical competency card where tasks have been identified, the relevant resources required, calculated and based on the agreed unit costs, are detailed in the corresponding cost estimation card. All these cards are included in the appendices of this report.

In the body of the report, cost estimation cards are regrouped under five relevant pillars: international trade, animal health, veterinary public health, laboratories and management and regulatory services. A budget is presented for each pillar.

The overall budget analysis (Chapter VI) synthesises the different budget lines: on-going investment, salaries, repairs and maintenance, operations, etc. This budget demonstrates the effectiveness of the PVS Gap Analysis, its sustainability and also identifies the need to incorporate the programme into the quality control policy of the Veterinary Services.

In order to develop the budget, some references are established as follows:

The international currency used in this report to estimate the costs and the budget is the USD (US Dollar). The exchange rate is 1 USD for 71 Nepalese Rupee (NPR).

In Nepal the number of year for amortisation of buildings/facilities, transport and equipment has been determined as such:

o 25 years: construction cost for building maintenance o 7 years: purchasing value for transport means o 5 years: purchasing value for laboratory equipment o 5 years: purchasing value for telecommunication and computer

equipment sets

See appendix I for complementary information

1.2.C Organisation of the report

The desired levels of advancement for each PVS critical competency were identified, recognising national priorities and constraints, in discussion with the Veterinary Services of Nepal. A PVS Gap Analysis was then completed to facilitate their compliance with recognised international standards as determined by the OIE.

The following chapters indicate the resources and activities necessary to strengthen the Veterinary Services. The chapters follow a logical order identifying priorities, recognising constraints and issues, assessing processes and resources necessary and providing a work-plan for improvement.

The next paragraph (II) sets out the national priorities of the VS in four relevant areas and the levels of advancement to be reached as decided by the Veterinary Services in discussion with the PVS Gap Analysis mission team.

The main part presents the PVS Gap Analysis which sets out the objectives to be achieved, taking into consideration in particular the need to strengthen


14

the technical independence and coordination of the Veterinary Services. o Chapter I sets the standards required for international trade in

animals and animal products. Establishing the levels of advancement required for exports;

o Chapter II addresses animal health issues, the core mission of any Veterinary Services;

o Chapter III considers veterinary public health, including specifically food safety, veterinary medicines and biologicals;

o Chapter IV considers the capability and capacity of veterinary laboratories, as required by the three preceding chapters.

o Chapter V makes recommendations on the general management of the Veterinary Services and the related regulatory services, including their public and private components, aiming at providing coordination and technical independence in line with OIE standards. Both the organisational structure of the national (public) Veterinary Services, including central and decentralised structures, and the role of private veterinary practitioners are defined. This chapter usually constitutes the main component of the budget as it includes the salaries, operations and investment for the national Veterinary Services and also for field activities. This chapter also identifies the reinforcement of cross-cutting skills (communication, legislation, education, etc.) required to run effective Veterinary Services in the country.

o Chapter VI presents the Budget to strengthen the Veterinary Services and proposes an indicative analysis of this budget compared with GDP (national, agriculture and livestock), national budget (total, agriculture, Veterinary Services), value of national livestock and of imported and exported animal products.


15

II National and international priorities and expected levels of advancement

The strengthening of the VS is based on carefully developed and agreed national priorities, considering national constraints. National priorities have been discussed and agreed on by the VS leadership at the beginning of the OIE PVS Gap Analysis mission.

II.1 National priorities

National agriculture accounts 38 percent of GDP, in which, livestock contributes to 31 percent. National priorities are driven by national livestock sector policies, appropriate management of emerging infectious disease risks including zoonoses, food security issues, and animal production food safety aspects within the country. Consideration of national priorities is country driven, and balanced carefully with the findings of the external, independent PVS evaluation, appropriately respecting national sovereignty of the VS.

Table 4 - National priorities:

Category of priorities

National priorities Explanatory comments (importance for the country)

Policy on livestock development (LD) and trade

Increase productivity and export opportunities to contribute to the development of:

LD1: intensive and semi-intensive livestock subsectors (dairy, chicken meat, chicken egg, pig).

LD2: extensive livestock subsectors (small ruminants, water buffalo, indigenous dairy cattle, ducks and backyard poultry) to improve the livelihoods of rural families.

LD3: exports (live cattle, buffalo meat, hides and skins, wool, honey, Yak cheese).

There is a political willingness to improve or achieve self-sufficiency and competitiveness for dairy products, meat and eggs. Intensive and semi-intensive farmers are now reported to request more support from government services.

Technical priorities in Animal Health (AH)

Focus on some priority diseases to:

AH1: better prevent and control Peste des Petits Ruminants (PPR), Classical Swine Fever (CSF), Foot and Mouth Disease (FMD), Highly Pathogenic Avian Influenza (HPAI) through national policies.

AH2: supply efficient services for farmers to better control Haemorrhagic Septicaemia (HS), Anthrax, internal parasites, Blue Tongue, Newcastle Disease through a relevant field veterinary network.

Passive reporting system is available for notifiable diseases; however there is no active surveillance beyond HPAI. The field network needs to be strengthened and a good chain of command from field to central level should be established.

Technical priorities in Veterinary Public Health (VPH)

Develop food inspection to:

VPH1: address zoonotic risks and improve epidemiological surveillance through inspection of slaughtering and processing premises for meat and milk.

VPH2: assess and address issues related to chemical residues in meat, egg, milk and honey for both domestic and imported products.

VPH3: better prevent and control Rabies and other relevant zoonosis.

The authority relative to public health is not clearly delineated between the DLS/ DAH (VPHO) and the Department of Food Technology and Quality Control.

The technical capability of the DAH/VPHO needs to be strengthened and the scope of its activities defined. The responsibility of Veterinary drugs must be transferred from Ministry of Health to DAH/VSDAO.


16

Policy on organisational structure and management of the Veterinary Services (VS)

Improve governance and efficiency from field to central level

To drastically change the way the VS are managed including the implementation of good governance principles at all levels, enforcement of a clear chain of command between central, regional, district and field levels of VS, improved coordination with other public agencies and with representatives of the private stakeholders, strengthening the role of the Nepal Veterinary Council and delegation of some official activities to private veterinarians and their veterinary paraprofessionals.

To continue amending and improving the legal framework of the VS.

To increase the geographical coverage and the scope of VS’ work through an efficient field veterinary network based on public and private veterinarians.

Regional and District Veterinary Officers are not fully subordinated to DAH. Their professional capability and availability are unclearly allocated between livestock and veterinary services. Field veterinary network needs to be reorganised in order to establish a functional chain of command and to enable the sufficiency and efficiency of veterinarians especially at field level.

II.2 Level of advancement

The experts and the VS team worked together, taking into account the national priorities and the current levels of advancement, to systematically establish the expected level of advancement for each of the 46 critical competencies over the next five years as indicated in table 5.

Table 5 - Levels of advancement

Critical competencies Level of

advancement

National priorities Comments

Key activities

curr

ent

expecte

d

Org

anis

atio

nal

str

uctu

re o

f V

S

Liv

esto

ck

develo

pm

ent

Anim

al h

ealth

Vete

rinary

pub

lic

hea

lth

Chapter 1: Human, physical and financial resources

I.1.A. Veterinarians and other professionals

2 3 X X X X The number of veterinarians must be increased mainly at field level.

I.1.B. Veterinary paraprofessionals and other technical staff

2 3 X X X X Veterinary paraprofessionals’ skills need to be assessed in accordance with their involvement in the VS

I.2.A. Professional competencies of veterinarians

2 3 X X X X National standards for veterinary education need to be designed. The number of graduates per year must be increased.

I.2.B. Competencies of veterinary paraprofessionals

2 4 X X X X The required skills for 3 categories of veterinary paraprofessionals must be defined. The training courses must be assessed and approved.

I.3. Continuing education 2 3 X X X X Strengthen the capacity and competencies of the DLSTE to conceive, organise and assess new training programmes


17

I.4. Technical independence 2 3 X Improve the decision making procedures and the quality of the data used.

I.5. Stability of structures and sustainability of policies

2 3 X X X X The main strategic orientations of the VS policy must be well defined in order to ensure its sustainability

I.6.A. Internal coordination (chain of command)

2 4 X X X X Strengthen the chain of command from DAH to field level.

I.6.B. External coordination 3 X X X Strengthen external coordination mechanisms with other departments and institutions

I.7. Physical resources 2 3 X X X X Strengthen the VS’ physical resources and regularly maintain them

I.8. Operational funding 2 3 X X X X Ensure adequate funding to do all baseline operations and activities of the VS

I.9. Emergency funding 2 3 X X X Defined a procedure to ensure an access to emergency funding in case of significant emergency situation

I.10. Capital investment 1 3 X X X X Secure a regular investment funding through national budget or regular support from the donors.

I.11. Management of resources and operations

3 X X X X Increase the VS’ capacity to manage their activities and programmes.

Chapter 2. Technical authority and capability

II.1 Veterinary laboratory diagnosis 2 3 X X The veterinary laboratories must be organized in one unified network under the supervision of the CVL. The capacity to carry out required tests must be improved.

II.2 Laboratory quality assurance 1 2 X X Developed a quality assurance system ensuring accreditation for the most important tests.

II.3 Risk analysis 2 3 X X X Designate one veterinary officer for risk analysis at DAH. Conduct some risk assessments in collaboration with researchers

II.4 Quarantine and border security 2 3 X Increase operational capacity to strengthen activities of quarantine and border security

II.5.A. Passive epidemiological surveillance

2 3 X Organise the field veterinary network through Field Veterinary Posts

II.5.B. Active epidemiological surveillance

2 3 X Limit active surveillance to HPAI.

II.6 Early detection and emergency response

2 3 X Review the veterinary legislation strengthening the authority of the VS on notifiable disease to manage any outbreak.

II.7 Disease prevention, control and eradication

2 3 X Focus the disease control programmes on PPR, FMD and Rabies

II.8.A. Ante and post mortem inspection

3 X X Organize ante and post mortem inspection in a large number of premises under the full supervision of the VPHO.

II.8.B. Inspection of collection, processing and distribution

2 X Organise the inspection of specific sectors through joint programmes with stakeholders, in order to determine the relevant requirements for each sector

II.9 Veterinary medicines and biologicals

2 3 X X Regulatory tasks concerning veterinary drugs shall be performed by DAH (Currently, veterinary drugs are under the responsibility of the MoH) and to ensure the prescription and the final distribution through the FVP

II.10 Residue testing 1 3 X Develop some residues testing


18

programme on drugs residues, main hazards identified on imported products

II.11 Emerging issues 1 3 X X X X Improve the ability to identify and assess risks / opportunities related to emerging issues in and outside country.

II.12 Technical innovation 1 3 X X Strengthen collaboration with in-country research institutes and academic institutions.

II.13.A. Animal identification and movement control

3 X X Activities to support FMD management, VPH issues and registration of poultry farms

II.13.B. Identification and traceability of products of animal origin

3 X Activities on some animal-derived products organised within joint programmes between VPHO and private stakeholders.

II.14 Animal welfare 2 Define the relevant strategy on animal welfare before preparing any regulation.

Chapter 3. Interaction with stakeholders

III.1 Communications 2 3 X X X X Develop a formal communication channel and a specific communication strategy

III.2 Consultation with stakeholders 2 4 X X X Formalize the consultation mechanisms as compulsory

III.3 Official representation 2 3 X Actively participate to international and regional meetings (OIE, Codex)

III.4 Accreditation / authorisation / delegation

1 3 X X X Delegate official activities to municipal veterinarians and private veterinarians for some animal health and VPH activities

II.5.A. VSB authority 2 4 X X X Extend VSB’s mandate to regulate both veterinarians and veterinary paraprofessional (registration, education, and training.)

II.5.B. VSB capacity 3 X X X Strengthen VSB’s human and financial resources including the creation of regional or district sections

III.6 Participation of producers and stakeholders in joint programmes

1 4 X X Design and implement programmes for improvement of animal health, zoonotic diseases and food safety jointly with stakeholders

Chapter 4. Access to markets

IV.1 Preparation of legislation and regulations

2 4 X X X Create a specific unit for legislation and regulation

IV.2 Implementation of legislation and regulation; and stakeholder compliance

2 3 X X X The legislation and regulation unit will provide support for prosecution.

IV.3 International harmonisation 2 3 X X X Active contribution to the Commission of Codex Alimentarius.

IV.4 International certification 2 3 X X X The activities focus on some key exported products.

IV.5 Equivalence and other types of sanitary agreements

1 2 X X Develop sanitary agreements with neighbouring countries, SAARC sub-region.

IV.6 Transparency 1 4 X X Formalize the way to inform key stakeholders about the sanitary status, changes in regulations.

IV.7 Zoning 1 2 X X FMD-free zone with vaccination in the Eastern Region to be technically and economically assessed.

IV.8 Compartmentalisation 1 2 X X There is no need or opportunity to set up compartments at this stage


19

II.3 Impact and significance

The first reason to strengthen Veterinary Services in Nepal is related to its economic importance:

With an annual growing of 1.8% per year of the total population, the need for animal proteins is likely to increase in the same proportion (i.e. about 20% during the next 10 years). Moreover, if the economic situation of the population is improved, the consumption of animal products will increase even faster.

It means that Veterinary Services must facilitate the intensification of animal production in the country through the control of the main animal diseases to improve the sanitary conditions which allow private investment in livestock; and through the development of a veterinary network to provide efficient veterinary services to the farmers. Intensification of animal production is necessary in a country where the available space for livestock is limited, and to limit competition between vegetal productions and animal productions.

If the animal production shows a rapid growth in the future, there will be opportunities to develop trading partnerships with Asian countries where the consumption needs grow faster than the production.

The second reason is related to public health issue:

Regularly, Nepal faces human cases, sometime lethal, of various zoonoses (Rabies, tuberculosis, brucellosis, Japanese encephalitis, Cysticercosis, Echinoccosis…)

Without ante and post mortem inspections, food safety is not ensured. First, it is a public health problem for Nepalese population. Second, it is also a brake of tourism’s development.

Finally, it is also a social issue as 75% of the active population is involved in agriculture activities and own few animals. Livestock is a multi-function activity for poor people: source of animal protein, a form of savings, a social link through the slaughtering for religious and family events… Improvement of livestock production is a big challenge to reduce poverty in rural population.


21

PVS GAP ANALYSIS

I Strengthening competencies for international trade

The purpose of this section is to explain the proposed activities in the field of international trade development, for both imports and exports.

This will include the activities presented in Critical Competency Cards II.4, II.13, IV.4, IV.5, IV.6, IV.7 and IV.8.

I.1 Strategy and activities

International trade

Nepal is subject to important imports of live animals and animal products (DOCs, eggs, live chickens, broiler meat, live ruminants, milk powder, etc.). The proposed strategy to strengthen the authority and capability of the VS in controlling these imports is based on a reduction of the number of Border Inspection Posts (BIP), down to 17 locations, while strengthening their resources: 1 international airport, 1 permanent BIP and 7 7 temporary BIPs (2 month/year) with China, 8 permanent BIPs with India. The staff will be increased in these BIPs to maintain a team during all the opening days, and to ensure the number of shifts needed taking into account the traffic in each BIP (see table 6) . For temporary BIPs, the staff can come from local district offices or from other services.

The existing quarantine premises for live animals currently located further away from the border will be moved nearby the BIP offices, for a more efficient control of the border. It will be a part of the investment required for modernization of the BIPs.

SOPs have to be reviewed in order to improve inspection procedures and reporting to the central level. These SOPS must define the rule for a good coordination with customs services.

It is important to note that the lack of natural barrier between Nepal and India means that the BIPs will not be sufficient to control imports. Consequently, the staff of the surrounded district offices (around 25) should be increased so these field offices can assist the control of imports by checking local markets and road transportation.

Over the coming years, the VS will develop some certification programmes for some key products that can be exported to some developed countries (honey, yak cheese, hides and skins). These certification programmes will be developed at the same time as the development of sanitary agreements with trading partners (neighbouring countries, in particular India, and within the SAARC region).

Identification of animals and traceability of movements

The first objective of the identification of animals is to be able to differentiate FMD vaccinated animals from non-vaccinated animals (see Animal Health pillar). A feasibility study should be carried out to determine the most efficient way to identify vaccinated animals, considering that the cost should be compatible with the budget of vaccination campaign.

Some other specific actions could be develop to identify subpopulation (dairy cattle or poultry flocks sector) with the support of the concerned farmers interested by the identification of their animals for some certifications. The cost of identification of these subpopulations will be charged to the private partners.

For identification and traceability of animal products, traceability systems will be developed by private stakeholders. The main concerned commodities include: honey for


22

export, yack cheese to export, buffalo meat to export, some poultry meat some specific segments of the domestic market (hotels, restaurants…). The role of VS (VPHO) will be limited to explain international requirements to the private stakeholders and to audit these systems and verify that a certification is possible for exported commodities.

Other topics linked with international trade

Some other important recommendations have been defined:

A better working relationship between the OIE Delegate and the focal point for Codex Alimentarius Commission to share information and propose a common position at international level on food safety topics;

The set-up of a strong field veterinary network able to provide a good surveillance of the territory able to identify any new diseases and notify them;

A formalisation of the communication from VS to stakeholders to inform them about the change in sanitary status of the Nepal’s trading partners and about the evolution of the international standards and its impact on their activities.

The countries of the SAARC region are willing to put more efforts in the control of FMD. Nepal wants to use the concept of zoning for progressive control of the disease. Taking into account the cost and the difficulties of such programme, the team as recommended a feasibility study to assess the cost-benefit opportunity for the set-up of an FMD-free zone with vaccination (Eastern Region). The result of this study will be a very good tool to develop a strong consultation with concerned stakeholders and reach the commitment of the stakeholders in such strategy.

I.2 Human resources

The human resources have been estimated for the border posts (table 6). It must be adapted with the final number of BIPs and their organization (number of open days, number of shifts°. I. 21 veterinarians and 105 veterinary paraprofessionals will be necessary. The supervision and coordination of these activities will be done at headquarter level (see table 17 – Part V).

No additional human resources were budgeted in this pillar as the other activities will be undertaken from headquarters and therefore were budgeted in the 5th Pillar (Part V – management and Regulatory Services).

Additionally, 800 days of continuing education per year were deemed necessary for:

around 600 days for staff of the BIPs; around 100 days for staff in charge of the organisation of animal identification

campaigns; around 50 days veterinarians authorised by the Competent Authority to deliver

international certificates.

The number of days for continuing education for animal identification campaigns and for certification will depend on the importance the identification programmes and the development of export certifications.


23

Table 6 - Estimation of the human resources for BIPs

Number of working days per year per employee in the country 229

Border posts 20,4 104,1

Airport KTM 1 365 1 1,2 5 1,9 - 8,0

Main border post

with china1 365 1 1 2 1,6 - 3,2

Temporarly

border post with

China (2 months)7 60 1 0,5 2 0,9 - 3,7

Border Post with

India8 365 2 0,5 3 12,8 - 76,5

Internal check

point2 365 2 0,5 2 3,2 - 12,8

Number of staff / shift

No of

days

/ year

Other

university

degree

Veterinary

para

professionals

No of

Other

university

degree /

shift

No of

veterinary

para-

professionals

/ shift

Human resources

(full time equivalent)

No of

border

posts

No

shifts

/ day

Veterinarians

No of

veterinarians

/ shift

I.3 Physical resources

Table 7 presents an estimation of the needed physical resources for the BIPs: 20 to 25 communication and office equipment sets, 28 motorbikes and 1 car, around 800 m2 of building. Vehicles are necessary:

to facilitate the transport between BIP and headquarter, to organize specific controls on a border point without BIP or on a market, to a rapid

intervention when custom services, for a rapid intervention of the veterinarian on request of custom services when the

BIPs is closed.

A budget of 113 000 USD has been estimated for specific equipment: as refrigerator, devices for sampling, coral for the contention of animals if needed in the main BIPs, cages for pets at the airport…

However, the VS can also rent storage facilities at the airport or on the main road BIPs to store commodities during the time needed to inspect them and verify their conformity with Nepalese rules.


24

Table 7 - Estimation of the physical resources for BIPs

Border posts 20 25 28 1 11 790 113 000,00

Airport KTM 2 2 2 1 50 5 000,00

Main border post

with china1 2 2 1 60 10 000,00

Temporarly

border post with

China (2 months)7 7 6 2 140 14 000,00

Border Post with

India8 12 16 8 480 80 000,00

Internal check

point2 2 2 60 4 000,00

Other specific

equipment

(ref. currency)

Office

equipment

set

(No)

Motorbikes

(No)

Physical resources (for public Veterinary Services)

Cars

(No)

4x4

Vehicles

(No)

Telecommunication

equipment set

(No)

Buildings

m2

Ref. currency = USD

I.4 Financial resources

The annual budget to reach the expected levels have been estimated at around 823 000 USD (around 58 million NPR). This includes around:

Almost 333 000 USD for human resources (salaries and continuing education) ; 302 000 USD for consumables (transport fees mainly) ; 188 000 USD for the vehicles (75%), office and telecommunication equipment sets

(11%); and specific equipment and database for the BIPs (10%) ;

A large part of this annual budget concerns BIPs (97%). Taking into account the number of BIPs planned in our report, we can estimate that the average budget for one BIPs is around 45 to 60 000 USD, depending on the volume of activity.

An exceptional budget is required for investment (buildings, cars, technical equipment for BIPs) for around 307 000 USD (around 22 million NPR). This budget includes the cost of a study on the zoning strategy (around 44 000 USD of international and national expertise. See CCC IV.7).


25

Table 8 - Sub-Total for strengthening competencies for international trade

Resources and Budget linesCurrent

Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 800

Existing building to be maintained (m2) 15 1

Existing building to be renovated (m2) 150 10

Building to be built (m2) 800 300 25 9 600 192 000

Transport

Number of motorbikes 28 2 000 5 11 200

Number of cars 1 35 000 7 5 000 10 000

Number of 4x4 vehicles 11 56 000 5 123 200

Telecommunication equipment set 20 1 400 5 5 600

Office equipment set 25 1 800 3 15 000

Other specific equipment

Other specific equipment for trade (1) 16 143 32 286

Other specific equipment for trade (2) 2 000

Sub-total Material investments 187 743 234 286

Non material expenditure

Training

Specialised training (man-months / 5 years) - - 2 300

Continuing education (man-days / year) - 750,0 21 15 905

National expertise (days/5 years) 100,0 53 5 268

International expertise (weeks/5 years) 7,0 9 740 68 180

Special funds (/ 5 years) for … -

Sub-total non material expenditure 15 905 73 448

Veterinarians 26,0 21,0 3 155 66 255

Other university degree - - 3 155

Veterinary para-professionals 51,0 105,0 2 000 210 000

Support staff 55,0 23,0 1 800 41 400

Sub-total Salaries 317 655

Administration 20% 63 531

Travel allowances

staff within the country (man-days) / year - 90 13 1 170

drivers within the country (man-days) / year - 55 8 465

staff abroad (man-weeks) / year - 7 1 280 8 960

Transport fees

Km or miles Motorbikes / year - 252 000 0,09 22 932

Km or miles cars / year - 25 000 0,26 6 500

Km or miles 4x4 vehicle / year - 275 000 0,65 178 750

km or miles / year - -

km or miles / year - -

Specific costs

Targeted specific communication - 3 2 000

Consultation (number of 1 day meetings) - 18 3 000

Kits / reagents / vaccines - -

Other costs for trade (1) - 126 14 500

Other costs for trade (2) - -

Sub-total Consumable resources 301 808

Sub-total Delegated activities

Total in USD 823 111 307 733

Total in NPR 58 440 851 21 849 066

Delegated activities / year

SUB-TOTAL TRADE

Material investments

Salaries / year

Consumable resources / year


26

II Strengthening competencies for animal health

The purpose of this section is to explain the activities proposed in the field of animal health.

These activities are chiefly those presented in the Critical Competency Cards II.5, II.6; II.7 and II.14.

II.1 Strategy and activities

The strategic priorities for animal health policy in Nepal can be summarized as follow:

Design relevant animal health programme to improve the epidemiosurveillance capacities to identify the diseases representing a threat for animal or human health (including PPR and FMD) and the capacities to respond to emergencies

Build a field veterinary network with qualified human resources, enabling the VS to have a clear picture of the situation at farm level.

II.1.A Animal Health Programmes

The current situation does not call for appropriate management of animal diseases:

None of the diseases in Nepal are notifiable. The field veterinary network relies on veterinary paraprofessionals with a

very low supervision by veterinarians(see III.1B) Without ante and post mortem inspection at slaughterhouses, no

surveillance can be done (see pillar III).

It has been considered that every year, surveillance programmes could be prepared for 2 or 3 diseases. It means that, within 5 years, 10 to 15 diseases could be managed either through passive or active surveillance programmes, control programmes or even eradication programmes, including contingency plans in case of emergencies.

In the framework of this PVS Gap Analysis mission, 4 animal diseases were considered: PPR, FMD, CSF and HPAI. However, other priority diseases were discussed; in particular rabies for which a coordinated response plan could be defined: the MoH would be in charge of the human health part and the DAH in charge of the epidemiological surveillance and the development of a vaccination programme for stray dogs.

The activities implemented on pigs and ruminants will depend on the geography of the country. Therefore, two zones were defined:

Zone A with high density of animals (more than 150 VLU/km2 in each sector);

Zone B with less than 150 VLU/km2.

The definition of the two zones can be adapted after the cost-benefit analysis to define the most relevant strategy to control FMD. Zone A can be reduced to area with higher density of animals.

Currently, 25% of the animals are correctly vaccinated against PPR and there is no systematic vaccination against FMD. The objective is to organise the two programmes jointly to have a significant positive effect on livestock production.


27

In zone A, the activities will be:

Annual vaccination of 80% of sheep and goats against PPR whatever the duration of the immunity because there is no possible traceability of vaccinated animals for the moment,

Vaccination against FMD after a cost-benefit analysis to define the targeted animal populations. Vaccination will begin in the area with the higher density of animals.

Vaccination of 80 % of the pigs against CSF

Additionally, 12000 animals will be sampled every year to monitor the implementation of the vaccination programmes.

In zone B, the activities will be limited to the vaccination once every 2 years of 80% of sheep and goats against PPR with a sero-monitoring of 3000 animals.

Regarding HPAI, a national active surveillance programme should be designed focusing primarily on the 70 breeding farms and 500 duck farms. The DAH should also prepare an emergency response programme in case of positive result or outbreak.

In order to ensure an adequate implementation of the animal health programmes, the following actions are needed:

Identification of the priority diseases to be notified; Adaptation of the legislation to enforce notification; Preparation of the relevant forms for the notification; Preparation of pedagogic tools and train the staff of the Field Veterinary Post

to explain how to identify the disease; the process to notify the suspicion and confirm the disease (sampling, laboratory testing); and what are the relevant and agreed control measures to apply;

Preparation of an emergency response plan for the disease, in case of confirmation of the suspicious case (FMD, HPAI);

Organisation of practical exercises to verify the feasibility and the efficiency of the response.

II.1.B The field veterinary network

All these technical activities depend on the quality of the field veterinary network, the smaller field unit. In the framework of this PVS Gap Analysis, each FVP should have one veterinarian and 2 veterinary paraprofessionals in Zone A and 8 in Zone B. However, this should be reassessed on a case by case approach depending on the number of animals each FVP has in charge. The network will be determined taking into account the volume of the work for different animal health programmes and the geography of the country to allow one veterinarian to visit a farm in case of suspicious disease. This approach can be used to adapt progressively the network according to the development of the different programmes or to begin in one region of the country to extend it to the other ones step by step.

The FVP can be public units linked to the VSDO (Veterinary Service District Office) or a private network reporting to the VSDO.

Step A: Estimation of the number of Veterinary Livestock Units (VLU)

The number of VLU is estimated taking into account the number of animals per species, with a coefficient for each species taking into the average consumption of veterinary drugs and animal care services in comparison with one bovine (coefficient is 1 for a cattle, 0.3 for small ruminants…). There are 16 million of VLU in the country, 8 million in the zone A and 8 million in zone B (table 9).


28

Table 9 - Estimation of the VLU per zone and in the country

CattlesSmall Ruminants

(Sheeps & Goats)Pigs Yak

Poultry

(Fowl & Ducks)Buffaloes

value of VLU 1,00 0,30 0,30 0,30 0,01 1,20a = (value o f VLUs *

N umber o f A nimals)

E.HILLS 732 032 976 102 272 252 2 358 1 772 064 385 956 1 588 113

E.TERAI 1 024 665 984 095 159 345 2 231 517 527 606 2 023 139

C.HILLS 764 840 1 066 017 108 102 2 709 6 610 792 592 992 1 895 587

C.TERAI 683 557 974 383 66 237 4 148 449 441 287 1 566 772

W.TERAI 452 771 556 731 29 228 1 272 326 314 494 1 018 675

TOTAL Zones A 3 657 865 4 557 328 635 164 5 067 16 035 148 2 262 335 8 092 286

Equivalent

number of VLU

Number of animals

Administrative level

A- Zones with high density of animals: E. Hills, E. Terai, C. Hills, C. Terai, W. Terai.

CattlesSmall Ruminants

(Sheeps & Goats)Pigs Yak

Poultry

(Fowl & Ducks)Buffaloes

value of VLU 1,00 0,30 0,30 0,30 0,01 1,20a = (value o f VLUs *

N umber o f A nimals)

E.MOUNTAIN 243 248 407 098 90 532 18 887 613 303 132 225 563 006

C.MOUNTAIN 205 683 413 328 19 231 7 995 739 572 96 541 461 094

W.MOUNTAIN 10 834 47 616 82 8 626 7 219 86 27 907

W.HILLS 769 720 1 197 155 93 123 1 653 3 191 999 887 520 2 254 243

MW.MOUNTAIN 207 093 383 977 2 018 25 022 207 354 38 121 378 217

MW.HILLS 703 954 930 540 88 144 1 624 307 361 820 1 459 986

MW.TERAI 416 976 443 680 64 867 1 367 071 327 617 976 351

FW.MOUNTAIN 240 276 235 621 1 649 847 202 382 118 131 455 492

FW.HILLS 386 157 410 502 4 753 270 215 236 763 797 551

FW.TERAI 333 392 249 230 44 935 605 840 219 327 690 892

TOTAL Zones B 3 517 333 4 718 747 409 334 63 030 8 829 262 2 418 151 8 064 740

Equivalent

number of VLU

Number of animals

Administrative level

B- Zones with low density of animals: E. Mountains, C. Mountains, W.Mountains, W. Hills, MW Region and FW Region

Total Nepal 7 175 198 9 276 075 1 044 498 68 097 24 864 410 4 680 486 16 157 026

Step B: Estimation of the minimum number of Field Veterinary Posts to undertake official activities

In each zone, we have estimated the time needed to carry out the different activities during the targeted period (table 10):

In zone A, during 5 months (From November to March), the different activities include: PPR,FMD and CSF vaccination for 80% of the targeted animal population, seromonitoring on vaccinated animals to verify the immunity, HPAIA active surveillance, and visit to villages to prepare the campaigns.

In zone B, during 5 months (From November to March), the different activities include only: PPR for 80% of the targeted animal population every two years (40% each year) and information of the villages every two years.

The number of animals vaccinated per day is depending on the geographical constraints to travel from one village to another one.

During the other months (From April to October), the FVP provides services to farmers (animal care, veterinary drugs retailing) and are doing passive surveillance.


29

Table 10 - Estimation of minimum number of FVP to undertake official activities

Targeted

number of

animals

Average

animals

per day

Total

number of

daysb c d= (b/ c)

Nov-Mar PPR vaccination plus deworming for 80% of total

animal population

sheeps &

goats3 645 862 1 000 3 646

Nov-Mar FMD vacccination : 80% of total animal populationcattles

buffaloes 4 740 214 200 23 701

Nov-Mar Classical Swine Fever vaccination for 80% of pig

populationpigs 508 131 200 2 541

Nov-Mar Seromonitoring for FMD, PPR & CSF vaccinated

animals

cattles,pigs

buffaloes 12 000 100 120

30 008

Number of

visits per

year

Number of

days per

visit

Total

number of

dayse f g= (e*f )

HPAIA active surveillance

500 ducks

flocks, 70

chicken

breeding

farms

1140 1 570

Nov-MarCommunication/Training campaign for the

preparation of vaccination (zone A) VDC2086 1 2086

2 656

Total number of working days necessary to implement all official activities h = (d+g) 32664

Number of working days available yearly to undertake official activities i 110

Minimum number of Field Veterinary Posts j = (h/ i) 297

Maximum number of VLU per Field Veterinary Post k = (a/ j) 27 252


Campaign or dates

(duration)Activity

Type of site

to visit

Number of working days necessary to undertake all official activities related to individual animals

Number of working days necessary for official visit of sites (food inspection, village training, farm surveys…)

Campaign or dates

(duration)Activity Species


30

Targeted

number of

animals

Average

animals

per day

Total

number of

daysb c d= (b/ c)

Nov-MarPPR vaccination + deworming for 80% of total

animal population + others vaccination (1 year/2)

sheeps &

goats1 887 499 400 4 719

Nov-MarSeromonitoring for PPR vaccinated animals

cattles,pigs

buffaloes 3 000 100 30

4 749

Number of

visits per

year

Number of

days per

visit

Total

number of

dayse f g= (e*f )

Nov-MarCommunication/Training campaign for the

preparation of vaccination (zone B) VDC1856 1 1856

1 856

Total number of working days necessary to implement all official activities h = (d+g) 6605

Number of working days available yearly to undertake official activities i 110

Minimum number of Field Veterinary Posts j = (h/ i) 60

Maximum number of VLU per Field Veterinary Post k = (a/ j) 134 316

Campaign or dates

(duration)Activity

Type of site

to visit


Number of working days necessary to undertake all official activities related to individual animals

Campaign or dates

(duration)Activity Species

Number of working days necessary for official visit of sites (food inspection, village training, farm surveys…)

In conclusion, 297 and 60 FVP are needed, respectively, in zone A and B.

Step C - Estimation of accessibility of the Field Veterinary Network

In the following table 11, the number of VLU, villages and households are presented for each region.

The density of animals (p=VLU/km2) is a good way to assess the difficulty to maintain a FVP.

The minimum number of FVPs (q) is determined taking into account the maximum number of VLU per FVP to be able to carry out all the activities (see table 10).

The accessibility to minimum number of FVPs is the average number of km to visit a household.

Taking into account the geographic constraints, we have decided to determine a number of FVP for an average accessibility less than 10 km in zone A. 300 FVPs are required instead of 297. In zone B, we have estyimated that the relevant number of FVP could be around 70. Instaed of 60 in the estimation done on table 10.


31

Table 11 - Estimation of accessibility of the Field Veterinary Network

Area in

Km2

Number of

VLU

Number of

villages

Number of

households

or groups

Number of

VLU / Km2

Minimum

number of

FVPs*

Accessibility

to minimum

number of

FVPs*

Proposed

optimum

number of

FVPs*

Accessibility

to optimum

number of

FVPs*

Number of

village per

FVP*

Number of

households

per FVP*

Number of

VLU per

FVP*

l m = (a) n o p = m/l q = (m/k) r = √((0,5*l)/q) s t = √((0,5*l)/s) u = (n/s) v = (o/s) w = (m/s)

E.HILLS 10 784 1 588 113 399 262879 147,3 58 10 59 10 7 4456 26 917

E.TERAI 7 267 2 023 139 389 491379 278,4 74 7 74 7 5 6731 27 714

C.HILLS 11 777 1 895 587 475 483993 161,0 70 9 72 9 7 6630 25 967

C.TERAI 9 423 1 566 772 598 537087 166,3 57 9 58 9 10 9260 27 013

W. TERAI 5 251 1 018 675 225 220163 194,0 37 8 37 8 6 5950 27 532

TOTAL ZONES A 44 502 8 092 286 2 086 1995501 181,8 297 9 300 9 7 6652 26 974

E.MOUNTAIN 10 499 563 006 118 67504 53,6 4 35 4 36 30 16 876 140 752

W.MOUNTAIN 5 861 27 907 29 4481 4,8 0 119 2 38 15 2241 13 953

C.MOUNTAIN 6 162 461 094 149 94348 74,8 3 30 5 25 30 18870 92 219

W.HILLS 18 384 2 254 243 625 465516 122,6 17 23 18 23 35 25862 125 236

MW.MOUNTAIN 21 436 378 217 134 47553 17,6 3 62 5 46 27 9511 75 643

MW.HILLS 14 278 1 459 986 327 221813 102,3 11 26 12 24 27 18484 121 666

MW.TERAI 6 973 976 351 121 146480 140,0 7 22 8 21 15 18310 122 044

FW.MOUNTAIN 6 382 455 492 76 35159 71,4 3 31 3 33 25 11720 151 831

FW.HILLS 8 565 797 551 212 53801 93,1 6 27 7 25 30 7686 113 936

FW.TERAI 4 949 690 892 65 71613 139,6 5 22 6 20 11 11936 115 149

TOTAL ZONES B 103 490 8 064 740 1 856 1208268 77,9 60 29 70 27 27 17261 115 211

Total 147 992 16 157 026 3 942 3 203 769 109,2 357 14 370 14 11 8659 43 668

Administrative

level



In zone A, each FVP will be in charge of monitoring the health status of 25 000 to 30 000 VLU from 4 to 12 villages including 5 000 to 7 000 households. The average distance they will have to travel to reach a farm is around 10 km.

Each FVP belonging to zone B will have more than 100 000 VLU to monitor from 10 to 30 villages including 5000 to 15000 households, except in Western Mountain where the density of population and animals is very low. The situation of the West Mountain Region is very difficult with a very low density of animals.

Step D - Estimation of annual distances necessary to undertake official activities

In table 12, we have estimated the necessary distance to undertake official activities taking into account the number of days to carry out the official activities and the average distance for the zone. It has been estimated for a team with one veterinarian and two veterinary paraprofessionals with a motorbike for each one.


32

Table 12 - Estimation of annual distances necessary to undertake official activities

Type Number

x y = (d) z aa ab ac = (y*z*ab)

Nov-MarPPR vaccination plus deworming for 80% of total

animal population Villages3 646 18 Motorbike 3 196 877

Nov-MarFMD vacccination : 80% of total animal population Villages

23 701 18 Motorbike 3 1 279 858

Nov-MarClassical Swine Fever vaccination for 80% of pig

population Villages2 541 Motorbike 3

Nov-MarSeromonitoring for FMD, PPR & CSF vaccinated

animals Villages120 18 Motorbike 3 6 480

y = (e)

HPAIA active surveillance 500 ducks

flocks, 70 1 140 18 Motorbike 1 20 520

Nov-MarCommunication/Training campaign for the preparation

of vaccination (zone A)VDC 2 086 18 Motorbike 2 75 096

ad = total (ac) 1 578 830

ae = (ad/s) 5 263

Nov-MarPPR vaccination + deworming for 80% of total animal

population + others vaccination (1 year/2) Villages4 719 65 Motorbike 3 920 156

Nov-MarSeromonitoring for PPR vaccinated animals Villages

30 65 Motorbike 3 5 850

y = (e)

Nov-MarCommunication/Training campaign for the preparation

of vaccination (zone B)VDC 1 856 65 Motorbike 2 241 280

ad = total (ac) 1 167 286

ae = (ad/s) 16 676

ad = total (ac) 2 746 116

ae = (ad/s) 7 422

Total annual distance to be covered by the zone B field veterinary network

Zone B average distance per Field Veterinary Post

Budget

(Km)Type of official activity

Vehicles involved in

the visitType of

site to

visit

Number

of visits

per year

Average

return

distance

FVP to

site

Total annual distance to be covered by the national field veterinary network

National average distance per Field Veterinary Post


Official activities related to individual animals

Official activities related to visiting sites

B- Zones with low density of animals: E. Mountains, C. Mountains, W.Mountains, W. Hills, MW Region and

Total annual distance to be covered by the zone A field veterinary network

Zone A average distance per Field Veterinary Post

Official activities related to individual animals

Official activities related to visiting sites

In zone A, 1.5 million of km are necessary: it means 5 200 km per FVP. In zone B, 1.2 million of km are necessary: it means 16 600 km per FVP.

Step E - Estimation of human, physical and financial resources

In this step, we have estimated the resources needed for a FVP.

In zone A, we have considered that one FVP will be composed of one veterinarian, 2 veterinary paraprofessionals and one support staff (table 13). The annual cost is estimated of around 24 000 USD per FVP.

In zone B, one FVP will be composed of one veterinarian, 8 veterinary paraprofessionals and one support staff (table 13). We have taken into account the difficulty to travel in this part of the country. It will be better to have one paraprofessional in different villages with one veterinarian travelling from one to another. The annual cost is estimated around 38 000 USD per FVP.

In total, the annual budget for all the FVP in the country is estimated at 7.25 million USD for zone A and 2.7 million USD in zone B; it means around 10 million USD.


33

Table 13 - Estimation of human, physical and financial resources of the network

Zone A:

Designation of

units

Number

of unitsUnit cost

Nb of years for

amortisation

Annual cost

per FVP

Total for field

network

af ag ah ai = (af*ag/ah)

17 000staff

aj =(af*s)

Veterinarian net income per year 1 7 000 - 7 000 300

Veterinary para-professional net income per year 2 4 000 - 8 000 600

Support staff net income per year 1 2 000 - 2 000 300

Physical resources 4 200units

ak = (af*s)

Buildings m² to maintain 60 15 - 900 18000

Transport motorbike 3 2 000 3 2 000 900

Telecommunication set 1 1 000 5 200 300

Office set 1 1 500 3 500 300

Cold chain 1

Other Equipment 1 3 000 5 600 300

Functioning 3 050amounts al = (ai*s)

Transport fees km 15 000 0,09 - 1 350 405 000

-

Administrative/social costs lump sum % on net income 10% 3 400 - 1 700 510 000

Other -

-

24 250

7 275 000

am = total (ai)

an = (am*s)

Human resources (Full Time Equivalent)

Budget line

Total cost of a Field Veterinary Post

Total cost for Field Veterinary Network

Zone B :

Designation of

units

Number

of unitsUnit cost

Nb of years for

amortisation

Annual cost

per FVP

Total for field

network

af ag ah ai = (af*ag/ah)

25 500staff

aj =(af*s)

Veterinarian net income per year 1 3 500 - 3 500 70

Veterinary para-professional net income per year 8 2 500 - 20 000 560

Support staff net income per year 1 2 000 - 2 000 70

Physical resources 7 867units

ak = (af*s)

Buildings m² to maintain 100 15 - 1 500 7000

Transport motorbike 7 2 000 3 4 667 490

Telecommunication set 3 1 000 5 600 210

Office set 1 1 500 3 500 70

Cold chain 1

Other Equipment 1 3 000 5 600 70

Functioning 5 250amounts al = (ai*s)

Transport fees km 30 000 0,09 - 2 700 189 000

-

Administrative/social costs lump sum % on net income 10%5 100

- 2 550 178 500

Other -

-

38 617

2 703 167

Budget line

Human resources (Full Time Equivalent)

Total cost of a Field Veterinary Post am = total (ai)

Total cost for Field Veterinary Network an = (am*s)


34

Step F- Estimation of possible income

One part of the needed budget to finance the network of FVP can be paid by the services provided to the farmers. We can use several methods to estimate the amount.

If we consider that every farmer pays around 2 USD per VLU per year for veterinary medicines and biologicals and animal care, and if we consider that the gross margin (sales-purchasing of drugs) is around 25%, the total amount available to finance the network of FVP is around 4 million USD (=8 million of VLU x 2 USD x 25%).

We know that the market for veterinary medicines and biological in Nepal represents around 16 million USD every year. If we consider that the gross margin represents 15% of this amount, it means that around 2.7 million USD are available from retailing of veterinary drugs for remunerating FVPs.

With these two approaches, we can estimate that the farmers are able to pay around 3 to 4 million USD for drugs and animal care services. It means that the official activities must cover around 6 to 7 million USD per year to sustain the network. This analysis shows that it is very important to keep the distribution of the veterinary drugs in the hands of the field veterinarians with their veterinary paraprofessionals to contribute to the financing of this network.

Step G - Estimation of the budget for official activities

Theoretically, we have estimated the budget needed for different delegated activities. The fees have been estimated taking into account the daily cost of the FVP. In table 14, we have an estimation of the budget for all official activities, which is around 6 million USD.


35

Table 14 - Estimation of the budget for official activities

Type of targetNumber of

targets% Target

Number of

tasks to

perform

Possible

unit cost for

distribution

of budget

Total

bs bt bu bv = (bt*bu) bw bx = (bv*bw)

Active surveillance (II.5.B) 45 600

HPAIA active surveillance

500 ducks flocks,

70 chicken

breeding farms

570 100% 570 80 45 600

22 500

HPAI investigation of suspected foci poultry foci 50 100% 50 50 2 500

Investigation on suspected notifiab le diseases 400 100% 400 50 20 000

2 543 714


PPR vaccination plus deworming for 80% of

total animal populationsheeps & goats 3 645 862 100% 3 645 862 0,08 291 669

FMD vacccination : 80% of total animal

populationcattles buffaloes 4 740 214 100% 4 740 214 0,35 1 659 075

Classical Swine Fever vaccination for 80% of

pig populationpigs 508 131 100% 508 131 0,35 177 846

Seromonitoring for FMD, PPR & CSF

vaccinated animals

cattles,pigs

buffaloes 12 000 100% 12 000 8 96 000


PPR vaccination + deworming for 80% of total

animal population + others vaccination (1

year/2)

sheeps & goats 1 887 499 100% 1 887 499 0,15 283 125

Seromonitoring for PPR vaccinated animalscattles,pigs

buffaloes 3 000 100% 3 000 12 36 000

Food safety (II.8) 2 879 264

weekly slaughter inspection at VDC in zone A week slaughter 2 086 100% 2 086 624 1 301 664

weekly slaughter inspection at VDC in zone B week slaughter 1 856 100% 1 856 850 1 577 600

352 480

Communication/Training campaign for the

preparation of vaccination (zone A)VDC 2086 100% 2 086 80 166 880

Communication/Training campaign for the

preparation of vaccination (zone B)VDC 1856 100% 1 856 100 185 600

Annual distances Km or miles 2 746 116 0,09 247 150

6 090 709

Officially delegated activities

Disease prevention, control and eradication (II.7)

Early detection and emergency response (II.6)

Participation of producers and other stakeholders in joint programmes (III.6)

Step H – Conclusion

Theoretically, a private network of FVP could be sustainable with the revenues from the sales of veterinary medicines and biologicals, the animal care services provided, and the official activities paid by the government.

Taking into account the current situation, it will not be possible to develop a private network in a short term. However, the conditions to develop private FVP can be improved through the

1. Organising the field network around the FVP with one veterinarian and several veterinary paraprofessionals Around 370 FVP will be necessary to cover all the territory. The definition of FVPs can facilitate privatisation of some of them.

2. Promotion of privatisation in clinics) in area where there is a high density of live animals, and support them with delegated activities. In a first step, the Ministry can create the FVP in a public context. If the team (veterinarian and veterinary paraprofessionals) thinks that they are able to have a better development in a private context, they could request for the privatisation of their FVP, following rules defined by the Ministry. In the framework of this PVS Gap Analysis, around 500 000 USD have been budgeted to allow some loans or incentives for 100 clinics (around 5000 USD per clinic) to support the creation of these private clinics, if they are committed in official activities.


36

With reimbursing of these loans, it will be possible to support the privatisation of other FVPs.

Taking into account the current situation, it was agreed that, in zone B, the field veterinary network will be fully public while in zone 1, 50% of the FVPs will be private. In other words, this means:

150 private clinics (with one veterinarian and 2 veterinary paraprofessionals in each one);

220 public FVP with one veterinarian and from 2 to 8 veterinary paraprofessionals.

To support the private clinics for delegated official activities (vaccinations, active surveillance, and slaughterhouses inspection) in their area, we have estimated a budget of around 1.4 million USD.

II.2 Human resources

The required human resources for the field network are estimated:

For public FVP, 220 veterinarians, and about 850 veterinary paraprofessionals (70*8 + 150 *2 = 860 rounded off 850) and 220 support staff;

For private clinics involved in the network, around 150 veterinarians, 300 veterinary paraprofessionals, and 150 support staff.

The human resources to coordinate this network are estimated in the pillar V.

In the budget table, the costs for salaries include only the staff of the public FVP (see CEC II.7). For the private FVP, we have only estimated the budget that the government will pay for the official delegated activities: 50% of the budget estimated for Zone A in table 14 (1.15 million USD).

In comparison to the current situation, the number of veterinary paraprofessionals is quite the same. The main change for them is the fact that they will work under the direct supervision of a veterinarian in the FVP. So; it is important to recruit these veterinarians. The number of support staff will be reduced.

II.3 Physical resources

The private clinics will pay for the needed investments by themselves.

The physical resources in table 15 only concern the equipment required for the public FVP:

Motorbikes, communication sets for the staff; Building and office equipment; Technical equipment for FVP as refrigerators to store vaccines and equipment for

surgery;

Facilities for vaccination centres.

II.4 Financial resources

The annual budget to reach the expected levels in veterinary public health has been estimated of around 12.9 million USD (around 919 million NPR). This includes around:

2.8 million USD for salaries. This concerns only the staff of the public FVP. 7.8 million USD for consumables. Vaccines for FMD and PPR concern a large part of

this budget. This justifies a preliminary cost-benefit analysis before defining the relevant strategy against FMD.

1.15 million to pay private clinics for official delegated activities; 1.1 million USD to invest each year, mainly for motorbikes, buildings and office

facilities, and some technical equipment for FVP.


37

128 000 USD for regular continuing education.

We remember that the budget for FVP has been estimated between 25 000 to 39 000 USD, depending on the number of veterinary paraprofessionals. This could be useful to determine a plan to upgrade the network region by region.

An exceptional budget is also required for investment (buildings) of around 4.4 million USD (around 312 million NPR). This budget includes a special fund of 500 000 USD to promote the creation of private clinics.


38

Table 15 - Sub-Total for strengthening competencies for animal health


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 16 050

Existing building to be maintained (m2) - - 15 1

Existing building to be renovated (m2) - - 150 10

Building to be built (m2) 16 050 300 25 192 600 3 852 000

Transport

Number of motorbikes - 1 070 2 000 5 428 000

Number of cars - - 35 000 7

Number of 4x4 vehicles - - 56 000 5

- -

- -

Telecommunication equipment set - 503 1 400 5 140 933

Office equipment set - 220 1 800 3 132 000


Other equipment for Animal Health (1) 154 000

Other equipment for Animal Health (2) 80 000

Sub-total Material investments 1 127 533 3 852 000


Training


Continuing education (man-days / year) - 2 465,0 21 52 274

National expertise (days/5 years) - 53


Special funds (/ 5 years) for … 100 500 000


Veterinarians - 220,0 3 155 694 100


Veterinary para-professionals 800,0 850,0 2 000 1 700 000

Support staff 500,0 220,0 1 800 396 000

Sub-total Salaries 2 790 100


Travel allowances

staff within the country (man-days) / year - 2 085 13 27 105


staff abroad (man-weeks) / year - - 1 280

Transport fees

Km or miles Motorbikes / year 9 630 000 0,09 876 330

Km or miles cars / year 0,26

Km or miles 4x4 vehicle / year 0,65

km or miles / year

km or miles / year

Specific costs



Kits / reagents / vaccines 6 300 000

Other costs for Animal Health (1) 24 000

Other costs for Animal Health (2)

Sub-total Consumable resources 7 813 989

1 146 800

Sub-total Delegated activities 1 146 800

Total in USD 12 930 696 4 400 700

Total in NPR 918 079 440 312 449 700


SUB-TOTAL ANIMAL HEALTH


Salaries / year



39

III Strengthening competencies for veterinary public health

The purpose of this section is to explain the proposed activities in the field of food safety. This will chiefly include the activities presented in the Critical Competency Cards II.8, II.9 and II.10. The strategy and activities regarding zoonotic diseases are mentioned in the Animal Health pillar.

III.1 Strategy and activities

VPH is the least exercised mandate of the VS of Nepal. A major part of the VPH mandate is under the MoH. VPH activities are either not conducted or under the responsibility of several public agencies without coordination.

III.1.A Food safety

The recently established VPH office (VPHO) under DAH could become the leading competent authority for VPH. The mandate of the recently established Directorate for Food Technology and Quality Control (under MoAD) should not overlap with the VPHO. VPHO will develop close relationships with agencies under the Ministry of Health and with Research and Academic institutions.

VPHO has to develop an ante and post mortem inspection in slaughterhouses (CCC II.8.A & II.8.B). This can be done with staff from Veterinary Services district Office (VSDO 2 as currently DLSO). This inspection can also be formally delegated to Municipal VPH staff in big cities and to private veterinarians and veterinary paraprofessionals in villages with a reporting line to VSDO.

Ante and post mortem inspection in slaughterhouses is a high priority in Nepal with both human issue to ensure meat safety, and animal health issue for an efficient passive surveillance.

This means an upgrading of the “Slaughtering and Meat Act”, a nomination at least of 2 veterinarians in VPHO dedicated to the development of SOPs for ante and post-mortem inspection, and of educational materials and training programmes for slaughterhouses and inspectors.

Inspection of processing animal product can be developed through joint programmes with the processors, in order to define relevant requirements and enforce them step by step. The priority sectors could be: dairy poultry (meat and eggs) and honey.

III.2.B Veterinary medicines and biologicals

From the current situation where neither public VS nor private veterinarians have much to say on the overall regulatory aspects of veterinary products, the intention for DAH is to take over the regulatory tasks (from the Ministry of Health (MOH)) and to ensure the prescription and the final distribution through the FVP (led by public or private veterinarians) with a control of veterinary drug’s delivery by paraprofessionals.

This transfer of responsibility from the Department of Drug Administration (DDA of MoH) to the Veterinary Standards and Drug Administration Office (VSDAO of DAH/MOAD) must be associated to:

A careful revision of the draft version of the “Veterinary Drug Act” before submitting it to the MOAD and then to the Government. In this Act, the VS need to have the authority on (i) the registration of importers, wholesalers and retailers of veterinary medicines, (ii) the registration of veterinary

2 VSDO could be the specific service for Veterinary Services at district level, differentiated from the

livestock development.


40

medicines and biologicals, (iii) the inspection from the import or production to the use of the veterinary medicines. Secondary laws (as decrees) must be prepared to complete the weakness of the Veterinary Drug Act.

The design and the initial implementation of a programme to drastically upgrade the capacities of the VSDAO.

In consultation with NVC, Veterinary Chemist and Druggist Association, Dairy Association, Poultry Association etc., the drafting of new regulations by VSDAO for the import, production, distribution, retailing and prescription of veterinary products taking into account international standards. This will include mandatory presence of a veterinarian in the company; mandatory course on good manufacturing practices; list of banned products; etc.

New licenses for drug importing, manufacturing, distribution or retailing will, whenever possible, be only granted (by VSDAO) to veterinarians registered at NVC or enterprises which employ / have a contract with a registered veterinarian. This is both important for veterinary public health and for the sustainability of a professional field veterinary network, as we have shown in II.1B (step F). This will include:

The limit of veterinary para-professionals’ mandate concerning delivery of veterinary medicines must be defined and regulated: (i) they can use veterinary medicines and vaccines if they have a contract with a private veterinarian or if they are under the direct responsibility of a public veterinarian from a FVP; (ii) they can prescribe and deliver veterinary medicines only in the limits of core protocols defined by their veterinarians for the main diseases.

The distribution of veterinary medicines to farmers through other actors (traders, animal health workers…) will be banned.

VSDAO has to prepare an inspection plan to control manufacturers, importers, wholesalers, retailers and other actors involved. The priority of the inspection is the importers and the manufacturers to ensure the quality of the veterinary medicines.

III.2.C Residue testing

Despite very few researches conducted in Nepal to understand the importance of residues, no residue testing programme for animal products exists in the country, as noted during the OIE PVS Evaluation.

The VS have to develop 3 types of residue testing programmes (see CCC II.10):

1. Local products for domestic market. The VS should focus on products derived from intensive animal production systems like milk, broiler meat and chicken egg. Search for antimicrobials is probably the most relevant issue to address and the cheapest one (rapid tests can be imported).

2. Imported products: milk, broiler meat etc. 3. Exported products: honey, buffalo meat etc.

For some specific tests, it is probably better to send sample outside the country than to try to develop new tests (less expensive, more efficient with a quicker capacity to carry out the tests.

III.2 Human resources

The development of ante and post mortem inspection will require a significant increase in terms of staffing to cover more than 4000 slaughter places. Theoretically, 207 veterinarians and 845 veterinary paraprofessionals would be necessary (table 16). One part of this inspection can be done by private veterinarians and their veterinary para-professionals. This is why it was estimated that 160 veterinarians and 700 veterinary paraprofessionals would be


41

necessary in public sector. The other part will be paid to private professionals through delegated activities under the supervision of the VSDO (budget for these delegated inspections: 650 000 USD).

Civil servants can be recruited either by the Ministry or by the Municipalities. If they are employed by the Municipalities, reporting to the VSDO or the Regional VS must be organised, as well as their supervision by the VSDO or the Regional VS.

The inspection in collection, processing and distribution units of animal products (meat, milk, poultry…) will also require around 43 veterinarians and 66 veterinary paraprofessionals.

The development of the new legislation and the new inspection for veterinary medicines and biological chains from imports / production to distribution to the farmers, including residues testing, will require a specialised team at the DoAH composed of around 8 veterinarians, 5 veterinary para-professionals and 5 support staffs.

Table 16 - Estimation of human resources for veterinary public health

Number of working days per year per employee in the country 229

Veterinarians

Other

university

degree

Veterinary para-

professionals

Abattoirs and associated

premises II.8A 206,9 - 845,6

Large abattoirs 1 365 1095 1,6 - 4,8

Slaugtherhouses for buffaloes (20 to

100 anls/day)13 182,5 365 10,4 - 20,7

Slaughter slabs (buffaloes) (5

anls/day)75 36,5 109,5 12,0 - 35,9

Slaugther place (1/week) 4000 10,4 26 181,7 - 454,1

Slaughtering in retail shops for small

rts (KTM)2000 36,5 - - 318,8

- - -

Slaughterhouse for poultry 50 6 52 1,3 - 11,4

- - -

Products of animal origin II.8B 42,9 - 65,4

Dairy sector

Dairy cooperative (processing 100

to 200 l/day, thermisation)48 0,5 6 0,1 - 1,3

Milk processing units (small: less

than 1 ton/day, thermisation)216 2 12 1,9 - 11,3

Milk processing units (large : 50 to

300 ton/days)

7 4 0,1 - -

- - -

Poultry sector

Poultry farms producing eggs 1300 1 5,7 - -

Broilers farms 20000 0,4 0,6 34,9 - 52,4

Feeding stuff sector

Compound feed plants (large) 15 1 0,1 - -

Feedmillers (medium) 100 0,25 1 0,1 - 0,4

- - -

Veterinary medicines and

biologicalsII.9 4,9 - 4,4

Producing company 8 4 0,1 - -

Importing company 50 2 0,4 - -

Distributors - - -

Retailers 2000 0,5 0,5 4,4 - 4,4

- - -

Number of days / unit / year Human resources (Full time equivalent)

Sectors

PV

S C

riti

cal

co

mp

ete

ncy

Total

Number

of units

or plants

Veterinarians

Other

university

degree

Veterinary para-

professionals

III.3 Physical resources

Physical resources have also been estimated for all these activities (table 14):

Most of the physical resources are needed for ante and post mortem inspection: around 7 5000 m2 of buildings, 780 communication and 230 office equipment sets, 740 motorbikes. Municipalities and stakeholders can also be involved in financing


42

these investments. For the bigger slaughterhouses, an office can be created in the slaughterhouses for VS.

The physical resources for the veterinary medicines and biological team will concern the central level. Cars are important to be able to travel all over the country.

Some resources are also necessary for inspection of food processing; it can be financed with the support of the stakeholders.

Table 17 - Estimation of physical resources for veterinary public health

Abattoirs and associated

premises 782 234 740 7462 7816

Large abattoirs 1,0 1 12 10,00

Slaugtherhouses for buffaloes (20 to

100 anls/day)13,0 13 20 200 130,00

Slaughter slabs (buffaloes) (5

anls/day)12,0 120 119,54

Slaugther place (1/week) 423,9 150 400 4000 4 238,72

Slaughtering in retail shops for small

rts (KTM)318,8 63,8 300 3000 3 187,77

Slaughterhouse for poultry 13 6 20 130 130,00

Products of animal origin 100 100 200 2000 1 000,00

Dairy sector

Dairy cooperative (processing 100

to 200 l/day, thermisation)100 100 200 2000 1 000,00

Milk processing units (small: less

than 1 ton/day, thermisation)

Milk processing units (large : 50 to

300 ton/days)

Poultry sector

Poultry farms producing eggs

Broilers farms

Feeding stuff sector

Compound feed plants (large)

Feedmillers (medium)

Veterinary medicines and

biologicals10 10 5 5 100 -

Producing company 10 10 5 5 100

Importing company

Distributors

Retailers

Physical resources (for Public Veterinary Services)

Buildings

m2

Other specific

equipment

(ref. currency)

4x4

Vehicles

(No)

Telecommunication

equipment set

(No)

Cars

(No)

Office

equipment

set

(No)

Motorbikes

(No)Sectors

III.4 Financial resources

The annual budget to reach the expected levels in animal health has been estimated of around 5.1 million USD (around 363 million NPR). This includes around:

2.3 million USD for human resources including 70 000 USD for continuing education. This concerns only the staff of the public sector.

1.2 million USD for consumables. Fees for transport are the most important costs.

940 000 USD to invest each year, mainly for motorbikes, buildings and office facilities, and some technical equipment for FVP.

650 000 USD to pay inspection delegated to private clinics.

An exceptional budget is also required for investment (buildings) for around 2.4 million USD (around 169 million NPR), mainly for buildings.


43

Table 18 - Sub-Total for strengthening competencies for veterinary public health


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget



Existing building to be renovated (m2) - - 150 10


Transport

Number of motorbikes - 855 2 000 5 342 000


Number of 4x4 vehicles - 2 56 000 5 22 400

- -

- -




Other equipment for Vet. Public Health (1) 1 800

Other equipment for Vet. Public Health (2)

Sub-total Material investments 939 860 2 319 600


Training





Special funds (/ 5 years) for … -


Veterinarians - 211,0 3 155 665 705


Veterinary para-professionals - 771,0 2 000 1 542 000

Support staff - 10,0 1 800 18 000



Travel allowances


drivers within the country (man-days) / year - 210 8 1 775


Transport fees



Km or miles 4x4 vehicle / year 50 000 0,65 32 500

km or miles / year

km or miles / year

Specific costs




Other costs for Vet. Public Health (1) 27 500

Other costs for Vet. Public Health (2)


650 000

Sub-total Delegated activities 650 000

Total in USD 5 118 270 2 378 040

Total in NPR 363 397 151 168 840 840


SUB-TOTAL VETERINARY PUBLIC HEALTH


Salaries / year



44

IV Strengthening competencies for veterinary laboratories

The purpose of this section is to explain the proposed activities in the field of veterinary laboratories: Critical Competency Cards II.1 and II.2.

IV.1 Strategy and activities

It is foreseen that the CVL will become the leading agency for veterinary diagnosis in the country for both animal health and veterinary public health purposes. Besides its own diagnostic activities in the capital city, it will supervise the FMD/TAD laboratory, the National Avian Laboratory and 5 Regional laboratories. A LIMS (Laboratory Information Management System) will be developed to gather all results and relevant data from all laboratories.

The CVL should be equipped of a new unit to deal with VPH, including a dedicated microbiology and a residue testing sections. In the future, some tests, as microbiology tests, could be carried out in regional labs.

Since stakeholders of the intensive livestock sector will need more and more laboratory testing, public laboratories will be allowed to formally charge for some of their services.

Quality management will be first initiated at the CVL. The SOPs developed for the CVL could be useful to train the other laboratories, and to help them in developing their own quality management system.

Globally, this network should focus on the tests regularly carried out in the country, and negotiate Memorandum of Understanding with international laboratories for some specific tests requested exceptionally. For instance, it will be more cost effective to carry out in the country some rapid test to check the absence of residues, and to send samples outside to detect some specific contaminants. In the future, the CVL could also develop collaboration with small private veterinary laboratories, and laboratories from other ministries or Veterinary faculties.

IV.2 Human resources

In comparison with the current situation, there is no significant increase of the staff: two veterinarians for the quality management and for the development of food microbiology. In fact, the new organisation of the CVL could be more efficient and allow an increase of around 50% of the number of tests carried out.

IV.3 Physical resources

A complete renovation of the buildings should be done to ensure a better capacity of testing. Some investments are required to improve the biosafety level of the BSL II+ for some specific tests. At least, one car and one or two motorbikes for each laboratory are necessary in order to be able to do field sampling.

Investment must also concern communication equipment sets and specific equipment for testing, the LIMS.

IV.4 Financial resources

The annual budget to reach the expected levels in veterinary laboratories has been estimated of around 915 000 USD (around 65 million NPR). It is twice more than the current budget around 411 000 USD. This includes around:

223 000 USD for salaries and 11 000 USD for regular continuing education;.

419 000 USD for consumables. It is a significant increase because this lack of means for consumables can be a limit in the capacity to carry out the tests.

261 000 USD for the yearly investment.


45

An exceptional budget is also required for investment (buildings) for around 492 000 USD (around 35 million NPR), mainly for buildings.


46

Table 19 - Sub-Total for strengthening competencies for veterinary laboratory


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 4 600 5 000


Existing building to be renovated (m2) 4 600 5 000 150 10 75 000 375 000

Building to be built (m2) - 300 25

Transport

Number of motorbikes 14 14 2 000 5 5 600


Number of 4x4 vehicles 9 9 56 000 5 100 800

- -

- -




Other equipment for Vet. laboratories (1) 35 000

Other equipment for Vet. laboratories (2)



Training


Continuing education (man-days / year) - 400,0 21 8 483



Special funds (/ 5 years) for …


Veterinarians 23,0 25,0 3 155 78 875



Support staff 45,0 30,0 1 800 54 000



Travel allowances

staff within the country (man-days) / year - 30 13 390

drivers within the country (man-days) / year - - 8


Transport fees

Km or miles Motorbikes / year 126 000 126 000 0,09 11 466


Km or miles 4x4 vehicle / year 225 000 225 000 0,65 146 250

km or miles / year

km or miles / year

Specific costs



Kits / reagents / vaccines - 1 200 000

Other costs for Vet. laboratories (1) 6 000

Other costs for Vet. laboratories (2)



Total in USD 915 239 491 880

Total in NPR 64 981 943 34 923 480


SUB-TOTAL VETERINARY LABORATORIES


Salaries / year



47

V Strengthening competencies for general management and regulatory services

In this section, reference should be made to the Critical Competency Cards I.2, I.3, I.4, I.5, I.6, I.11, II.3, II.11, II.12, III.1, III.2, III.3, III.4, III.5, III.6, IV.1, IV.2 and IV.3.

V.1 General organisation of the Veterinary Services

V.1.A Technical independence: To ensure scientific based decisions

The technical independence of the VS means that decision-making is based on scientific and objective information, and not on other considerations.

The first condition is to have all relevant information available to assess correctly the field situation. This is why the creation of a Veterinary Services Information Management System must be built in the next years (CCC I.11):

To facilitate the reporting from the FVP. Perhaps, it will be difficult to record directly on a full-web database at this level. However, the FVP needs to have forms easy to fulfil in and send to VSDO in order to record the information directly in the database at district level.

To collect and share all data with relevant agencies (MoH, laboratories…); To have all the data available at the DAH for epidemiologic studies and to

make decision ; To supervise that official activities are correctly implemented in the country.

The second condition is to have SOPs for the main activities (inspection activities, reporting of suspicious diseases, vaccination or active surveillance campaigns…). It is necessary for veterinarians and veterinary paraprofessionals to know what they have to do. It is important to ensure the same decision in the same circumstances. When these SOPs exist, the staff must be trained to use these correctly (see V.2.B).

These two conditions will allow reducing the political or economic pressure on decision-making.

Due to the economic context in Nepal, many civil servants (veterinarians, veterinary paraprofessionals) have developed their own private activities. This could be regulated by the NVC to avoid possible situations with conflict of interest.


48

V.1.B Coordination: strengthening the chain of command

Figure 2 - Model of organisation for internal coordination of the VS in Nepal

Veterinary Services according to the OIE

It is important to remember that according to the OIE, VS “means the governmental and non-governmental organizations that implement animal health and welfare measures and other standards and recommendations in the Terrestrial Code and the OIE Aquatic Animal Health Code in the territory. The Veterinary Services are under the overall control and direction of the Veterinary Authority. Private sector organizations, veterinarians, veterinary paraprofessionals or aquatic animal health professionals are normally accredited or approved by the Veterinary Authority to deliver the delegated functions.”

Therefore, the field VS network begins with the FVP for the epidemiologic surveillance and to develop the different official activities.

The stakeholders are involved in the animal health activities, because there are beneficiaries. It can be farmers, slaughterhouses, processing plant, veterinary drugs retailers…They are not part of the VS; even if they have an important role to inform VS about any suspicious diseases or specific situations, and to facilitate official activities.

Following this concept, the “Animal Health Worker” (AHW) (in pink in the figure) is on the side of the stakeholders and not part of the VS. Often, it is a farmer in a village and its role is to facilitate animal care (basic acts on animal care, transport of veterinary medicines and biological…). He represents an intermediate between FVP and farmers in the villages to


49

transfer information to the FVP, to facilitate the organisation of vaccination campaigns... However, they are not able to carry out official activities, because of their insufficient skills and their lack of independence (they are working directly with their neighbours).

Each FVP counts with one veterinarian and several veterinary paraprofessionals. With this organisation, the paraprofessional can have regular contacts with the veterinarian to transfer information, to ask question, and to recommend the visit of the veterinarian for any suspicious case. They can be able to provide veterinary drugs and biological to the farmers under the responsibility of the veterinarian.

The FVP can be part of the official VS with hierarchical link to the VSDO (dark blue) or be a private clinic having a delegation for official activities (vaccination campaign, active surveillance, emergency response) under the supervision of the VSDO (green).

Slaughterhouses inspections can be done either by a FVP or by a

veterinarian of the Local authority (light blue).

Internal coordination - chain of command (see CCC I.6A)

The VSDOs organise and supervise all activities done by public or private FVP or by veterinarians of local authorities.

The VSDOs report to the regional level and the regional levels report to headquarter (DAH) and its different services.

To provide testing means, a network of laboratories is organised by the CVL to share the competencies between the different laboratories, and to coordinate the activities of the regional laboratories. These laboratories are available for FVP, private clinics, stakeholders to provide testing services.

By this way, there is a unique chain of command from the CVO to field level.

External coordination (see CCC I.6B)

The current situation needs a strong coordination with other services or agencies:

VPHO and DFTQC on food safety policy to avoid overlaps and gaps; CAQO with Custom services; VDAQCO with DDA of the Ministry of Health for veterinary drugs; VEC with Ministry of Health for zoonoses.

SOPs must be defined to share the information and coordinate the decision and the activities.

Organisation of the VS in the Ministry of Agriculture

Obviously, the official VS need a strong chain of command from the CVO with a close link with policy decision-maker (Minister) in case of emergency situations need to manage.

A first option could be to separate the DLS in two departments: one for livestock development and the other one for the VS, in order to separate staff ensuring livestock development from staff ensuring inspection and law enforcement. In each region and each district, the VS staff and livestock development staff must be different. Each technical staff has to report to its corresponding directorate. Some staff involved in cross-cutting services (as human resources, accounting services) can be shared


50

The second option could be the creation of a Livestock Ministry with, at least, two departments for livestock development and VS. The interest could be a more visible policy for livestock and animal health.

The two options can be analysed. The most important is to ensure a unique chain of command at each level from headquarter to FVP.

V.1.C Veterinary practice organisation and policy (see CCC III.5)

The legislation must be upgraded to:

Extend the role of the NVC for all private animal and public health activities to be able to control both veterinarians and veterinary paraprofessionals;

Define the condition for veterinary practicing in public and private context; Define the role of the veterinary paraprofessionals.

The first objective is to offer a good framework to develop private veterinary practice, and clarify the role of veterinary paraprofessionals and their systematic supervision of their activities by a veterinarian.

WNVC will therefore have to adapt its status to integrate veterinary paraprofessionals. It will also play an important role in the definition of the requirement for continuing education and in certification of the veterinary colleges and continuing education establishments.

V.1.D Official delegation (see CCC III.4)

The development of delegated activities is a key issue to promote the development of private practice and involve private clinics in the VS network

It is also a mean to limit the recruitment of civil servant while keeping the decision making responsibility, the organisation and the supervision of official activities within the official VS, and using the means of local authorities or private clinics to carry out official activities in the field. It is also a way to improve the quality of animal health services provided to farmers, because private clinics will be in direct contact with farmers and livestock industry which will be their customers.

V.2 Cross-cutting competencies of the VS

V.2.A Initial training

Veterinarians’ training

The 3 Veterinary Colleges need to be strongly strengthened in terms of capacity and facilities. They should be able to increase their training capacity from around 50 to around 75-80 veterinarians per year to fulfil the needs of the country. This progressive increase number of veterinarians will allow the re-organisation of the field veterinary network via the Field Veterinary Posts.

However, it is important to remind that one third of the graduated veterinarians in Nepal are working abroad. It is thus important to define a strategy to offer good conditions of employment to keep these young veterinarians in the country and preserve the Nepalese investment.

Nepal Veterinary Council (NVC) has to play the leading role to design national standards for veterinary under-graduated training in accordance with the future OIE guidelines on veterinary education. They will have to be implemented by the 3 Veterinary Colleges under the supervision and audit of the NVC. Monitoring and evaluation should be arranged with the participation of NVC, the 3 colleges, DAH and representatives of stakeholders (one audit every 3 years per colleges).


51

Training of veterinary paraprofessionals

According to this report, it is estimated that around 2000 to 2500 veterinary paraprofessionals would be sufficient to cover the needs of the veterinary network, meanwhile they are currently more than 10 000 in the country with various levels of skills. The priority is to assess the situation and to evaluate the required skills, in order to strengthen the skills for those working for the veterinary network, and to prepare the others for other needed tasks to support animal production development (nutrition, genetic improvement…).

By then, the courses of the 24 schools involved in veterinary paraprofessionals’ training must be assessed and approved to supply adequate skills.

The NVC has defined that 3 categories of veterinary paraprofessionals are required. The NVC needs to have further authority to define the minimum specifications of the course in accordance with these 3 categories and to certify the schools. They also play a key role in regular audits of the 24 schools to verify the compliance of their curriculum with the defined specifications.

V.2.B Continuing education

Continuing Education is under the responsibility of the Directorate of Livestock Services Training & Extension (DLSTE) in coordination with 5 Regional training Centres. The DLSTE has conducted various courses providing technical and non-technical skills for staffs and extension training for entrepreneurs, farmers and animal health workers. The priority is to strengthen the monitoring and evaluation competencies of the DLSTE, to develop more specific programme in accordance with the specific needs and linked to the technical activities developed by the VS.

Regarding continuing education for private and public FVP, the DLSTE should coordinate with NVC and the veterinary paraprofessional association to design the uniform training strategy specifically for veterinary paraprofessionals based on the actual requirements of practical skills for each category of position. The NVC could assess the needs for the private veterinarians and veterinary paraprofessionals, and the DTLSE could set up the trainings.

In order to design a more efficient continuing education programme, it would be necessary to name one veterinarian and 2 human resources specialists in charge of personnel development of the staff of the DAH in coordination with the DLTSE and the NVC. For private veterinarians and veterinary paraprofessionals, the NVC could be in charge of the evaluation of the needs for continuing education and propose a continuing education programme with the support of the DAH and the DTLSE.

The volume of continuing education in the PVS Gap Analysis represent around 3 days per year and per FTE.

V.2.C Management of operation and resources

The capacity to manage the operation and resources is vital as it is closely linked to other functions: human resources management, management of the equipment, quality management...

The establishment of comprehensive data management (Veterinary Information Management System) is a key element to strengthen the quality of the VS. Without its development, there is no possibility to develop relevant operational plans and to evaluate efficiency.

There is so far no precise information on the equipment and the facilities in the VS at central, regional and local level..., the VS should prepare and update an inventory of the human resources, the facilities and the equipment in order to assess the real needs and to determine the priority of investments. This information could be


52

introduced in the database. This inventory will allow determining the concrete activities that could be carried out on field taking into account the real human and physical resources available.

The reports on the different activities from the FVP through the district veterinary services will allow verifying that the activities are correctly implemented and that the HR are used in an efficient way.

V.2.D Communication

Communication activities have been recommended for several activities in this report.

However, to strengthen the communication competency of the VS, the priorities are to set up a Communication Unit appropriately equipped and to employ communication specialists well trained to work with the different media (TV, radio, newspapers…).

This unit will progressively develop and implement the formal communication channel and the specific communication strategy/tools as required. This will then allow the VS to access stakeholders and to establish and implement specific communication plans required for VS activities.

V.2.E Consultation with stakeholders

Consultation mechanisms should be formalised and compulsory when drafting new veterinary legislation or developing programmes of Veterinary activities.

The Public Private Coordination Committee’s roles and activities can be consolidated to consult specific stakeholders. This means that the different sector (dairy, poultry, cattle and buffalo…) must be organised through representative professional organisations for big farms and smallholders. The Committee’s capacity needs to be strengthened with communication expertise to develop and maintain the communication channel with stakeholders.

Workshops and meetings can be regularly hold as required at national and provincial levels. The minutes/ results of these meetings should be diffused to relevant stakeholders accordingly.

In the budget, around 200 meeting-days per year have been integrated at local, regional or national levels to share information and create consensus with the stakeholders.

V.2.F Official representation

The VS should be able to actively participate to international and regional meetings related to animal health standards (OIE) and Food safety (Codex).

The recommendations focus on the involvement in Codex activities by coordinating with Department of Food Technology and Quality Control to regularly participate to Codex meetings and to provide technical competent to the preparation of comments/contribution to be submitted to Codex.

Consultation and information sharing with stakeholders before and after these meetings are also considered as essential for public private partnership. It could be done through the Public Private Coordination Committee designed in the paragraph V.2.E.

V.2.G Joint programme

Joint management significantly contributes to the successful realisation of programmes for the management of animal health, zoonotic diseases and food safety programmes. Different proposal for developing joint programmes were done during the PVS Gap Analysis mission. The strategy would be to involve stakeholders.


53

Some pilot programmes could be design between VS and stakeholders’ organisations for some specific objectives as development of certification system by VS for some products to be exported (honey, meat) with the development of the traceability for the concerned companies, the development of a relevant inspection to verify the criteria required by the exportation markets… The concerned stakeholders can be also involved in the funding of these joint-programmes.

V.2.H Legislation

Given the current situation where lot of regulations need to be prepared or updated, the VS has to create a specific unit for legislation and regulation to provide support to prepare and implement the regulations as well as for the prosecution.

The VS could then request for an OIE mission on legislation just after the creation of this unit to draft a roadmap taking into account the priority of the country and the main gaps in the legislation and the regulation.

V.3 Human resources

The human resources have been estimated for the coordination (table 20). This estimate must be adapted taking into account the final organisation chart decided and the share of mission defined with other agencies or services.

In the first part of the table, there are the human resources required to coordinate the activities at headquarter and in regions (in average 3 veterinarians and 5 veterinary paraprofessionals per region), and districts (in average 1 to 2 veterinarians and around 3 veterinary paraprofessionals per district).

In the second part of the table, the human resources for some cross cutting competencies at central level (communication, legislation, risk analysis) have been estimated.

NB: This table is not a proposal of an organisation chart for the DAH and the regional and district offices. The human resources defined in this table can be organised with the most appropriate division in relevant services.


54

Table 20 - Estimation of the human resources for coordination of VS and cross-cutting competencies

VeterinariansOther university

degree

Veterinary para-

professionalsSupport staff

Coordination of the VS I.6A/I.6B 155,5 9,0 267,0 192,0

Central level 23,0 9,0 17,0 22,0

Head of VS

Head of VS 1,0

Secretary services 2,0

General Cross-cutting competencies

Human resources, management, continuing education

(including coordination of offices at regional and district

levels)

1,0 2,0 5,0

Accounting and credit management, supplying

management3,0 4,0

Information system and databases 2,0

Quality management internal audit services 1,0 1,0 1,0

Animal health

Relationship and consultation with professionals and

beneficiaries1,0

Vetrinary Epidemiology 2,0 1,0 2,0 1,0

Coordination of official activities 4,0 4,0 1,0

Follow-up of delegated activities and relation with private

veterinarians2,0 2,0 2,0

Veterinary pharmacy and veterinary medicines

Veterinary drugs 1,0 1,0 1,0

Veterinary public health

Coordination with other insitutions and consultation with

beneficiaries1,0

Dairy sector 1,0 1,0 2,0

Meat sector 2,0 2,0

Poultry sector 2,0 1,0

International relations

Management of border posts and international alerts 3,0 4,0 3,0

International cooperation (agreements, equivalence,

relations with international organisations, international

certificate): Codex and OIE representation

1,0

Deconcentrated Level of coordination I.6A/I.6B 132,5 0,0 250,0 170,0

1st level of deconcentrated coordination (Region)

Regional level:

Head of VS regional Office 5,0 10,0

Animal health 10,0 20,0 10,0

Veterinary public health 5,0 5,0

2nd level of deconcentrated coordination (VSDO)

Head of VS District Office (1,5 Vet/District) 112,5 75,0

Animal health + VPH 225,0 75,0

Legislation and regulation IV.1 IV.2 1,0 4,0 0,0 1,0

Legal services 1,0 2,0 1,0

Enforcement services 2,0

Communication III.1 2,0 2,0 2,0 2,0

Communication service 2,0 2,0 2,0 2,0

Risk analysis / Emerging issue / technical innovation II.3 II.11

II.121,0 1,0 0,0 0,0

Risk analysis unit 1,0 1,0

Human resources (full time equivalent)

Sectors

PV

S

Cri

tica

l

co

mp

et

en

cy Public (full time equivalent)


55

V.4 Physical resources

Physical resources have also been estimated with the following rules:

1 office and telecommunication equipment set per veterinarian or veterinary paraprofessional;

15 m2 of office space per person; Motorbike for veterinary paraprofessional and some cars depending on their needs. The global estimate is presented in table 21.

V.5 Financial resources

The annual budget to reach the expected levels for general management and cross-cutting competencies has been estimated of around 3.3 million USD (around 239 million NPR). This includes around:

1.4 million USD for salaries.

786 000 USD for consumables.

74 000 USD for regular continuing education.

917 000 USD for the yearly investment.

An exceptional budget is also required for investment (buildings) for around 3.3 million USD (around 233 million NPR), including:

Investment in buildings, cars, information system, A fund to modernise veterinary colleges, Expertise.


56

Table 21 - Sub-Total to strengthen management and regulatory services


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 24 000 24 676


Existing building to be renovated (m2) 24 000 23 676 150 10 355 140 1 775 700

Building to be built (m2) 1 000 300 25 12 000 240 000

Transport


Number of cars - 2 35 000 7 10 000 20 000


- -

- -




Other equipment for management of VS (1) 3 786 7 571

Other equipment for management of VS (2) 10 000



Training

Initial training

Specialised training (man-months / 5 years) - 9,0 2 300 20 700




Special funds (/ 5 years) for … 1 050 000

Sub-total non material expenditure 74 223 1 247 094

Veterinarians 98,0 165,0 3 155 520 575

Other university degree - 16,0 3 155 50 480


Support staff 100,0 195,0 1 800 351 000



Travel allowances




Transport fees

Km or miles Motorbikes / year 1 350 000 1 890 000 0,09 171 990

Km or miles cars / year 50 000 0,26 13 000


km or miles / year

km or miles / year

Specific costs

Targeted specific communication - -



Other costs for VS management (1) 46 300

Other costs for VS management (2) 500


85 000


Total in USD 3 335 176 3 290 365

Total in NPR 236 797 530 233 615 931


SUB-TOTAL MANAGEMENT OF VETERINARY SERVICES


Salaries / year



57

VI Global budget analysis

The global annual budget to maintain the targeted level has been estimated of around 23.1 million USD (1.6 billion NPR) (table 23).

An exceptional budget of about 10 million USD is needed to complete the investment.

For a five year plan, 126 million USD are required to upgrade and sustain the situation of the VS in Nepal.

VI.2 Capital investment


Globally, 26 million USD will be necessary to invest and improve the buildings, facilities and equipment.

50% of this amount concerns buildings. It would be important to do an inventory of the situation for buildings to determine the number of square meter to be built, renovated or maintained.

The other investments concern vehicles, mainly motorbikes, to allow the staff in the FVP or the district to go on field to see the animals and the farmers.

Some specific equipment is required for laboratories, in the FVP for animal care, for headquarter to develop the information system.

To maintain such level of equipment, it will be necessary to invest around 3.4 million USD per year. This represents around 15% of the annual budget. It is normal, taking into account the level of salaries of the country. Municipalities and local authorities can be involved in the financing of local facilities and equipment.

Non material investment

Around 2 million USD are necessary in this exceptional budget for non-material investment:

1.5 million USD for special funds to promote the development of private clinics and to renovate veterinary colleges;

Around 500 000 USD for various expertise to support the strengthening of the VS capacities;

20 000 USD for specialised training of key persons at headquarter.

VI.3 Operational funding

The annual budget for operational funding is of around 20 million USD:

The salaries represent around 7 million USD (around 30%) of the annual budget. In comparison to the current situation, the technical staff has significantly

increased: 6 additional veterinarians to cover all the territory, twice more veterinary paraprofessionals to develop ante and post mortem inspection in slaughterhouses… The budget for salaries is multiplied by 3.5.

It is clear that salaries of civil servants veterinarians are low. These salaries are lower than a medical doctor in a hospital, and most of them have developed a complementary activity to increase their revenue. However, an increase of salaries of 20% represents 1.4 million USD more for the State budget.

The consumables represent around 10 million USD per year. The most important part concerns vaccines for FMD and PPR. A significant part concerns also transport fees (2.4 million USD). The functioning budget per person (FTE) is increasing of about 39%. It means more means for effective activities by official VS.

A budget of 1.9 million USD for delegated activities has been defined to pay private clinics for vaccination campaign, active surveillance or inspection in slaughterhouses.


58

It will represent around 12 500 USD per clinics, about 50% of their income. The budget for continuing education is around 222 000 USD. It represents around 3

days of training per year per member of the staff. The budget for consultation with stakeholders represents around 200 meetings at

local, regional and national levels.

Table 22 - Evolution of the budget to strengthen the VS

Current budget

of the VS

(ref. currency)

Annual budget

of the Gap

analysis

(ref. currency)

Evolution of the staff in public services (FTE)

Number of:

Veterinarians 147 642

Other university degree 16

Veterinary para-professionals 1 062 2 048

Support staff 700 478

Budget for staff 2 189 577 7 032 390

Budget for staff / FTE 1 147 2 209

Evolution of the functioning budget

Functioning budget 7 678 507 17 806 670

Functioning budget / FTE 4 022 5 593

Evolution of the investment budget

Investment budget 1 897 183 3 434 022

Investment budget / FTE 994 1 079

Evolution of the budget for delegated activities

Delegated activities 1 881 800

Number of beneficiaries of delegated activities (private vets…) 150

Delegated activities budget / beneficiaries 12 545


59

Table 23 - Total budget of the PVS Gap analysis


60

VI.4 Emergency funding

The PVS Gap Analysis team has not estimated a specific fund for emergency funding. Indeed, in the context of Nepal, it will be difficult to define a dedicated budget. The priority is to define a procedure for the VS to be able to mobilize emergency fund for any calamity or plague in the country.

One of the objectives of the cost-benefit analysis related to the FMD strategy will be to assess the relevant budget for the compensation of slaughtered animals. This study will have to determine what could be the relevant cost-sharing with farmers to motivate them, and involve them in the financing of the measures.

VI.5 Profitability and sustainability

The budget has been estimated for the different kind of charges. The PVS Gap analysis team has not assessed the different opportunities of cost-sharing with stakeholders (e.g. fees for import permit, contributions for vaccinations…). Any financial contribution must not hamper the participation of the stakeholders in animal health programmes, but ensure their strong involvement.

VI.4.A Analysis related to national economy and budget

The current estimated budget of the VS represents only 0.56% of the livestock GDP. This budget will be multiplied by 2.5, and will represent 1.36% of the livestock GDP (table 24). The annual budget will represent only 15.6% of the budget from the Ministry of Agriculture, and only 0.43% of the State budget. We remember that, in the country as Nepal, with lot of people concerned with livestock farming, it will be relevant to invest 3% of the National budget on this sector representing around 11% the national GDP3.

If the impact of this more ambitious animal health policy allows an increase of 10% of the livestock GDP, it will represent 170 million USD (14 more than the increase of the VS budget). The main question is not the increase of the VS budget, but the impact on livestock GDP.

Table 24 - Importance of the budget in national economy and livestock economy

Current budget

of the VS

(ref. currency)

Annual budget

of the Gap

analysis

(ref. currency)

Annual amount 9 575 690 23 122 492

Budget of VS / Livestock GDP 0,56% 1,36%

Budget of VS / VLU 0,59 1,43

6,46% 15,60%

0,18% 0,43%

Livestock GDP / National GDP 11%

Budget of VS / Ministry of Agriculture (current)

Budget of VS / National budget (current)

3 The African governments at Maputo conference (2003) have committed to spend 10% of national budgets to

agriculture, from which one third is dedicated to livestock farming


61

VI.4.B Analysis of distribution per pillar

The following table compares the budget between the pillars. The most important is the Animal health pillar which represents 56% of the annual budget and the five years budget. The second one is the Veterinary Public Heath” pillar with 22% of the annual budget. It is probably the pillar that will face the higher increase of the budget. The weight of the trade pillar is lower taking into account the limited importance of trade.

Table 25 - Budget per pillar

Resources and Budget lines Trade Animal healthVeterinary

Public Health

Veterinary

laboratories

General

managementTotal


Sub-total Material investments 187 743 1 127 533 939 860 261280 917 606 3 434 022

% 5% 33% 27% 8% 27% 100%


Sub-total non material expenditure 15 905 52 274 71 254 8483 74 223 222 139

% 7% 24% 32% 4% 33% 100%

Salaries / year

Sub-total Salaries 317 655 2 790 100 2 225 705 226875 1 472 055 7 032 390

% 5% 40% 32% 3% 21% 100%


Sub-total Consumable resources 301 808 7 813 989 1 231 451 418601 786 293 10 552 141

% 3% 74% 12% 4% 7% 100%


Sub-total Delegated activities 1 146 800 650 000 85 000 1 881 800

% 61% 35% 5% 100%

Total in USD 823 111 12 930 696 5 118 270 915 239 3 335 176 23 122 492

% 4% 56% 22% 4% 14% 100%

Total in NPR 58 440 851 918 079 440 363 397 151 64 981 943 236 797 530 1 641 696 915

Trade Animal healthVeterinary

Public Health

Veterinary

laboratories

General

managementTotal


Sub-total Material investments 1 173 000 9 489 667 7 018 900 1681400 6 631 300 25 994 267

% 5% 37% 27% 6% 26% 100%


Sub-total non material expenditure 152 972 810 071 414 710 159293 1 618 209 3 155 256

% 5% 26% 13% 5% 51% 100%

Salaries / year

Sub-total salaries 1 588 275 13 950 500 11 128 525 1134375 7 360 275 35 161 950

% 5% 40% 32% 3% 21% 100%


Sub-total Consumable resources 1 509 039 39 069 944 6 157 253 2093005 3 931 464 52 760 705

% 3% 74% 12% 4% 7% 100%


Sub-total Delegated activities 5 734 000 425 000 6 159 000

% 93% 7% 100%

Total in USD 4 423 286 69 054 182 24 719 389 5 068 073 19 966 248 123 231 177

% 4% 56% 20% 4% 16% 100%

Total in NPR 314 053 320 4 902 846 900 1 755 076 595 359 833 193 1 417 603 582 8 749 413 590

ANNUAL BUDGET PER PILLAR

TOTAL BUDGET (5 annual budgets + exceptional budget) PER PILLAR


62


63

CONCLUSION

The PVS Gap Analysis has reviewed the priorities, the activities and the resources of the Veterinary Services in Nepal, in order to strengthen their capacities in accordance with the National Priorities.

The first priority of the Nepalese VS is to improve the productivity of animal production, both in commercial farms and in rural families. This requires an increase of the capacity to detect any important disease and to be able to apply efficient control programmes for the most important ones. The proposed strategy is based on:

A strong network of around 370 FVP, combining public FVP and private clinics performing delegated activities, with a strong supervision of the VS (VSDO, Regional VS, headquarter) for an efficient surveillance.

The resources focused on few animal health programmes against FMD, PPR, and CSF. Some other programmes can be developed jointly with stakeholders.

The second priority is to improve the food safety of animal products in Nepal. This will be a new mandate for the VS.

The ante and post mortem inspection must be developed, to improve meat safety, as well as ensuring an epidemiological surveillance in slaughterhouses.

The control of the veterinary drugs market is the second axe of action for this priority with two issues: ensure the public health with a good use of veterinary drugs, and to contribute to the financing of the network with the veterinary distribution revenues.

The third priority is to improve the border control and to increase the capacity to export.

Nepal imports many live animals from neighbouring countries. The border security must be improved by reducing the number of BIPs for a more efficient inspection, and an involvement of the staff from the 25 districts located along the border.

Some export opportunities exist thanks to the implementation of joint programmes on animal identification and movement control, better certification procedures.

The opportunity of the FMD free-zone must be assessed to define the relevant strategy against FMD, and to get the opportunity to export meat to Asian countries.

These three priorities are depending on the strengthening of the competencies of all the staff involved in the veterinary domain (veterinarians, veterinary paraprofessionals), and on the development of the chain of command.

Some proposals have been done in this report to strengthen the chain of command, to improve the interfaces with other agencies, and to develop a better coordination.

The initial training of veterinarians and veterinary paraprofessionals must be improved; as well as an intensive continuing education policy be implemented to strengthen the skills of the existing staff.

The consultation with stakeholders must also be developed to involve the definition of programmes and to negotiate their eventual contribution in financing these programmes.

Globally, the animal health system in Nepal must be based on 750 to 850 veterinarians and around 2500 veterinary paraprofessionals in public and private sector (excluding veterinary colleges). It means an increase of veterinarians trained in the country, and an improvement of the Nepalese work context for veterinarian in order to avoid their departure to other countries.

The annual budget has been estimated close to 25 million USD. Taking into account the importance of livestock in the national GDP, this represents a relevant effort. The main


64

issue is to decide efficient control programmes to improve the income in livestock sector.


65

APPENDICES

Appendix 1: Presentation of the methodology

The present note explains the methodology used to elaborate the budgets and to estimate the needs.

For budget elaboration, the reference currency is USD. The budgets have then been translated in the local currency.

A1.1 Unit costs

Unit costs were estimated for different items and it was then possible to determine the number of units necessary for each activity card.

The material investments have been determined as indicated in the table below:

Buildings: the cost has been estimated for a new building, for renovation or for maintenance of 1 unit of surface (= for 1 m²).

Means of transport considered include motorbikes, cars, 4x4 vehicles or any other specific means of transport.

A “communication unit” integrates an average cost for a telephone (mobile or fixed with a fax…). The “officer equipment unit” corresponds to a computer with its base peripheries (printers). It allows replacing an individual base printer by a photocopier printer.

The duration of amortisation is pointed out for each investment.

For non-material expenditure, the following average costs have been estimated:

Training cost for a student during the training period: school fees, scholarships, accommodation and transport costs (especially if the training takes place abroad).

Average costs for a specialized training abroad, per month; Continuous training costs, per day and per trainee, by groups of about 15 persons ; National expertise costs, per day, including daily fees and per diem; International expertise costs, per week, including daily fees, per diem and travel

expenditure.


66

The annual average wage bill per categories of agents integrates all the elements of remuneration and salaries contributions, notably incentives.

For running costs, the following have been estimated:

Per diem for different VS agent categories; Fees for a one week mission abroad ; The costs per kilometres and per kind of vehicle, taking into account maintenance

and insurance; The average number of kilometres driven per vehicle.


67

A1.2 Cost estimation cards

To estimate the pertinent physical resources, a separate cost estimation card has been elaborated.

Meaning of columns:

Current number: the current number of m² per buildings, personnel, km… These elements were captured to provide background information in order to compare the recommendations with the current situation. It has not been used for any calculation: the absence of this data is not important.

Required number: quantity of building surface, of equipment, of personnel, of km… that the experts judge as necessary to implement the activities of concern.

Unit cost: unit costs indicated or estimated, or in the cost unit sheet, or by the experts (cell in yellow) for specific equipment.

Number of years for amortisation: the duration of amortisation or the average life expectancy for equipment.

Annual budget: it represents the annual budget necessary for VS to maintain the efficiency level defined by the country for Critical competency under consideration, and in order to implement the relevant activities. It includes:

The annual amortisation for equipment (which allows renewing them, taking into account their life expectancy);

Training fees; Salaries and other remuneration (incentives); Running costs: consumables, transports, communication... Costs linked with delegated activities.

Exceptional budget: it corresponds to the sums to be mobilised over the routine annual budget, so as to allow the implementation of the recommended 5-year plan. It includes:

The amortisation part cannot be covered in 5 years in order to complete the annual budget of the first 5 years required to obtain the necessary equipment or to build buildings.

Exceptional fees such as : national and international expertise for specific studies and analyses (cf. 2.3.2) ; Initial trainings for new people with specific skills necessary to implement the VS’s action plan, especially if these skills do not exist in the work market.

Definition of rows

The following table gives a definition of the main lines.


Buildings ()

Existing building to be maintained () Surface of existing buildings currently in good condition t

Existing building to be renovated () Surface of existing buildings to be renovated

Building to be built () Surface of buildings to be built

Transport

Number of motorbikes Number of motorbikes necessary to run the action considered

Number of cars Number of cars necessary to run the action considered

Number of 4x4 vehicles …


68

Telecommunication equipment set

Office equipment set

Other specific equipment Specific equipment necessary to run the activity of concern


Training

Specialized training (man-months / 5 year) Number of man-month for specialized training

Continuing education (man-days / year) Number of man-day for continuous training - necessary to upgrade or maintain the staff’’s skills, to allow them to run the actions of concern

National expertise (days/5 years) Number of days of national expertise to be mobilized for the 5 coming years

International expertise (weeks/5 years) Number of days of international expertise to be mobilized for the 5 coming years

Salaries / year

Veterinarians

Total work–time of veterinarians necessary to run the actions of concern, expressed in full-time equivalents (FTE) (practically, of course, the activities would be shared between far more people).

Other university degree Total work–time of professionals necessary to run the actions of concern, expressed in full-time equivalents (FTE)

Veterinary para-professionals Total work–time of veterinary paraprofessionals necessary to run the actions of concern, expressed in full-time equivalents (FTE)

Support staff Total work–time of support staff necessary to run the actions of concern, expressed in full-time equivalents (FTE)

Sub-total Salaries


Administration The administrative charges are estimated as 20% of the total of the wage bill

Travel allowances

staff within the country (man-days) / year Number of days per year the technical staff has to work out off the office, in the country

drivers within the country (man-days) / year Number of days per ye ar the drivers has to be out of the office, in the country

staff abroad (man-weeks) / year Number of man-weeks spent abroad

Transport fees

Km or miles Motorbikes / year Estimated by the number of motorbikes above, multiplied by the average distance covered by a motorbike for a year

Km or miles cars / year Idem

Specific costs

Targeted specific communication Communication expenses as for flyers, notices, media campaigns…

Consultation (number of 1 day meetings) Meetings with various stakeholders, expressed in the number of days of meeting

Kits / reagents / vaccines Consumables as reagents, vaccines, etc.


Activities delegated to approved stakeholders (private veterinarians, laboratories…)

A1.3 Sub-totals sheets per pillars and overall budget

The sub-totals per pillars make the total of cost estimate cards corresponding to the critical competencies of the pillar. The general budget makes the total of 5 pillars.

A1.4 Cost units used for this report

The following tables present the different cost units used for the budget.


69

Veterinarians 3 155

Other university degree 3 155

Veterinary para-professionals 2 000

Support staff 1 800

Travel allowances

Per diem for technical staff 13

Per diem for drivers 8

Daily allowance for technical staff travelling abroad 40

Average cost of an international flight 1 000

Weekly allowance abroad 1 280

Transport fees Unit

Price of fuel (average between petrol, diesel or mixt) per unit 1,30 liter

Average number of km/miles per year Unit

Average distance per year by motorb ike (miles or km) 9 000

Average distance per year by car (miles or km) 25 000

Average distance per year by 4*4 car (miles or km) 25 000

Average distance per year by

Average distance per year by

Fuel consumption

per 100 km/miles

Running (fuel + maintenance +

insurance = consumption x 2)

Km or mileage cost (motorb ike) 3,50 0,09

Km or mileage cost (car) 10,00 0,26

Km or mileage cost (4x4 vehicle) 25,00 0,65

Km or mileage cost ()

Km or mileage cost ()

GDP Sources

National GDP 15 638 098 591,5 Economic Survey, 2009/2010

Agriculture GDP 5 473 334 507 Economic Survey, 2009/2010

Livestock GDP 1 696 733 697 Economic Survey, 2009/2010

Value of exported animals and animal products 4 643 239 Estimated with Economic survey

Value of imported animals and animal products 21 542 630 Estimated with Economic survey

Number of VLU 16 157 026

Country budget

National Budget 5 322 535 211 Fiscal year 2010/11

Agriculture and Livestock Budget 148 218 676 MOAC

Veterinary Services Current Budget 9 575 690 Estimate from MOAC budget

5- Consumable resources

6- National economic indicators

4- Salaries (salaries, bonuses and social benefits) / year


70

Appendix 2: Critical Competency Cards and corresponding Cost Estimation Cards

I.1. Professional and technical staffing of the Veterinary Services.

I.1.A. Veterinary and other professionals (university qualifications)

1. Specific objective (Critical Competency)

The appropriate staffing of the VS to allow for veterinary and technical functions to be undertaken efficiently and effectively.

2. Result (Expected level of advancement)

1. The majority of veterinary and other professional positions are not occupied by appropriately qualified personnel.

2. The majority of veterinary and other professional positions are occupied by appropriately qualified personnel at central and state / provincial levels.

3. The majority of veterinary and other professional positions are occupied by appropriately qualified personnel at local (field) level.

4. There is a systematic approach to defining job descriptions and formal appointment procedures for veterinarians and other professionals.

5. There are effective management procedures for performance assessment of veterinarians and other professionals.

3. Description of the activity

Strategy

The number of veterinarians must be increased mainly at field level to organise the field veterinary network. Taking into account the needs and the geographical constraints of the country, the increase of the number of veterinarians will be progressive with a strong strengthening of the capacity of the veterinary schools (see I.2A). A significant part of the increase of the number of veterinarian involved in field activities can be private practitioners. This can allow an increase of the field veterinarians without an increase of the civil servants.

Description of the tasks (chronological)

1- The organisation chart of the VS must be improved to cover all the functions needed. The different job functions must be covered by the relevant number of veterinarians in central, regional and district level.

2- Using our first analysis, a strategic plan must be defined to strengthen the field network with more veterinarians, private or public, in order to be able to control paraprofessionals involved in field activities. This strategy must include the development of private practicing linked to veterinary services through delegated activities. This plan must be defined a calendar to reach the objectives define in this Gap Analysis. The priority will be to strengthen the network in the district with high density of animals and the highest potential of animal production.

3- Relevant incentives could be defined to facilitate the development of private clinics in the area with high density of VLU.

Objectively verifiable indicators

Number of veterinarians involved directly in field activities and practicing, number of paraprofessionals with a contract with a veterinarian.

4. Possible link with cross-cutting competencies

Continuing Education (I.3)

Legislation (IV.1, 2, 3) The legislation must be upgraded to regulate the activities of veterinarian practitioners and paraprofessionals.

Communication III.1)

Consultation (III.2) Consultation will be needed with veterinarians association and paraprofessionals association.

Official representation

Management of resources and operations (I.11)


71


Public Health

Veterinary

laboratories

Delegated

activities

General

managementTotal

Veterinarians 21 220 211 25 150 165 792


Veterinary para-professionals 105 850 771 47 300 275 2 348

Support staff 23 220 10 30 80 195 558

Total estimation of the staffing required for the Veterinary Services


72

I.1. Professional and technical staffing of the Veterinary Services.

I.1.B. Veterinary paraprofessionals and other technical personnel


The appropriate staffing of the VS to allow for veterinary and technical functions to be undertaken efficiently and effectively.


1. The majority of technical positions are not occupied by personnel holding technical qualifications.

2. The majority of technical positions at central and state / provincial levels are occupied by personnel holding technical qualifications.

3. The majority of technical positions at local (field) level are occupied by personnel holding technical qualifications.

4. The majority of technical positions are effectively supervised on a regular basis.

5. There are effective management procedures for formal appointment and performance assessment of veterinary paraprofessionals.


Strategy

With more than 10 000 paraprofessionals in the country with various levels of skills, the priority is to assess the situation in order to determine those who have the relevant skills to be involved in the VS system (with continuing education if needed) and those who are not sufficiently qualified. It will be after possible to determine the way to adapt the current situation to the targeted level.


1- As it has been begun, an evaluation of the skills of the paraprofessionals in public services is necessary. This study will provide information on the way to adapt the number of paraprofessionals and the skills to the different positions defined in the organisation chart.

2- For the private paraprofessionals, it must be the mandate of the NVC to assess the situation and to propose a strategy to involve them in the field veterinary network through an upgrading of their skills and an agreement with a veterinarian practitioner.

It is important to remember that around 2 500 / 3 000 paraprofessionals would be sufficient to cover the needs of the veterinary network. However, the other could be involved as livestock technician for other activities (artificial insemination, nutrition, genetic...).


Evolution of the number of paraprofessionals and their positions.



Legislation (IV.1, 2, 3)

The NVC must have the authority to regulate paraprofessionals (see III.4).

Communication (III.1)

Consultation (III.2)

Official representation (III.3)



73

MVS 1 – I.2. Competencies of veterinarians and veterinary paraprofessionals



The capability of the VS to efficiently carry out their veterinary and technical functions; measured by the qualifications of their personnel in veterinary and technical positions.


1. The veterinarians’ practices, knowledge and attitudes are of a variable standard that usually allow for elementary clinical and administrative activities of the VS.

2. The veterinarians’ practices, knowledge and attitudes are of a uniform standard that usually allow for accurate and appropriate clinical and administrative activities of the VS.

3. The veterinarians’ practices, knowledge and attitudes usually allow undertaking all professional/technical activities of the VS (e.g. epidemiological surveillance, early warning, public health, etc.).

4. The veterinarians’ practices, knowledge and attitudes usually allow undertaking specialized activities as may be needed by the VS.

5. The veterinarians’ practices, knowledge and attitudes are subject to regular updating, or international harmonisation, or evaluation.


Strategy

1- National standards for veterinary undergraduate training will be designed according to future OIE guidelines on veterinary education and implemented by all 3 colleges. The NVC will be in charge of the audit of these colleges.

2- The number of veterinarians graduated per year must increase from around 50 to 75 to fulfil the needs of the country.


1- National Veterinary Council has to play the main leading role to define the minimum rules. For that purpose, it has to follow-up the recently developed OIE initiative on the improvement of veterinary education worldwide and the design of minimum standards.An international expertise could be useful to organise the first audits, asses the needs for each colleges, and validate the minimum requirements taking into account international standards AND the specific needs of the country.

2- Annual meetings must be organised between NVC, the 3 colleges, DAH and representatives of stakeholders to monitor the progress related to improving the curriculum and harmonizing it over the 3 colleges.

The annual budget includes the consultation meeting, the cost of regular audit by NVC (1 audit per year), and national expertise to define the minimum rules (40 days). The exceptional budget includes international expertise and a found to support modernisation and strengthening of the veterinary colleges during the next five years (1,05 million USD).


List of colleges (in-country and foreign) who have trained vets practicing in Nepal; Syllabus of each of the 3 colleges; Syllabus of foreign colleges; Minimum standards set out by NVC and results of their audit; Number of veterinarians trained and graduated in the country per year; Minutes of annual meetings between NVC, DAH and the 3 colleges.



Legislation (IV.1, 2, 3) The NVC must have the capacity to define colleges rules

Communication

Consultation (III.2) Organise meeting with NVC, Colleges and DAH regarding national education standards for veterinarian (1 day per year).


74


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)



Building to be built (m2) 300 25

Transport

Number of motorbikes 2 000 5

Number of cars 35 000 7

Number of 4x4 vehicles 56 000 5

Telecommunication equipment set 1 400 5

Office equipment set 1 800 3


Sub-total Material investments


Training

Initial training (nb of students / year) 15 000

Specialised training (man-months / 5 years) 2 300

Continuing education (man-days / year) 21



Funds for modernisation of colleges 3 350 000 1 050 000

Sub-total non material expenditure 1 081 327

Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances

staff within the country (man-days) / year 13

drivers within the country (man-days) / year 8

staff abroad (man-weeks) / year 1 280

Transport fees

Km or miles Motorbikes / year 0,09



km or miles / year

km or miles / year

Specific costs

Targeted specific communication

Consultation (number of 1 day meetings) 1 200,00 200

Kits / reagents / vaccines

Audit by NVC of one college per year 1 700,00 700

Sub-total Consumable resources 900


Total in USD 900 1 081 327

Total in NPR 63 900 76 774 220


MANAGEMENT OF VETERINARY SERVICES - 1 /



Salaries / year



75

MVS 2 - I.2. Competencies of veterinarians and veterinary paraprofessionals

I.2.B. Competencies of veterinary paraprofessionals


The capability of VS to efficiently carry out their veterinary and technical functions; measured by the qualifications of their personnel in veterinary and technical positions.


1. The majority of veterinary paraprofessionals have no formal entry-level training.

2. The training of veterinary paraprofessionals is of a very variable standard and allows the development of only limited animal health competencies.

3. The training of veterinary paraprofessionals is of a uniform standard that allows the development of only basic animal health competencies.

4. The training of veterinary paraprofessionals is of a uniform standard that allows the development of some specialist animal health competencies (e.g. meat inspection).

5. The training of veterinary paraprofessionals is of a uniform standard and is subject to regular evaluation and/or updating.


Strategy

There are more than 10 000 veterinary paraprofessionals in the country with various levels of skills. The NVC has begun a work to define with VS the skills required for 3 categories of veterinary paraprofessionals. In the next 5 years, the courses of the 24 schools involved in training of paraprofessionals must be assessed and approved to supply adequate skills. This critical competency is linked with the mandate of the NVC (see III.5)


1- The NVC needs to have the authority to define the minimum curriculum for veterinary paraprofessionals and to certify the schools (See III.5).

2- Regular audits (1 per 3 years) of the 24 schools must be carried out to verify the compliance of their curriculum with the defined specifications.

3- A process to assess the level of skills of the current veterinary paraprofessionals must be also defined to classify them in the three defined categories of veterinary paraprofessionals, during the process of their registration by the NVC.

4- An annual meeting with heads of the schools, NVC, DAH and relevant stakeholders must be organised.

The annual budget includes the cost of regular audit of the schools. The exceptional budget includes national expertise to define the requirements for initial training of veterinary paraprofessionals..


Certification of the schools. Results of the audits.



Legislation (IV.1, 2, 3) The NVC must have the authority to define the minimum specifications of the course of the study for paraprofessionals.


Consultation (III.2) Consultation with these schools (2 days per year).




76


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training

Initial training (nb of students / year) 2 000




International expertise (weeks/5 years) 9 740


Sub-total non material expenditure 1 054

Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Audit by NVC of 8 colleges per year 8 700,00 5 600



Total in USD 6 000 1 054

Total in NPR 426 000 74 800



I.2.B. Competencies of veterinary para-professionals


Salaries / year



77

MVS 3 - I.3. Continuing education


The capability of the VS to maintain and improve the competence of their personnel in terms of relevant information and understanding; measured in terms of the implementation of a relevant training programme.


1. The VS have no access to continuing veterinary, professional or technical continuing education.

2. The VS have access to continuing education (internal and/or external programmes) on an irregular basis but it does not take into account needs, or new information or understanding.

3. The VS have access to continuing education that is reviewed annually and updated as necessary, but it is implemented only for some categories of the relevant personnel.

4. The VS have access to continuing education that is reviewed annually and updated as necessary, and it is implemented for all categories of the relevant personnel.

5. The VS have up-to-date continuing education that is implemented for all relevant personnel and is submitted to periodic evaluation of effectiveness.


Strategy

The Directorate of Livestock Services Training & Extension (DLSTE) in coordination with 5 Regional training Centres have conducted various courses providing technical and non-technical skills for staffs. The strategy is to strengthen the capacity and the competency of the DLSTE in evaluating the existing training programmes and designing and implementing the new training programmes to meet the requirements of the VS at all levels. The DLSTE has to develop more specific programmes linked to the technical activities developed by VS (and recommended in this PVS Gap Analysis mission).


Continuing education for DHA, Regional and District Offices employees: 1- Strengthen the Personnel Administrative Section of DLS by setting up the Human Resource Unit

with 1 veterinarian and 2 Human resources specialists dedicated to personnel development plan (see table on Estimation of human and physical resources for Management and Regulatory Services).

2- Conduct an internal review/analysis of the competent/ professional skills/performance for most staff (see II.2B).

3- Develop statistic record of all training programmes (content, duration, staffs participated, outcomes…).

4- Develop evaluation system for training programmes in order to review their usefulness and applicability and identify the gaps/needs to be strengthened for staffs. This must be done by the persons who supervise the trained people.

5- Develop and implement the systematic training strategy for existing training programmes in accordance with specific needs identified through the evaluation system.

Continuing education for private and public FVP: 1- Co-ordinate with NVC and veterinary paraprofessional association to design a uniform training

strategy specifically for veterinary paraprofessionals based on the actual requirements of practical skills for each category of position.

2- Develop short-term specialised training programmes for field veterinarians and veterinary paraprofessionals to provide them with practical skills to carry out specific activities

The budget includes some investment to improve the facilities of the Regional Training Centres and the staff needed to coordinate the continuing education activities for VS (around 4 at central level and 2 per regional centres). This staff can belong to DLSTE. However, the budget for the technical trainings is defined in each specific CCC and CEC. It represents more than 10 000 man-days (around 3 days per year / technical staff).


List of training courses, list of participants, syllabus for training courses


Continuing Education

Legislation (IV.1, 2, 3) Establish a legal framework for compulsory CE of veterinarians.


Consultation (III.2) Consultation with VSB, Universities for a uniform syllabus of para-veterinarian training programme.


78




79


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 5 000 5 000




Transport









Training



National expertise (days/5 years) 53



Sub-total non material expenditure

Veterinarians 6,0 3 155 18 930


Veterinary para-professionals 7,0 2 000 14 000

Support staff 1,0 1 800 1 800



Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs


Consultation (number of 1 day meetings)




Total in USD 116 676 375 000

Total in NPR 8 283 996 26 625 000



I-3. Continuing education


Salaries / year



80

MVS 4 - I.4. Technical independence


The capability of the VS to carry out their duties with autonomy and free from commercial, financial, hierarchical and political influences that may affect technical decisions in a manner contrary to the provisions of the OIE (and of the WTO SPS Agreement where applicable).


1. The technical decisions made by the VS are generally not based on scientific considerations.

2. The technical decisions take into account the scientific evidence, but are routinely modified to conform to non-scientific considerations.

3. The technical decisions are based on scientific evidence but are subject to review and possible modification based on non-scientific considerations.

4. The technical decisions are based only on scientific evidence and are not changed to meet non-scientific considerations.

5. The technical decisions are made and implemented in full accordance with the country’s OIE obligations (and with the country’s WTO SPS Agreement obligations where applicable).


Strategy Design clear procedures related to decision making process, ensuring that decision are based on the analysis of data included in a national database


Technical independence will be enhanced by: - Establish standard procedures for technical decision making process. - Create database in order to have relevant and accurate data for decision making (see I.11). - Improve all relevant activities: appropriate legislation, procedures, trainings - Strengthen the chain of command of the VS (see I.6A). - Increase and secure appropriate level of revenue for public staff (salaries and bonuses) - Focus DAH budget of delegated activities on a selected field veterinary network for animal health, in order to strongly strengthen their revenue. - Raise awareness of stakeholders through regular consultation meetings.

No specific budget has been defined for this Critical Competency.


Evidence of technical decisions and influence of non-scientific considerations



Continuing education is necessary to increase technical independence of staff

Legislation (IV.1, 2, 3) The new veterinary legislation shall contribute to strengthen the technical independence of VS staff at all levels.


Consultation (III.2) Meetings, workshops to raise awareness among stakeholders regarding technical independence (it will part of consultation meetings planned in other CCC).



Data management should facilitate technical independence by establishing procedures and reporting systems that does not allow interference with other authorities than the VS.


81

MVS 5 - I.5. Stability of structures and sustainability of policies


The capability of the VS structure and/or leadership to implement and sustain policies over time.


1. Substantial changes to the organisational structure and/or leadership of the public sector of the VS frequently occur (e.g. annually) resulting in lack of sustainability of policies.

2. The organisational structure and/or leadership of the public sector of the VS is substantially changed each time there is a change in the political leadership and this has negative effects on sustainability of policies.

3. Significant changes to the organisational structure and/or leadership of the public sector of the VS occur rarely, but this stability does not have a positive impact on the sustainability of policies.

4. Some changes occur in the organisational structure and/or leadership of the public sector of the VS following a change in the political leadership, but these have little or no negative effect on sustainability of policies.

5. The organisational structure and leadership of the public sector of the VS are generally stable. Modifications are based on an evaluation process, with positive effect on the sustainability of policies.


Strategy

Strengthen the chain of command (especially at region, district and field levels) as recommended by the PVS Evaluation report. Define the main strategic orientations of the VS policy to ensure its sustainability through relevant and sustainable resources to carry out the activities


-Ensure sustainable financial resources with funding from government and donors to cover all relevant activities of the VS. -Ensure sustainability of human resources with appropriate personnel development plan and record of appointments and positions of central personnel and their qualifications over years. No specific budget has been defined for this Critical Competency.


- Chain of command - VS technical policies and programmes documents over years








- Organisational charts, description of responsibilities, record of appointments and positions of central personnel and their qualifications. -Data record on funding of VS


82

MVS 6 - I.6. Coordination capability of the Veterinary Services

I.6.A. Internal coordination (chain of command)


The capability of the VS to coordinate its resources and activities (public and private sectors) with a clear chain of command, from the central level (the Chief Veterinary Officer) to the field level of the VS in order to implement all national activities relevant for OIE Codes (i.e. surveillance, disease control and eradication, food safety and early detection and rapid response programmes).


1. There is no formal internal coordination and the chain of command is not clear.

2. There are internal coordination mechanisms for some activities but the chain of command is not clear.

3. There are internal coordination mechanisms and a clear and effective chain of command for some activities.

4. There are internal coordination mechanisms and a clear and effective chain of command at the national level for most activities.

5. There are internal coordination mechanisms and a clear and effective chain of command for all activities and these are periodically reviewed / audited and updated.


Strategy

Strengthen the coordination mechanisms between the different levels of the VS in order to establish a clear chain of command to allow veterinarians (especially at region and district levels) to be fully dedicated to veterinary activities. This chain of command should be established between DAH, the 5 regional veterinary offices, the 75 district veterinary offices and down to the field level. It must be visible on the organisation chart of the Ministry to clearly identify the staff at the different levels under the authority of the CVO


- Strengthen the capacity of coordination between DAH and Region, District Veterinary Offices to ensure that veterinarians and veterinary paraprofessionals are fully subordinated to DAH for all VS activities.

Create a position at DAH which dedicated to internal coordination with 5 Regions, 75 Districts Veterinary offices and FVPs.

Ensure that at least 1 veterinarian and 2 veterinary paraprofessionals are systematically positioned at every Region and District Veterinary Offices.

Create Field Veterinary Posts as per recommended by this PVS Gap Analysis report (Animal Health pillar) cover all VS activities at field level (villages) coordinated by District Veterinary Offices.

Formalise regular meetings and communications (activity reports) to improve coordination between DAH, Region, District Veterinary Offices and Field Veterinary Posts.

- Establish and implement a data management system for all operations and resources from all levels which can be collated and analysed at DAH office, and diffused to other levels of the VS and stakeholders as required (see I.11).

- Develop legislation giving authority to DAH for specific veterinary activities as inspection at border posts, major slaughterhouses and biological producing premises (see IV.1 and IV.2).

- Ensure authority of DAH over quality control and inspection of official activities and delegated activities at field level.

The annual budget includes:

- All the coordinated staff at central, regional and district levels; - The budget to maintain physical resources needed (premises, telecommunication...); - The means for regular meetings between DAH and regional level, and between regional level and

district level (3 per year => travel allowances in the country)). The exceptional budget includes an international support to establish procedures in the organisation of the chain of command (3 weeks) and the investment needed to upgrade premises and equipment.


-full data sets relating to all VS operations and resources available at central level -minutes of formalised meetings and regular activity reports shared between different VS levels



Training on data systems and coordination mechanisms


Ensure chain of command issues are incorporated within the new legislation


Communicate about the need to strengthen the chain of command with political authorities, external stakeholders and other VS levels.



83



Data management system for all operations and resources from all levels


84


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 19 000 19 500


Existing building to be renovated (m2) 19 000 18 500 150 10 277 500 1 387 500


Transport


Number of cars 2 35 000 7 10 000 20 000







Training







Veterinarians 98,0 156,0 3 155 492 180

Other university degree 9,0 3 155 28 395


Support staff 100,0 192,0 1 800 345 600



Travel allowances

staff within the country (man-days) / year 345 13 4 485

drivers within the country (man-days) / year 15 8 127


Transport fees

Km or miles Motorbikes / year 1 350 000 1 890 000 0,09 171 990



km or miles / year

km or miles / year

Specific costs






Total in USD 2 930 062 1 676 720

Total in NPR 208 034 385 119 047 120


MANAGEMENT OF VETERINARY SERVICES - 6 /I-6.A. Coordination capability of

the Veterinary Services: Internal coordination (chain of command)


Salaries / year



85

MVS 7 - I.6. Coordination capability of the Veterinary Services

I.6.B. External coordination


The capability of the VS to coordinate its resources and activities (public and private sectors) at all levels with other relevant authorities as appropriate, in order to implement all national activities relevant for OIE Codes (i.e. surveillance, disease control and eradication, food safety and early detection and rapid response programmes). Relevant authorities include other ministries and competent authorities, national agencies and decentralised institutions.


1. There is no external coordination.

2. There are informal external coordination mechanisms for some activities, but the procedures are not clear and/or external coordination occurs irregularly.

3. There are formal external coordination mechanisms with clearly described procedures or agreements for some activities and/or sectors

4. There are formal external coordination mechanisms with clearly described procedures or agreements at the national level for most activities, and these are uniformly implemented throughout the country.

5. There are national external coordination mechanisms for all activities and these are periodically reviewed and updated.


Strategy Strengthen external coordination mechanisms with other departments and institutions: customs, police, Ministry of health (DDA) and other relevant authorities as required.


The coordination must be organised by the relevant office of the DAH: - CAQO with Custom services and police for border inspection; - VPHO with DFTQC (Department of Food Control and Quality Control) on Food safety policy and food inspection and for the Codex Alimentarius national committee; - VDAQCO with DDA of the Ministry of Health for veterinary drugs control; - VEC (Veterinary Epidemiology Centre) with /Ministry of Health for the policy on zoonosis. In each Office, one person must be in charge of the organisation of this coordination:

- Nature of the information to be shared and frequency of the exchange of the information; - Definition of a committee in charge of this coordination with regular meetings.

Definition of common and coordinated procedures to manage the main emergency situations or crisis situations.


-Relevant reports reflect external coordination - Minutes of the meetings for coordination.



Legislation (IV.1, 2, 3) Ensure legislation facilitates improved external coordination (e.g. food safety)


Consultation (III.2) Meetings, workshops to develop coordination procedures and efficiency (12 days per year).



Develop information exchange mechanisms (meetings, data and reports) between relevant external agencies and disseminate within VS as appropriate.


86


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs


Consultation (number of 1 day meetings) 12 200,00 2 400




Total in USD 2 400

Total in NPR 170 400


MANAGEMENT OF VETERINARY SERVICES - 7 / I-6.B. Coordination

capability of the Veterinary Services: External coordination


Salaries / year



87

I.7. Physical resources


The access of the VS to relevant physical resources including buildings, transport telecommunications, cold chain, and other relevant equipment (e.g. computers).


1. The VS have no or unsuitable physical resources at almost all levels and the maintenance of existing infrastructure is poor or non-existent.

2. The VS have suitable physical resources at national (central) level and at some regional levels, and maintenance and replacement of obsolete items occurs only occasionally.

3. The VS have suitable physical resources at national, regional and some local levels and maintenance and replacement of obsolete items occurs only occasionally.

4. The VS have suitable physical resources at all levels and these are regularly maintained.

5. The VS have suitable physical resources at all levels (national, sub-national and local levels) and these are regularly maintained and updated as more advanced and sophisticated items become available.


Strategy The strategy is to enable the VS to strengthen its physical resources and to regularly maintain it in accordance with recommendations of this Gap Analysis report.


1-Identify annual budget for renewal and maintenance of the VS equipment and premises as required. Total annual budget estimated by this PVS Gap Analysis report is 3.4 Million USD. 2-Develop national data base with Inventory (quantity, description, condition) and Records (ownership, acquisition, maintenance, renewal and disposal) for all physical resources of the VS which could be uploaded on DAH intranet (see I.11).


- National data base on physical resources and record of renewal and maintenance




Communication (III.1) Description of physical resources should be accessible on the intranet




The data base on physical resources


Public Health

Veterinary

laboratories

General

managementTotal

Buildings (m2) 800 16 050 9 665 5 000 24 676 56 191

Existing building to be maintained (m2) -

Existing building to be renovated (m2) - 5000 23 676 28 676


Transport

Number of motorbikes 28 1 070 855 14 210 2 177


Number of 4x4 vehicles 11 2 9 15 37

-

-

Telecommunication equipment set 20 503 861 51 261 1 696

Office equipment set 25 220 361 51 336 993Other specific equipment

in ref. currency 18 143 234 000 1 800 35 000 13 786 302 729

Total estimation of physical resources required for the Veterinary Services


88

I.8. Operational funding


The ability of the VS to access financial resources adequate for their continued operations, independent of political pressure.


1. Funding for the VS is neither stable nor clearly defined but depends on resources allocated irregularly.

2. Funding for the VS is clearly defined and regular, but is inadequate for their required base operations (i.e. disease surveillance, early detection and rapid response and veterinary public health)

3. Funding for the VS is clearly defined and regular, and is adequate for their base operations, but there is no provision for new or expanded operations.

4. Funding for new or expanded operations is on a case-by-case basis, not always based on risk analysis and/or cost benefit analysis.

5. Funding for all aspects of VS activities is adequate; all funding is provided under full transparency and allows for full technical independence, based on risk analysis and/or cost benefit analysis.


Strategy The VS will be able to clearly demonstrate the level of operational funding in order to comply with OIE standards


-Ensure an annually adequate fund to realise all baseline operations and activities of the VS in correspondence to the recommendation of this PVS Gap Analysis report. Total annual fund is estimated at 18 Million USD including 7 Million USD for vaccines (FMD, PPR) -Establish a DAH national data base for finance which will aggregate all levels of VS from DAH to field (see I.11). There is no specific budget.


DAH finance data base




Communication (III.1) Description of financial resources for operations should be accessible on DAH website





89

I.9. Emergency funding


The capability of the VS to access extraordinary financial resources in order to respond to emergency situations or emerging issues; measured by the ease of which contingency and compensatory funding (i.e. arrangements for compensation of producers in emergency situations) can be made available when required.


1. No contingency and compensatory funding arrangements exist and there is no provision for emergency financial resources.

2. Contingency and compensatory funding arrangements with limited resources have been established, but these are inadequate for expected emergency situations (including emerging issues).

3. Contingency and compensatory funding arrangements with limited resources have been established; additional resources for emergencies may be approved but approval is through a political process.

4. Contingency and compensatory funding arrangements with adequate resources have been established, but in an emergency situation, their operation must be agreed through a non-political process on a case-by-case basis.

5. Contingency and compensatory funding arrangements with adequate resources have been established and their rules of operation documented and agreed with stakeholders.


Strategy A procedure must be defined to ensure an access for emergency funding in case of significant emergency situation (outbreaks...)


It will be not possible to have in the budget of the Veterinary Services a found dedicated for emergency situation. However, the VS can define a procedure with the Ministry of Finance to facilitate the access to such found at governmental level and to accelerate and secure the decision by decision makers.


Procedure for access to emergency funding









90

I.10. Capital investment


The capability of the VS to access funding for basic and additional investments (material and non material) that lead to a sustained improvement in the VS operational infrastructure.


1. There is no capability to establish, maintain or improve the operational infrastructure of the VS.

2. The VS occasionally develops proposals and secures funding for the establishment, maintenance or improvement of operational infrastructure but this is normally through extraordinary allocations.

3. The VS regularly secures funding for maintenance and improvements of operational infrastructure, through allocations from the national budget or from other sources, but there are constraints on the use of these allocations.

4. The VS routinely secures adequate funding for the necessary maintenance and improvement in operational infrastructure.

5. The VS systematically secures adequate funding for the necessary improvements in operational infrastructure, including with participation from stakeholders as required.


Strategy The level of this Critical Competency will be improved if the VS are able to secure regular investment funding through national budget or with regular support of the donors.


There is no specific task to do. We have estimated that around 3 MUSD are necessary to insure a regular maintenance and renewal of the equipment and premises. However, in a first step, an exceptional budget is required to upgrade the equipment and premises at the relevant level.


Inventory of equipment and facilities with date of the last investment or renewal.









91

MVS 8 - I.11. Management of resources and operations


The capability of the VS to document and manage their resources and operations in order to analyse, plan and improve both efficiency and effectiveness.


1. The VS have some records or documented procedures, but these do not provide for adequate management of resources and operations.

2. The VS routinely use records and/or documented procedures in the management of resources and some operations, but these do not provide for adequate management, analysis, control or planning.

3. The VS have comprehensive records, documentation, and management systems and they regularly use records and documented procedures in the management of resources and operations, providing for the control of effectiveness and the conduct of analysis and planning.

4. The VS have adequate management skills, including the capacity to analyse and improve efficiency and effectiveness.

5. The VS have fully effective management systems, which are regularly audited and permit a proactive continuous improvement of efficiency and effectiveness.


Strategy

The VS have to increase their capacity to manage their activities and programmes. It means to: (i) prepare and update an inventory of the human resources, the facilities and the equipment, (ii) develop a database to manage the information of all activities and to facilitate the reporting system from the field level. The capacity of management of resources in VS must also be increased by the creation of cross-cutting function: human resources management, management of the equipment, quality management...


1- It has not been possible to have a precise picture of the equipment and the facilities of the VS at central, regional and local levels. A study should be done to assess the real needs and to determine the investment priorities (precise inventory of the equipment and facilities with their age and the priority in renewal).

2- A functional Veterinary Information Management System must be developed and used to collect all data from field level and operational activities and to update the inventory of equipment. This database can use full-web technologies. The specifications have to take into account all data that must be shared with other institutions (Custom services, DDA...). This information system can integrate also the needs of the laboratories. In a first step, the specifications must be defined with the support of the external experts, well experienced in the management of VS. After that, the database must be developed. The implementation will require an important programme to train the people in its use. External expertise will be useful to determine the relevant indicators to be developed with the data to manage efficiently the VS.

3- Formal coordination procedures must be developed with other institutions (see I.6B) and with the region and the VSDO.

The annual budget includes mainly: (i) conception of the information system (500 days of national expertise): (iii) training programme. The exceptional budget includes the expertise for the conception of the VSIMS and complementary investment (server...).


Inventory of the resources, VSIMS with relevant data and indicators.



Training on the use of the VSIMS (In average 1 day per year per person. The training will begin after conception of the information system)







92


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport







VS information management system 1 26 500 7 3 786 7 571

Server 1 50 000 5 10 000



Training


Continuing education (man-days / year) 3 000,0 21 63 620





Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Maintenance 1 5 000,00 5 000



Total in USD 82 405 82 609

Total in NPR 5 850 786 5 865 271



I-11. Management of resources and operations


Salaries / year



93

LAB 1 - II.1. Veterinary laboratory diagnosis


The authority and capability of the VS to identify and record pathogenic agents, including those relevant for public health, that can adversely affect animals and animal products.


1. Disease diagnosis is almost always conducted by clinical means only, with laboratory diagnostic capability being generally unavailable.

2. For major zoonoses and diseases of national economic importance, the VS have access to and use a laboratory to obtain a correct diagnosis.

3. For other zoonoses and diseases present in the country, the VS have access to and use a laboratory to obtain a correct diagnosis.

4. For diseases of zoonotic or economic importance not present in the country, but known to exist in the region and/or that could enter the country, the VS have access to and use a laboratory to obtain a correct diagnosis.

5. In the case of new and emerging diseases in the region or world, the VS have access to and use a network of national or international reference laboratories (e.g. an OIE Reference Laboratory) to obtain a correct diagnosis.


Strategy

The laboratory network must be unified and strengthened. All diagnosis laboratories (FMD-TAD lab, National Avian Lab, the 5 regional laboratories) should be under the direct authority of the CVL director. This excludes research laboratories, biological production laboratory and local testing facilities dedicated to veterinary clinicians. No laboratory is required in VSDOs. Collaboration with local testing facilities developed by veterinary clinicians must also be considered in the future. The CVL has to define a policy to determine (1) the tests free of charge because they are interesting for the epidemiological surveillance and the management of emerging issues (, and the tests charged to farmers because they concern production diseases or analysis on pets The capacity to carry out tests concerning some diseases present in the country (BVD, IBR, serotyping...) must be improved. These new tests must be developed taking into the demand of the farmers (dairy farmers, poultry producers).


1- A study could be necessary to define the relevant organisation of this network in order to be adapted to the needs of the country. This study could determine precisely the staff needed and the required investments (buildings, information management system, trainings...). Specificities of each lab could be defined. (2 or 3 weeks of international expertise)

2- The CVL must strengthen its capacity to carry out diagnosis on disease(s) present in the country, but without currently any demand from the field. It means that they have to participate for some ring tests (ex: Serotyping of Salmonella, IBR and BVD depending on the demand from dairy farms, Erysipelas, Brucella melitensis, and ovis, Marek disease, Aujesky disease,... ). Some technical support missions could be good (5 to 6 weeks of international expertise). The laboratories will have also to inform regularly the farmers and field veterinarians about their testing capacity.

3- The CVL will have also to develop agreement with some international reference laboratories for some tests that the national network is not able to perform (ex: PRRS, tuberculosis, diseases not present in the country as RVF, Blue Tongue, BSE, ASF, mycotoxins, pesticides, etc.) .

4- This network has to collaborate with VPH Office (and DFTQC) to develop a control programme on microbiological contamination of meat and milk, and to implement a residues testing plan (see II.10).

5- A strategy to consolidate the network could be to develop a common LIMS (Laboratory information Management System) to manage all data, connected with the information system of the VS.

6- The CVL has to develop some SOPs for good practices in sampling and testing for the field veterinarians.

The budget includes the relevant budget to renovate the building and upgrade the equipment. The functioning budget will allow an increase of 50% of the number of tests carry out nowadays.


List and number of tests carried out by the network. Results of ring tests. Agreement with international laboratories and number of samples sent.


Continuing Education Continuing education of the staff of the different laboratories (around 4 days per year per person). This includes training on testing methods, on quality management (see II.2), and on the use of the LIMS.

Communication (III.1) Information of the field veterinarians about the capacity of the work and out to carry out the samples.

Consultation (III.2) 5 meetings per year to discuss with stakeholders’ associations from the main livestock sectors about their needs concerning testing.


Development of the LIMS.


94


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 4 600 5 000




Transport







Specific equipment ,for laboratory 1 175 000 5 35 000



Training


Continuing education (man-days / year) 400,0 21 8 483





Veterinarians 23,0 24,0 3 155 75 720



Support staff 45,0 30,0 1 800 54 000



Travel allowances



staff abroad (man-weeks) / year 4 1 280 5 120

Transport fees

Km or miles Motorbikes / year 126 000 126 000 0,09 11 466



km or miles / year

km or miles / year

Specific costs

Targeted specific communication 1 2 000,00 2 000


Kits / reagents / vaccines 1 200 000,00 200 000

Transport fees for samples 1 3 000,00 3 000



Total in USD 907 183 452 920

Total in NPR 64 409 967 32 157 320


VETERINARY LABORATORIES - 1 /

CC: II.1. Veterinary laboratory diagnosis


Salaries / year



95

LAB 2 - II.2. Laboratory quality assurance


The quality of laboratories (that conduct diagnosis testing and analysis for chemical residues, antimicrobial residues, toxins, or tests for biological efficacy, etc.) as measured by the use of formal QA systems and participation in relevant proficiency testing programmes.


1. No laboratories used by the public sector VS are using formal quality assurance systems.

2. Some laboratories used by the public sector VS are using formal quality assurance systems.

3. All laboratories used by the public sector VS are using formal quality assurance systems.

4. All the laboratories used by the public sector VS and most or all private laboratories are using formal quality assurance systems.

5. All the laboratories used by the public sector VS and most or all private laboratories are using formal quality assurance programmes that meet OIE, ISO 17025, or equivalent QA standard guidelines.


Strategy

The CVL has to develop a quality management system following ISO 17025 with the objective to be accredited for the most important tests. The development of this quality system must be used to support the development of the basic principles of quality assurance in regional labs to insure the quality of the tests.


1- An external support will be required (4 weeks of international expertise) to develop CVL quality management system in compliance with ISO 17025.

2- This approach will give the opportunity to define the SOPs on the main methods and to diffuse them to other regional laboratories to ensure that all laboratories follow the same method, without necessarily a complete quality management system. The creation of SOPs will give the opportunity for an internal training programme to update the competencies of the staff in the regional laboratories.

3- The CVL has to participate to international ring tests for the tests included in the accreditation scope.

4- The CVL will have also to develop national ring tests with regional and private laboratories. The annual budget includes the quality manager, and the charges for the ring tests. An exceptional budget includes international expertise for the development of the quality management system.


Accreditation of the CVL on some tests. SOPs on the most important tests. Training of the staff. Results of the international ring tests.



Training is needed on the principles of quality management, the development of the quality management system, and to promote SOPs in the regional labs (see II.1)..







96


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport




Telecommunication equipment set 1 1 400 5 280

Office equipment set 1 1 800 3 600


Sub-total Material investments 880


Training










Support staff 1 800


Administration 20% 631

Travel allowances

staff within the country (man-days) / year 30 13 390



Transport fees




km or miles / year

km or miles / year

Specific costs




Ring tests 1 3 000,00 3 000




Total in NPR 571 976 2 766 160


VETERINARY LABORATORIES - 2 / CC: II.2. Laboratory quality assurance


Salaries / year



97

MVS 9 - II.3. Risk analysis


The authority and capability of the VS to base its risk management decisions on a scientific assessment of the risks.


1. Risk management decisions are not usually supported by scientific risk assessment.

2. The VS compile and maintain data but do not have the capability to systematically assess risks. Some risk management decisions are based on scientific risk assessment.

3. The VS can systematically compile and maintain relevant data and carry out risk assessment. Scientific principles and evidence, including risk assessment, generally provide the basis for risk management decisions.

4. The VS systematically conduct risk assessments in compliance with relevant OIE standards, and base their risk management decisions on the outcomes of these risk assessments.

5. The VS are consistent in basing sanitary decisions on risk analysis, and in communicating their procedures and outcomes internationally, meeting all their OIE obligations (including WTO SPS Agreement obligations where applicable).


Strategy Because of the increasing challenges of the livestock sector in Nepal and because of the very limited capacities of the VS, risk analysis will be developed in a practical manner as a way to better allocate resources and to contribute to more scientifically based decisions.


Designate one veterinary officer for risk analysis at central level of DAH to work in close collaboration with the Epidemiology Centre, the VPH office and the Quarantine office.

Conduct of some risk assessments, possibly in collaboration with researchers (analysis of the risk to introduce diseases in the country, analysis of introduction of food safety risks through import of animal products...)

The budget includes the budget for this specialist and one high graduate staff to support him and a master training abroad.


Job Description of the office in charge; evidence of interactions with other DAH units; risk assessment reports; etc.



Legislation (IV.1, 2, 3) Standard operating procedure “Risk Analysis for animal, animal products and animal production materials”.






98


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 20


Existing building to be renovated (m2) 20 150 10 300 1 500


Transport







Sub-total Material investments 300 1 500


Training

Specialised training (man-months / 5 years) 9,0 2 300 20 700









Support staff 1 800



Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs







Total in NPR 558 912 1 576 200



II-3. Risk analysis


Salaries / year



99

Trade 1 - II.4. Quarantine and border security


The authority and capability of the VS to prevent the entry and spread of diseases and other hazards of animals and animal products.


1. The VS cannot apply any type of quarantine or border security procedures for animals or animal products with their neighbouring countries or trading partners.

2. The VS can establish and apply quarantine and border security procedures; however, these are generally based neither on international standards nor on a risk analysis.

3. The VS can establish and apply quarantine and border security procedures based on international standards, but the procedures do not systematically address illegal activities

4 relating to the import of animals and animal products.

4. The VS can establish and apply quarantine and border security procedures which systematically address legal pathways and illegal activities.

5. The VS work with their neighbouring countries and trading partners to establish, apply and audit quarantine and border security procedures which systematically address all risks identified.


Strategy Strengthen activities of quarantine and border security by increasing operational capacity Improve generation of data on animal/animal products imported into / exported from the country and its flow into the central database.


Border Inspection Posts will include 1 international airport, 1 permanent BIP and 7 temporary (2 months/year) terrestrial BIPs with China, 8 terrestrial BIPs with India. In addition, 2 posts on the West-East main road will remain. BIPs should be established as where and when needed. The existing quarantine premises for live animals currently located further away from the border will be moved nearby the BIP offices.

Revise SOP for border inspection procedures including reporting obligation both for live animals and animal products based on the relevant regulations and make sure that they are understood by BIP staff (continuing education).

International expertise will be required to finalize this new strategy and to define the new SOPs.

Coordination and regular interaction with neighbouring countries for disease situation. This will require some travels abroad.

Strengthen the inspection and surveillance of live animals markets and the main roads close to the Indian border. This can be done by coordination with veterinarians and paraprofessionals from the FVP

Field visits will be necessary for the supervision of the BIPs, and for the trainings.


Description of the network of BIPs, statistics on the number of consignments, SOPs for BIPs, results on BIPs inspection.


Continuing Education Training the staff of the BIPs (In average, 5 days per year for veterinarians and 3 days/ year for veterinary para-professionals and support staff. However, we have to consider that one part of the staff will be part-time involved in BIPs and part-time in other VS activities.


Ensure adequate legislative power to VS by amending Animal Health and Livestock Services Act, 2055.

Communication (III.1) Information of stakeholders will be conducted through radio or other advertising materials on border areas; and through representatives of stakeholders (drug importers, poultry association etc.)

Consultation (III.2) Consultation is necessary with the main importers and coordination is required with Customs services to present and discuss the new organisation of the border posts.


Create a database on consignments, and inspections at border posts.

4 Illegal activities include attempts to gain entry for animals or animal products other than through legal

entry points and/or using certification and/or other procedures not meeting the country’s requirements.


100


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 800




Transport


Number of cars 1 35 000 7 5 000 10 000





Technical equipment for BIP 1 113 000 7 16 143 32 286

Creation of database for BIPs 1 10 000 5 2 000



Training







Veterinarians 26,0 21,0 3 155 66 255



Support staff 55,0 23,0 1 800 41 400



Travel allowances




Transport fees

Km or miles Motorbikes / year 252 000 0,09 22 932



km or miles / year

km or miles / year

Specific costs




Uniforms 125 100,00 12 500



Total in USD 805 987 263 506

Total in NPR 57 225 101 18 708 906


TRADE - 1 / CC: II.4. Quarantine and border security


Salaries / year



101

AH 1 - II.5. Epidemiological surveillance

II.5.A. Passive epidemiological surveillance


The authority and capability of the VS to determine, verify and report on the sanitary status of the animal populations under their mandate.


1. The VS have no passive surveillance programme.

2. The VS conduct passive surveillance for some relevant diseases and have the capacity to produce national reports on some diseases.

3. The VS conduct passive surveillance in compliance with OIE standards for some relevant diseases at the national level through appropriate networks in the field, whereby samples from suspect cases are collected and sent for laboratory diagnosis with evidence of correct results obtained. The VS have a basic national disease reporting system.

4. The VS conduct passive surveillance and report at the national level in compliance with OIE standards for most relevant diseases. Appropriate field networks are established for the collection of samples and submission for laboratory diagnosis of suspect cases with evidence of correct results obtained. Stakeholders are aware of and comply with their obligation to report the suspicion and occurrence of notifiable diseases to the VS.

5. The VS regularly report to stakeholders and the international community (where applicable) on the findings of passive surveillance programmes.


Strategy

Strengthen the field veterinary network by ensuring that each FVP is under the responsibility of one veterinarian supervising 2 veterinary para-professionals in Zone A and 8 in Zone B; that they will be provided with sufficient information and training on the main notifiable diseases (including the relevant protocol to confirm the disease). One third of these FVPs could be private clinics with delegated activities. Develop ante and post mortem inspection at slaughterhouses (see CCC II.8.A). Ensure that each administrative level of the VS have a focal point in charge of the organisation / coordination of epidemiological surveillance. This could be VEC at central level, RVL at regional level and qualified veterinary officer at DLSO level. The quality of the passive surveillance also depends on the chain of command (see I.6A).


Each year, the Veterinary Epidemiology Centre will prepare pedagogic tools on each priority diseases (10 to 15 within the next 5 years) to train the veterinarians of all FVP describing:

- How to identify the disease: symptoms, post-mortem lesions... - Information to collect for notification and reporting to VSDO (Veterinary Service District Office). - The procedures to confirm the disease: samples, conditions of storage and sending the samples,

diagnostic tests... - The procedure to notify the disease and the first actions to avoid the spread of the disease.

An annual meeting at district level should be done to present the results of the passive surveillance. An annual meeting of the VSDLO at the regional level could be done to prepare the restitution to FVP. For the passive surveillance at the level of the slaughterhouses, see the CCC II.8A


Document on priority diseases, continuing education for the FVP staffs Statistics on reported diseases, evolution of the quality of reporting.



Training on diagnosis and reporting of the priority diseases on the country (3 days per year for each veterinarian in charge of a FVP (private or public)).


Mandatory notification of OIE listed diseases


Information of the stakeholders of the results of the surveillance should be posted on the VS website. Farmers and animal health workers must be also informed on the priority diseases concerned by the passive surveillance.

Consultation (III.2) Consultation with the main stakeholders is also recommended during the preparation of passive surveillance. They can participate in the choice of the priorities.



The field veterinary network depends also on the quick appointment of any veterinarian and veterinary para-professional in case of mutation or departure to avoid creation of gaps in the network.


102


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Sampling and logistic for samples 1 10 000,00 10 000



Total in USD 45 148

Total in NPR 3 205 515


ANIMAL HEALTH - 1 / CC: II.5.A. Passive epidemiological surveillance


Salaries / year



103

AH 2 - II.5. Epidemiological surveillance

II.5.B. Active epidemiological surveillance


The authority and capability of the VS to determine, verify and report on the sanitary status of the animal populations under their mandate.


1. The VS have no active surveillance programme.

2. The VS conduct active surveillance for some relevant diseases (of economic and zoonotic importance) but apply it only in a part of susceptible populations and/or do not update it regularly.

3. The VS conduct active surveillance in compliance with scientific principles and OIE standards for some relevant diseases and apply it to all susceptible populations but do not update it regularly.

4. The VS conduct active surveillance in compliance with scientific principles and OIE standards for some relevant diseases, apply it to all susceptible populations, update it regularly and report the results systematically.

5. The VS conduct active surveillance for most or all relevant diseases and apply it to all susceptible populations. The surveillance programmes are evaluated and meet the country’s OIE obligations.


Strategy Taking into account the situation of the field veterinary network, the active surveillance will be limited to HPAI. In addition to HPAI, active surveillance will be initiated to include major diseases like FMD and PPR in next five years.


1- During the first year, the active surveillance will be defined and prepared. Globally, it will concern

the 70 chicken breeding farms and 500 ducks flocks. 10 samples will be carried out on 10 animals (1 sample per animal) twice a year. Clinical examination of animals will be done during the visit. A specific training should be organised with the veterinarians (FVP) involved in this surveillance. Part of this activity will be delegated to the private FVP

2- The following years, this active surveillance will be done with an annual restitution of the results to the stakeholders and the FVP.

3- Some other specific active surveillance can be organised with the participation of stakeholders (see joint programmes proposed in CCC III.6).


Results of the active surveillance. Use of these results for the HPAI policy.



Training of the FVP involved in this active surveillance (20 days per year for the FVPs concerned by this active surveillance (1 day per year)).

Legislation (IV.1, 2, 3) Mandatory notification of OIE listed diseases in time

Communication (III.1) Information of the stakeholders.

Consultation (III.2) Information of the stakeholders (1 day).




104


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training


Continuing education (man-days / year) 20,0 21 424




Sub-total non material expenditure 424

Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




HPAI active surveillance 1 5 000,00 5 000

500 duck flocks,70 chicken breeding farms


Sampling for HPAI 1 22 800,00 22 800


Total in USD 28 554



ANIMAL HEALTH - 2 / CC: II.5.B. Active epidemiological surveillance


Salaries / year



105

AH 3 - II.6. Early detection and emergency response


The authority and capability of the VS to detect and respond rapidly to a sanitary emergency (such as a significant disease outbreak or food safety emergency).


1. The VS have no field network or established procedure to determine whether a sanitary emergency exists or the authority to declare such an emergency and respond appropriately.

2. The VS have a field network and an established procedure to determine whether or not a sanitary emergency exists, but lack the necessary legal and financial support to respond appropriately.

3. The VS have the legal framework and financial support to respond rapidly to sanitary emergencies, but the response is not coordinated through a chain of command.

4. The VS have an established procedure to make timely decisions on whether or not a sanitary emergency exists. The VS have the legal framework and financial support to respond rapidly to sanitary emergencies through a chain of command. They have national contingency plans for some exotic diseases.

5. The VS have national contingency plans for all diseases of concern through coordinated actions with all stakeholders through a chain of command.


Strategy

The early detection and the emergency response will be improved if: - The field veterinary network covers all the territory and is efficient (see. II.5A and II.7). - The chain of command is well define, avoiding any break with the development of federalism in Nepal. - The legislation gives the authority to the VS to define and apply emergency response plans in case of

outbreaks.


1- Review and update the veterinary legislation to give the authority of the VS to take the relevant

decision in case of outbreaks or any notifiable disease and to apply it. The field veterinarian (in the FVP) is responsible of the notification and confirmation to VSDO.

2- Contingency plan must be defined as part of the animal disease programmes to limit the spread of

the diseases. This should concern merging diseases with a significant risk of introduction in Nepal. It should include a general procedure to detect notifiable diseases at VSDO level.

The budget is based on 2000 notified outbreaks per year hypothesis


Procedures in case of notifiable diseases or outbreaks, responses for the declared outbreaks.



Training of the VSDO staff on management of the outbreaks and contingency plans (1 day per year for 75 veterinarians from VSDO and 150 private veterinarians).


Review and update the veterinary legislation to give the authority of the VS to take the relevant decision

in case of outbreaks and to apply it. The field veterinarian is responsible of the notification and confirmation to VSDO.






106


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances

staff within the country (man-days) / year 2 000 13 26 000



Transport fees




km or miles / year

km or miles / year

Specific costs




Sampling and logistic for confirmation 2 000 2,00 4 000


Investigation in case of suspicious foci 1 11 000,00 11 000


Total in USD 45 771



ANIMAL HEALTH - 3 / CC: II.6. Early detection and emergency response


Salaries / year



107

AH 4 - II.7. Disease prevention, control and eradication


The authority and capability of the VS to actively perform actions to prevent, control or eradicate OIE listed diseases and/or to demonstrate that the country or a zone are free of relevant diseases.


1. The VS have no authority or capability to prevent, control or eradicate animal diseases.

2. The VS implement prevention, control and eradication programmes for some diseases and/or in some areas with little or no scientific evaluation of their efficacy and efficiency.

3. The VS implement prevention, control and eradication programmes for some diseases and/or in some areas with scientific evaluation of their efficacy and efficiency.

4. The VS implement prevention, control and eradication programmes for all relevant diseases but with scientific evaluation of their efficacy and efficiency of some programmes.

5. The VS implement prevention, control and eradication programmes for all relevant diseases with scientific evaluation of their efficacy and efficiency consistent with relevant OIE international standards.


Strategy

The disease control programmes will focused on : - PRR with a global vaccination campaign. Actually, only 25% of the animals are correctly vaccinated. - FMD, vaccination campaign will begin in the region with high density of animals (Zone A). These

regions are more exposed to the risk of outbreaks because of the movements of animals. - CSF vaccination in zone A.


For PPR, the vaccination will be done every year in zone A. In zone B, taking into account the low density

of the animals, the vaccination will be done only every two years to limit the number of intervention. For FMD, the vaccination will start in the Eastern part of the country and Terai to protect the animals

(zone A). Vaccination will be done with the objective to create, in the future, a FMD free zone. Moreover, an international expertise would be needed to carry out a cost-benefit study to determine what kinds of animals have to be vaccinated (pigs?). This study will have to assess the opportunity to export meat to ASEAN countries and to take into account SAARC policy on FMD. We consider that vaccination will be necessary in zone A during the next five years, before to assess the opportunity to create a free zone without vaccination. The budget has been built with the following hypothesis: - International expertise to support the cost-benefit study; - Vaccination PPR on 80% of animals in zone A and 80% every two years in zone B; - Vaccination FMD (cattle and buffaloes) on 80% in zone A; - Vaccination CSF on 80% of pigs in zone A; - 50% of the vaccination campaign will be done by private veterinarians in zone A, and only public

veterinarians in zone B (with paraprofessionals); - Support for VDC for construction of park vaccination (and holding animals).


Results of the vaccination campaign (% of vaccinated animals), evolution of the number of outbreaks for PPR and FMD...



Training programme has been defined for the FVP (private or public) (3 days per FVPs).

Legislation (IV.1, 2, 3) Legislation for control of notifiable diseases.

Communication (III.1) Communication campaigns are necessary to inform the farmers and to sensibiliser the VDC in the importance to invest in vaccination centres.





108


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget





Transport







Equipment for FVP 220 3 500 5 154 000

Facilities for vaccination centers 4 000 100 5 80 000

Sub-total Material investments 1 127 533 3 852 000


Training





Special funds to promote private vets 100 5 000 500 000


Veterinarians 220,0 3 155 694 100


Veterinary para-professionals 800,0 850,0 2 000 1 700 000

Support staff 500,0 220,0 1 800 396 000



Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs



Kits / reagents / vaccines 1 6 300 000,00 6 300 000

Seromonitoring 1 5 000,00 5 000


Delegated activities for vaccination campaign… 1 1 113 000,00 1 113 000


Total in USD 12 811 023 4 400 700

Total in NPR 909 582 607 312 449 700


ANIMAL HEALTH - 4 / CC: II.7. Disease prevention, control and eradication


Salaries / year



109

VPH 1 - II.8. Food safety

II.8.A. Ante and post mortem inspection at abattoirs and associated premises (e.g. meat boning / cutting establishments and rendering

plants)


The authority and capability of the VS to implement and manage the inspection of animals destined for slaughter at abattoirs and associated premises, including for assuring meat hygiene and for the collection of information relevant to livestock diseases and zoonoses. This competency also covers coordination with other authorities where there is shared responsibility for the functions.


1. Ante- and post mortem inspection and collection of disease information (and coordination, as required) are generally not undertaken in conformity with international standards.

2. Ante- and post mortem inspection and collection of disease information (and coordination, as required) are undertaken in conformity with international standards only at export premises.

3. Ante- and post mortem inspection and collection of disease information (and coordination, as required) are undertaken in conformity with international standards for export premises and for major abattoirs producing meat for distribution throughout the national market.

4. Ante- and post mortem inspection and collection of disease information (and coordination, as required) are undertaken in conformity with international standards for export premises and for all abattoirs producing meat for distribution in the national and local markets.

5. Ante- and post mortem inspection and collection of disease information (and coordination, as required) are undertaken in conformity with international standards at all premises (including family and on farm slaughtering) and are subject to periodic audit of effectiveness.


Strategy

From the current situation with none or very limited activities conducted or supervised by DAH, the intention is to organize the ante and post mortem inspection at a large number of premises under the full supervision of the VPH office of DAH and through delegation to municipal and private veterinarians .Ante and post mortem inspection must be under the control of a veterinarian.


Enforcement of the “Slaughtering and Meat Act”

Writing and validation of a 5-year strategic plan by the VPH office to develop ante and post-mortem inspection.

Nomination of at least 2 veterinarians of the VPH office to be dedicated to this competency.

Refresher courses for the above 2 veterinarians in-country (HICAST: Himalayan College Of Agriculture Science And Technology for example) and abroad (e.g. Philippine Meat Training Centre and National Meat Inspection Service).

Conduct an audit of the main ruminant / swine / poultry slaughterhouses (especially Kathmandu city) in terms of hygiene practices, traceability, equipment and facilities.

Develop educational materials for all abattoir inspectors using international standards from OIE & CODEX and existing materials already developed in other countries.

Organize, in collaboration with academic institutions, a training course for all abattoir inspectors on ante and post mortem inspections.

Develop educational materials for relevant abattoir stakeholders (abattoir employees, farmers, traders of live animals, traders of meat etc.), including Good Slaughtering / Hygiene Practices. Disseminate these materials (printing and meetings).

Develop SOP for ante and post mortem inspection, including on the reporting of findings related to animal diseases (zoonotic and non-zoonotic) to the DAH’s Epidemiology Centre.

Define a contract to organize the delegation and the supervision of the ante and post mortem inspection, when it is done by inspectors from local authorities or by private veterinarians.

The budget includes: - The staff for the ante and post mortem inspection in the main slaughterhouses with the

equipment needed (knives, boots…); - In the zone A with high density of animals; a significant part can be delegated to private

veterinarian and their veterinary paraprofessionals in 50% of the VDC (around 1000 slaughterhouses in VDC). The budget needed for these delegated activities is around 650 000 USD.

- Training for private and public inspectors.


SOP; educational materials; information materials; report on training sessions (list of participants; curricula; evaluation etc.); audit report; annual activity and financial reports; technical reports about observations and actions related to abattoir inspections; reports to the Epidemiology Centre; etc.



Training will be necessary for the meat inspectors: the 160 public veterinarians and 700 veterinary paraprofessionals, and around 150 private veterinarians or their veterinary paraprofessionals involved in delegated inspections. It means around 3 days of continuing education per year for 1000 persons.

http://www.hicast.edu.np/

http://www.hicast.edu.np/


110

Legislation (IV.1, 2, 3) Complete the Slaughtering and Meat Inspection Act.

Communication (III.1) Communication campaigns would be necessary to explain the main issues of the ante and post-mortem inspection for the farmers, the butchers, and also consumers to be able to identify meat correctly inspected (around 5 campaigns per year).

Consultation (III.2) Consultation is required with the main slaughterhouses (1 day per year in each district: 75 days).



Database for reporting from slaughterhouses inspection


111


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget





Transport







Equipment for inspectors 1 8 000 5 1 600



Training







Veterinarians 160,0 3 155 504 800


Veterinary para-professionals 700,0 2 000 1 400 000

Support staff 1 800



Travel allowances

staff within the country (man-days) / year 200 13 2 600

drivers within the country (man-days) / year 200 8 1 690


Transport fees




km or miles / year

km or miles / year

Specific costs

Targeted specific communication 5 500,00 2 500



Ink, stamps 75 100,00 7 500


Delegated ante & post mortem inspection 1 650 000,00 650 000


Total in USD 4 387 020 1 829 220

Total in NPR 311 478 410 129 874 620


VETERINARY PUBLIC HEALTH - 1 / CC: II.8. Food safety:

A. Ante and post mortem inspection at abattoirs and associated premises


Salaries / year



112

VPH 2 - II.8. Food safety

II.8.B. Inspection of collection, processing and distribution of products of animal origin


The authority and capability of the VS to implement manage and coordinate food safety measures on collection, processing and distribution of products of animals, including programmes for the prevention of specific food-borne zoonoses and general food safety programmes. This competency also covers coordination with other authorities where there is shared responsibility for the functions.


1. Implementation, management and coordination (as appropriate) are generally not undertaken in conformity with international standards.

2. Implementation, management and coordination (as appropriate) are generally undertaken in conformity with international standards only for export purposes.

3. Implementation, management and coordination (as appropriate) are generally undertaken in conformity with international standards only for export purposes and for products that are distributed throughout the national market.

4. Implementation, management and coordination (as appropriate) are generally undertaken in conformity with international standards only for export purposes and for products that are distributed throughout the national and local markets.

5. Implementation, management and coordination (as appropriate) are undertaken in full conformity with international standards for products at all levels of distribution (including on farm processing and farm gate sale)


Strategy

In a first approach, the VS must develop a basic inspection to assess the basic criteria of good hygiene practices in the different sector: poultry, dairy, eggs, meat… to ensure minimum food safety of animal products in the country. It is a big issue for tourism activity. However, in country as Nepal, it is often difficult to determine the most efficient requirements for food safety and ensuring the economic sustainability of the animal production and processing units. Through joint programmes with stakeholders, DAH will organize the inspection of chicken eggs, dairy products and honey. This will allow DAH to determine the relevant requirements for each sector before developing an inspection to prosecute the processors which represents hazards for consumers and unfair competitors for the other processors.


1- The VPHO has to develop a “Food safety act” which defines the main principles: responsibility of the producer and the processor for the safety of their products, authority of VS to define the minimum specifications and to carry out inspections.

2- Before developing the inspection in all the country, it would be better to develop some joint programmes in specific sector. The VS have to nominate a dedicated person for each sector in charge of the organisation of these programmes.

3- After one or two years, an evaluation of these programmes can be done with the stakeholders and this experience can be used to determine the minimum food safety criteria for the sector, which will need to be communicated to professionals of each sector.

4- After, an inspection plan can be defined for the entire sector based on a risk analysis. The budget of this Critical Competency includes the team of the VPH (based at headquarter or in regional offices) dedicated for specific sectors (meat, dairy, poultry…) and the needed resources, the communication campaigns and the consultations. Examples of programmes:

Objective: Improved safety of milk and milk products / broiler meat / chicken eggs / honey / etc

Outcomes: Increased consumption of products / export

Public partners: VPH office; DFTQC; CVL.

Private partners: private veterinarians; professional association; cooperatives and processors; Consumers Associations; National Dairy Development Board (NDDB), farms, slaughterhouses; etc..

Activities: nominate 1 veterinarian (VPH office) to coordinate each programme; meet with NDDB; train stakeholders on OIE & CODEX guidelines related to specific diseases (i.e.: brucellosis and tuberculosis for milk) or issues (residues, biosecurity); routine laboratory testing, prevalence surveys, etc.; define the strategy to improve food safety of products.


Annual reports; guidelines; list of commodities and premises concerned; etc.



Training on the different programmes: - The staff from the VS involved in these inspections must be trained (43 veterinarians and 66

veterinary paraprofessionals for 2 days per year => 200 man-days per year).


113

- The staff from the private companies concerned by these new food safety rules must be also trained. We have estimated that it could represent 100 man-days per year

Legislation (IV.1, 2, 3) Definition of a “Food safety Act”

Communication

Consultation (III.2) Consultation with stakeholders from each sector (2 days per year: half-day meeting per sector).




114


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget





Transport







Specific equipment 1 1 000 5 200



Training













Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 577 860 480 000

Total in NPR 41 028 058 34 080 000


VETERINARY PUBLIC HEALTH - 2 / CC: II.8. Food safety:

B. Inspection of collection, processing


Salaries / year



115

VPH 3 - II.9. Veterinary medicines and biological


The authority and capability of the VS to regulate veterinary medicines and veterinary biologicals, i.e. the authorisation, registration, import, production, labelling, distribution, sale and use of these products.


1. The VS cannot regulate veterinary medicines and veterinary biologicals.

2. The VS have some capability to exercise administrative control over veterinary medicines and veterinary biologicals.

3. The VS exercise effective administrative control and implement quality standards for most aspects of the regulation of veterinary medicines and veterinary biologicals.

4. The VS exercise comprehensive and effective regulatory control of veterinary medicines and veterinary biologicals.

5. In addition to complete regulatory control, the VS systematically monitor for adverse reaction (pharmacovigilance) and take appropriate corrective steps. The control systems are subjected to periodic audit of effectiveness.


Strategy The intention is for DAH to take over the regulatory tasks (from Ministry of Health (MOH)) and to ensure the prescription and the final distribution through the FVP (lead by a public or private veterinarians) with a control of the delivery of veterinary drug by paraprofessionals.


1. Transfer the responsibility from Department of Drug Administration (DDA of MOH) to the Veterinary Standards and Drug Administration Office (VSDAO of DAH/MOAD).

Carefully revise the draft version of the “Veterinary Drug Act” before submitting it to the MOAD and then to the Government.

While waiting for the Act to be passed, design and start implementation of a programme to drastically upgrade the capacities of the VSDAO (recruiting staff, training them, international expertise to support the VSDAO, activities plan to improve the legislation and to develop inspection).

VSDAO to consult NVC, with the Veterinary Chemist and Druggist Association, Dairy Association, Poultry Association etc. to draft new regulations for the import, production, distribution, retailing and prescription of veterinary products taking account of the international standards.

2. New licenses for drug importing, manufacturing, distribution or retailing will, whenever possible, be only granted to veterinarians registered at NVC.

3. VSDAO has to prepare an inspection plan to control manufacturers, importers, wholesalers….

The priorities of these inspections are the importers and the manufacturers to ensure the quality of the veterinary drug.

After implementation of the new legislation, an inspection plan must be defined to control traders and retailers not authorized.

The budget includes: - The staff for the VSDAO (7 veterinarians and 5 veterinary paraprofessionals) and the means for

their inspection. - The budget for tests on the quality of the drugs (around 10 000 USD per year). - Training of the team of the VSDAO (see above). - International expertise to support them.


Final “Drug Act”; Annual reports of VSDAO; etc.



Continuing education for the VSDAO team (7 veterinarians and 5 veterinary paraprofessionals: 4 days per year * 11 persons = 44). 16 man-days per year have been planned to train and inform regional offices and FVP.


Upgrading the legislation and regulation on veterinary drugs, with authority of the VSDAO to control over veterinary medicines

Communication (III.1) Communication campaign will be necessary on the good practices on the use of veterinary drugs for farmers, animal health workers, and veterinary paraprofessionals. (2000 USD per year).

Consultation (III.2) Consultation will be required with NVC and the main stakeholders (importers, manufacturers, and veterinarians and paraprofessionals...) (2 days per year).




116


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 150




Transport









Training













Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Tests on quality 50 200,00 10 000

on medecines and biologicals



Total in USD 137 129 65 220

Total in NPR 9 736 187 4 630 620


VETERINARY PUBLIC HEALTH - 3 /

CC: II.9. Veterinary medicines and biologicals


Salaries / year



117

VPH 4 - II.10. Residue testing


The capability of the VS to undertake residue testing programmes for veterinary medicines (e.g. antimicrobials and hormones), chemicals, pesticides, radionuclides, metals, etc.


1. No residue testing programme for animal products exists in the country.

2. Some residue testing programme is performed but only for selected animal products for export.

3. A comprehensive residue testing programme is performed for all animal products for export and some for domestic use.

4. A comprehensive residue testing programme is performed for all animal products for export and/or internal consumption.

5. The residue testing programme is subject to routine quality assurance and regular evaluation.


Strategy of the activity

VS have to develop some residue testing programme on main issues: 1. A drugs residue testing plan must be developped in priority to collect information on domestic

product. Data on drugs residues situation in Nepal will allow VS to develop communication campaigns and to strengthen their position for a better regulation and control of the veterinary drug market. This could be done by using some rapid tests easy to implement with low cost.This residues testing plan must also be defined on the main hazards identified on imported products (ex: melanin in milk powder).

2. Some residue testing have to be defined with exporters of honey destinated for developed countries (EU...).

3. Some analysis can be done in foreign laboratories internationally recognised, taking into account the low number of tests required. The tests on exported and imported products can be paid by the private importers or exporters.


1- VS have to define residue testing programmes for imported products and for domestic market. For domestic market, drugs residues can be the priority in the first approach. For the exported market, the residues testing plan must be designed following requirement(s) of importing countries.

2- Regulations have to be defined to give authority to the VS to define and implement residues testing plan and to ensure stakeholders’ compliance , to enforce importers and exporters to carry out the defined residues testing plan and to send results to VS.

3- One person must be dedicated to the residue monitoring in the VPHO. This person needs to have a strong support of the DG of VS (CVO) as he will be under the pressure of the stakeholders.

4- VS have to design a budget to carry out the veterinary drugs residues testing on domestic products (dairy and meat products).

5- Each year, the VS have to publish the results of these residues testing plan and organise information campaign on main issues identified.

The budget includes the person in charge of residues testing programmes, the tests performed (10 000 USD per year), the communication campaign and some travels in the country to be able to do an inquiry in case of residue problems identified on some products.

Objectively verifiable indicators Results on testing plan, communication campaign.


Continuing Education

Legislation Regulation to enforce testing on residues on relevant imported and exported products.

Communication (III.1) Communication campaign on the results of the residues testing plan (1000 USD per year)..

Consultation (III.2) Consultation will be necessary with the main importers to explain the objective of the residues testing (1 day per year with the main importers of food products and the main processors).




118


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 15



Building to be built (m2) 15 300 25 180 3 600

Transport




Telecommunication equipment set 1 1 400 5 280

Office equipment set 1 1 800 3 600




Training










Support staff 1 800


Administration 20% 631

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Budget for testing 1 10 000,00 10 000




Total in NPR 1 154 496 255 600


VETERINARY PUBLIC HEALTH - 4 /

CC: II.10. Residue testing


Salaries / year



119

MVS 10 - II.11. Emerging issues


The authority and capability of the VS to identify in advance, and take appropriate action in response to likely emerging issues under their mandate relating to the sanitary status of the country, public health, the environment, or trade in animals and animal products.


1. The VS do not have procedures to identify in advance likely emerging issues.

2. The VS monitor and review developments at national and international levels relating to emerging issues.

3. The VS assess the risks, costs and/or opportunities of the identified emerging issues, including preparation of appropriate national preparedness plans. The VS have some collaboration with other agencies (e.g. human health, wildlife, and environment) and with stakeholders on emerging issues.

4. The VS implement, in coordination with stakeholders, prevention or control actions due to an adverse emerging issue, or beneficial actions from a positive emerging issue. The VS have well-developed formal collaboration with other agencies (e.g. human health, wildlife and environment) and with stakeholders on emerging issues.

5. The VS coordinate actions with neighbouring countries and trading partners to respond to emerging issues, including audits of each other’s ability to detect and address emerging issues in their early stages.


Strategy Through the improvement of the field veterinary network and through improved relationships with neighbouring countries and trading partners, DAH will significantly improve its ability to identify and assess risks / opportunities related to emerging issues.


Analysis of data collected through the field veterinary network by the DAH Epidemiology Centre. Close monitoring of sanitary situation and control methods in relation to PRRS, HPAI, ASF, melamine, etc. Information can be collected via internet and during discussions at bilateral meetings, regional and international seminars. Close interaction with II.3 and II.12. It will be the responsibility of the veterinarian in charge of risk analysis (in II.3) to work closely with CAQO, VPHO and other offices to identify and asses with them the merging issues.


Reports on risk analysis done by the Veterinary Epidemiology Centre..





Consultation (III.2) Consultation with stakeholders




120

MVS 11 - II.12. Technical innovation


The capability of the VS to keep up-to-date with the latest scientific advances and to comply with the standards of the OIE (and Codex Alimentarius Commission where applicable).


1. The VS have only informal access to technical innovations, through personal contacts and external sources.

2. The VS maintain a database of technical innovations and international standards, through subscriptions to scientific journals and electronic media.

3. The VS have a specific programme to actively identify relevant technical innovations and international standards.

4. The VS incorporate technical innovations and international standards into selected policies and procedures, in collaboration with stakeholders.

5. The VS systematically implement relevant technical innovations and international standards.


Strategy Strengthen collaboration with national research institutes and academic institutions.

Active search for relevant technical innovations from abroad.


DAH will nominate a staff to be dedicated to the coordination with national research institutes and to gatheri information collected on Internet and from international contacts.

This person will issue an electronic quarterly newsletter summarising the technical innovations identified and to be sent to relevant staff of the VS and to representatives of stakeholders.

An annual workshop can be organized with national research institutes and colleges to assess the main innovations interesting for the VS.

This person could be in the staff of the risk unit (see II.3). The budget includes subscription of newsletters and budget for a workshop.


List of livestock/ animal health / VPH research institutes in the country; list of international contacts; list of the personnel in charge; evidence of internet access for most VS staff; list of subscribed magazines/newsletters; annual plan related to identification of technical innovations; etc.




Communication (III.1) A quarterly electronic newsletter for the main stakeholders.





121


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Susbcription for scientific newsletters 1 5 000,00 5 000

Annual workshop 1 500,00 500



Total in USD 5 500



MANAGEMENT OF VETERINARY SERVICES - 11/

II-12. Technical innovation


Salaries / year



122

Trade 2 - II.13. Identification and traceability

II.13.A. Animal identification and movement


The authority and capability of the VS, normally in coordination with stakeholders, to identify animals under their mandate and trace their history, location and distribution for the purpose of animals disease control, food safety, or trade or any other legal requirements under the VS/OIE mandate.


1. The VS do not have the authority or the capability to identify animals or control their movements.

2. The VS can identify some animals and control some movements, using traditional methods and/or actions designed and implemented to deal with a specific problem (e.g. to prevent robbery).

3. The VS implement procedures for animal identification and movement control for specific animal subpopulations as required for disease control, in accordance with relevant international standards.

4. The VS implement all relevant animal identification and movement control procedures, in accordance with relevant international standards.

5. The VS carry out periodic audits of the effectiveness of their identification and movement control system.


Strategy

The objectives of animal identification will be limited to the identification of 4.7 million vaccinated ruminants and 500 000 vaccinated pigs from Eastern Region for FMD management purposes; the individual identification of dairy cattle (around 200 000 animals) and the registration of dairy farms for VPH purpose; and the registration of all breeding farms and hatcheries. In order to reach these objectives, the VS will have : 1- To define the relevant strategy and action plan for identification of FMD vaccinated animals. The cost

must be very low and compatible with the budget of vaccination campaign 2- To work closely with National Dairy Development Board, Dairy Association, and the Poultry

Association to develop identification and registration system. These identifications will be done for volunteer sanitary programmes. The cost will be charged to the private partners.


Zone A and Eastern Region (see II.1.A): The technical and economic feasibility of an identification of

vaccinated animals (simple tattoo or other specific mark) could be studied with farmers’ association. It is included in the CCC II.7.. If the set-up of an FMD-free zone in the Region appears feasible, an Action Plan should be developed presenting the activities to be undertaken. Dairy sector

VPHO can use the database of the National Dairy Development Board or Dairy Association and ensures that it is being updated annually. VPHO can define the requirements to ensure a relevant identification and traceability.

Individual identification by ear tags or other method must be encouraged providing the system is affordable and sustainable, in case of policy to control brucellosis and tuberculosis for all dair farms concerned by such programme...

Farmers have to be encouraged to keep a simple recording book to trace the animal movement. Poultry sector:

The Poultry Association should keep a database of the around 70 DOC producers and share it with DAH. Entry and exit of eggs and animals to be recorded by farm / hatchery managers. The annual budget is limited for some continuing education, the consultation and the support of the DAH to these initiatives (around 20 days per year travelling within the country).


Identification system developed for some groups of animals.



Continuing education will concern staff from district offices involved in the identification of the animals (1 day per year for around 100 FVP).

Legislation (IV.1, 2, 3) A regulation must be prepared to define the minimum requirements for an identification and traceability system recognised by the DAH.

Communication (III.1) 500 USD per year to inform stakeholders.

Consultation (III.2) Consultations with the private partners (4 days per year)




123


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs

Targeted specific communication 1 500,00 500



Ink, ink pliers, paper for certificate or passeport, 1 2 000,00 2 000



Total in USD 5 723



TRADE - 2 / CC: II.13. Identification and traceability

A. Animal identification and movement control


Salaries / year



124

Trade 3 - II.13. Identification and traceability

II.13.B. Identification and traceability of products of animal origin


The authority and capability of the VS, normally in coordination with stakeholders, to identify and trace products of animal origin for the purpose of food safety, animal health or trade.


1. The VS do not have the authority or the capability to identify or trace products of animal origin.

2. The VS can identify and trace some products of animal origin to deal with a specific problem (e.g. products originating from farms affected by a disease outbreak).

3. The VS have implemented procedures to identify and trace some products of animal origin for food safety, animal health or trade purposes, in accordance with relevant international standards.

4. The VS have implemented national programmes enabling them the identification and tracing of all products of animal origin, in accordance with relevant international standards.

5. The VS periodically audit the effectiveness of their identification and traceability procedures.


Strategy

Identification and traceability of some animal-derived products will be organized within joint programmes between VPH office and private stakeholders. The VPHO will give support to the stakeholders when they want to develop traceability system following international requirements, in order to export their animal products.


The role of the VPHO will be mainly to audit and validate the traceability system developed by the private stakeholders taking into account their objectives. The main concerned sectors will be:

- Honey to be exported. Traceability will be mainly based on records on a register by each beekeeper and charged by the producers and processors. Some information on the different locations of beehives during the production of honey will be necessary to ensure the absence of residues.

- Poultry meat for upper segments of the market (hotel, restaurant...). - Buffalo meat to export if the FMD-disease free zone is set up.

The private stakeholders will pay for the cost of their traceability system. The annual budget will include some audit to validate it by VPHO (around 20 days per year), and some consultation meetings..


Resources involved; legal framework; procedures; list of commodities concerned; evidence of compliance with international norms for these commodities; reports from field visits and laboratory analyses; etc.




A regulation must be prepared to define the minimum requirements for an identification and traceability system recognised by the DAH. The regulation must give the authority for the VPHO/DAH to audit the traceability system in the enterprises.


Consultation (III.2) Consultation with stakeholders is necessary for these join programmes (2 days per year).




125


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 460

Total in NPR 32 660


TRADE - 3 / CC: II.13. Identification and traceability

B. Identification and traceability of products of animal origin


Salaries / year



126

AH 5 - II.14. Animal welfare


The authority and capability of the VS to implement the animal welfare standards of the OIE as published in the Terrestrial Code.


1. OIE standards are generally not implemented.

2. Some of OIE standards are implemented, e.g. primarily for the export sector.

3. All of OIE standards are implemented but this is primarily for the export sector.

4. All of OIE standards are implemented for the export and the domestic sector.

5. OIE standards are implemented and implementation is periodically subject to independent external evaluation.


Strategy Define a relevant strategy on animal welfare for export purposes.


The activities will be based mainly on consultation of the different concerned stakeholders in order to identify a consensus on the most important issues for the country (transport...). It is important to remember that the first factor to improve animal welfare is to increase the capacity to cure the animals and to prevent the diseases through the strengthening of the field veterinary network.


Results of the consultation.




Based on the defined strategy, an Animal Welfare Act (draft) should be proposed.


Consultation (III.2) 2 days of consultation with stakeholders per year (farmers’ association, traders, butchers, consumers association...).




127


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 200

Total in NPR 14 200


ANIMAL HEALTH - 5 / CC: II.14. Animal Welfare


Salaries / year



128

MVS 12 - III.1. Communications


The capability of the VS to keep stakeholders informed, in a transparent, effective and timely manner, of VS activities and programmes, and of developments in animal health and food safety.


1. The VS have no mechanism in place to inform stakeholders of VS activities and programmes.

2. The VS have informal communication mechanisms.

3. The VS maintain an official contact point for communications but it is not always up-to-date in providing information.

4. The VS contact point for communications provides up-to-date information, accessible via the Internet and other appropriate channels, on activities and programmes.

5. The VS have a well developed communication plan, and actively and regularly circulate information to stakeholders.


Strategy Progressively develop a formal communication channel and a specific communication strategy in order to access stakeholders and to establish and implement specific communication plans required by VS activities on Animal Health, Veterinary Public Health and Trade.


- Set up the Communication Unit including 1 veterinarian and 2 communication specialists in charge of communication with stakeholders. - Update relevant competencies for communication team by providing specific short-term training and by nominating the OIE Focal Point. -Develop appropriated communication tools for different operations in accordance with the VS needs, taking into in consideration the geographic characteristic of the targeted location ( e.g.: radiobroadcast at national agricultural channel, loudspeakers at remote villages...) -Optimize the implementation of the existing reporting system for HPAI (free-toll telephone lines) and multiply it to other notifiable diseases. Record and process reports received in compliance with OIE standards on transparency. -Publish and regularly update all the relevant information about VS activities on the DAH official web site which has been currently under development -Review and upgrade the technical expertise of existing periodical and annual reports, booklets, leaflets, folders, posters and distribute it to relevant stakeholders. -Equip facilities for communication with computers and internet access up to district level, and for communication (phone, fax) up to FVP level. -Raise awareness to staffs at field level to take the responsibility to diffuse correct information to small and remote smallholders when relevant. The budget includes the staff for this Communication unit and their needed equipment. The functioning budget for the communication campaigns is estimated in each critical competencies linked to the practical activities.


- Job position/ description for communication specialist - Evidences of communication supports and tools - Formal mechanism of communication - Records and examples of communications made by contact point



Attendance at OIE focal points training on Communication

Legislation (IV.1, 2, 3) Authority to design and implement DAH’s communication strategy

Communication (III.1) Development of the website to inform stakeholders (farmers, consumers...).

Consultation (III.2) Consultation with stakeholders is necessary to establish relevant communication tools (included in the consultation meeting planned in other CCC).



Data management system of DAH is the basis of information for the communication specialist


129


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 84


Existing building to be renovated (m2) 84 150 10 1 260 6 300


Transport









Training













Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs

General communication






Total in NPR 2 187 084 447 300


MANAGEMENT OF VETERINARY SERVICES - 12 / III-1. Communications


Salaries / year



130

MVS 13 - III.2. Consultation with stakeholders


The capability of the VS to consult effectively with stakeholders on VS activities and programmes, and on developments in animal health and food safety.


1. The VS have no mechanisms for consultation with stakeholders.

2. The VS maintain informal channels of consultation with stakeholders.

3. The VS maintain a formal consultation mechanism with stakeholders.

4. The VS regularly hold workshops and meetings with stakeholders.

5. The VS actively consult with and solicit feedback from stakeholders regarding proposed and current activities and programmes, developments in animal health and food safety, interventions at the OIE (Codex Alimentarius Commission and WTO SPS Committee where applicable), and ways to improve their activities.


Strategy Formalize the consultation mechanisms when drafting new veterinary legislation and developing veterinary programmes (on AH, VPH, Border post inspection ...) by regularly holding workshops and meetings with stakeholders (public and private) and publishing the minutes/ results of these meetings.


- Consolidate the roles and activities of Public Private Coordination Committee existing on specific stakeholders (on Poultry, Dairy, Drug, Hide and Skin) which are functioning under Directorate of Livestock Market Promotion. - Set up a contact point/ team of 1 veterinarian and 1 public relation specialist at the Public Private Coordination Committee dedicated to activities on consultation with stakeholders in coordination with Communication unit - Organise workshops, meetings on a regular basis and as required to ensure relevant formal consultation is conducted at national and provincial levels. - Organize specific meetings on new matters (e.g., creation of new border posts, FVP, NVC joint programmes as recommended by this report). These meetings could be carried out per region with the participation of stakeholders specifically on each topics/ programmes targeted. - Produce and disseminate records of formal consultations, workshops, meetings and correspondence (including follow-up and decisions) - Participatie regularly to specific meetings, workshops conducted by relevant stakeholders Dairy Association, Poultry Association etc. There is no specific budget for this CCC because more than 200 consultations meetings have been planned for the different technical competencies.


Minutes of the Private Coordination Committee meetings, minutes of consultation meetings.




Communication (III.1) Prepare communicational tools for meetings, workshops organised for consultation with stakeholders




Procedures for organisation and reporting of consultation should be established.


131

MVS 14 - III.3. Official representation


The capability of the VS to regularly and actively participate in, coordinate and provide follow up on relevant meetings of regional and international organisations including the OIE (and Codex Alimentarius Commission and WTO SPS Committee where applicable).


1. The VS do not participate in or follow up on relevant meetings of regional or international organisations.

2. The VS sporadically participate in relevant meetings and/or make limited contribution.

3. The VS actively participate in the majority of relevant meetings.

4. The VS consult with stakeholders and take into consideration their opinions in providing papers and making interventions in relevant meetings.

5. The VS consult with stakeholders to ensure that strategic issues are identified, to provide leadership and to ensure coordination among national delegations as part of their participation in relevant meetings.


Strategy Actively participate to international and regional meetings related to animal health standards (OIE) and Food safety (Codex).


- Coordinate with the Department of Food Technology and Quality Control to regularly participate to international meetings organised by Codex. -Provide technical contribution to the preparation of comments to be submitted to Codex. -Continue attending main meetings organised by OIE. -Update when relevant the nomination of OIE Focal Points on different topics and ensure the active participation of these focal points to OIE Focal Points trainings. -Coordinate with the Public Private Coordination Committee for consultation with stakeholders in preparation of participation to international meetings. -Share information obtained at regional/international meetings to ensure that results of these meetings are accessible to VS staff and relevant stakeholders. The budget includes 4 missions abroad for international meetings. Other international missions have been planned for international harmonization (see IV.3)


List of OIE National focal points; list of meetings attended; mission reports; list of comments/contribution made to OIE/CODEX, information feed-back to stakeholders and internally.




Communication (III.1) DAH website should be updated by reports of preparation and results of such meetings

Consultation (III.2) Organise workshops with relevant stakeholders for information sharing before and after attending international and regional meetings ( 2days per year).




132


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 5 320




III-3. Official representation


Salaries / year



133

MVS 15 - III.4. Accreditation / authorisation / delegation


The authority and capability of the public sector of the VS to accredit / authorise / delegate the private sector (e.g. private veterinarians and laboratories), to carry out official tasks on its behalf.


1. The public sector of the VS has neither the authority nor the capability to accredit / authorise / delegate the private sector to carry out official tasks.

2. The public sector of the VS has the authority and capability to accredit / authorise / delegate to the private sector, but there are no current accreditation / authorisation / delegation activities.

3. The public sector of the VS develops accreditation / authorisation / delegation programmes for certain tasks, but these are not routinely reviewed.

4. The public sector of the VS develops and implements accreditation / authorisation / delegation programmes, and these are routinely reviewed.

5. The public sector of the VS carries out audits of its accreditation / authorisation / delegation programmes, in order to maintain the trust of their trading partners and stakeholders.


Strategy Delegation of official activities to municipal veterinarians (for VPH work) and to private veterinarians for some animal health and VPH activities represents an essential way for the long-term strengthening of the VS.


- Develop the necessary regulations for municipal veterinarians to carry out VPH activities under the supervision of DAH.

- Develop the necessary regulations for private veterinarians to officially conduct some vaccination campaigns, disease surveillance, VPH activities etc. under the supervision of District or Regional VS offices.

- Upgrade and enforce the regulations whereby the conditions of practicing by public veterinarians is defined and limited to be compatible with its mandate and to avoid competition with private veterinarians.

The total budget for delegated activities is reminded in red in CEC III.4 (1.9 million USD). There is no need of supplementary budget. The needed consultation to regulate delegated activities by private vets and practicing by public vets is included in the budget for NVC (see III.5B).


Legal framework; list of delegated tasks; procedures; human & financial resources involved.



Legislation (IV.1, 2, 3) Authority of DAH to supervise VPH activities at municipal level Authority of DAH to regulate private veterinarians and veterinary paraprofessionals






134


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Sub-total Consumable resources

Specific delegated activities 1 881 800

Other activities or global estimation


Total in USD 1 881 800




III-4. Accreditation / Authorisation / Delegation


Salaries / year



135

MVS 16 - III.5. Veterinary Statutory Body (VSB)

III.5.A. VSB authority


The VSB is an autonomous authority responsible for the regulation of the veterinarians and veterinary para-professionals. Its role is defined in the Terrestrial Code.


1. There is no legislation establishing a Veterinary Statutory Body.

2. The VSB regulates veterinarians only within certain sectors of the veterinary profession and/or does not systematically apply disciplinary measures.

3. The VSB regulates veterinarians in all relevant sectors of the veterinary profession and applies disciplinary measures.

4. The VSB regulates functions and competencies of veterinarians in all relevant sectors and veterinary paraprofessionals according to needs

5. The VSB regulates and applies disciplinary measures to veterinarians and veterinary paraprofessionals in all sectors throughout the country.


Strategy

NVC must extend its mandate to: - Regulate both veterinarians (over 600) and veterinary paraprofessionals (over 10,000) and their activities; - Define the training requirements and day-one competencies of veterinarians and veterinary paraprofessionals; - Estimate the needs for continuing education and define the minimum requirements for maintaining the skills for veterinarians and veterinary paraprofessionals; - Promote good veterinary practices Note: Competency III.5.A was only included in the 2010 version of the PVS Tool and was therefore not assessed during the PVS Evaluation. It derives from the previous III.5 (which was assessed at level 2).


Have the new “NVC Act” approved by the National Assembly.

Adapt the status and the board to integrate veterinary paraprofessionals.

Formalize the collaboration between NVC and relevant academic institutions if necessary.

Upgrade the Code of conduct Act to regulate relationship between public VS and private veterinarians, especially for delegated activities, and regulate veterinary practice by a public veterinarian (from a FVP or other position from public VS) to avoid any unfair competition with private veterinarians and to ensure compatibility with its mandate in public VS.

Prepare a Code of conduct for veterinary paraprofessionals, with a special explanation of their relation with their veterinarian.

There is no specific budget. See III.5B.


- Annual reports; new “NVC Act”; amended NVC scope of work; composition of the NVC board; first version of a Code of Conduct for registered veterinary paraprofessionals; list of registered vets and paraprofessionals; evidence that conditions for registration and deregistration are complied with.

- List of complaints received and examples of disciplinary measures applied.



Veterinarians and veterinary paraprofessionals


Veterinary Council Act amended to comply with international standard Authority to regulate veterinary paraprofessionals. Mandatory continuing education to carryout veterinary service. Code of Practice for veterinarians and veterinary paraprofessionals


Consultation (III.2) Consultation with veterinary paraprofessionals will be required. Formal collaboration between NVC and veterinary educational establishments (see III.5B).




136

MVS 17 - III.5. Veterinary Statutory Body (VSB)

III.5.B. VSB capacity


The capacity of the VSB to implement its functions and objectives in conformity with OIE standards.


1. The VSB has no capacity to implement its functions and objectives.

2. The VSB has the functional capacity to implement its main objectives.

3. The VSB is an independent representative organisation with the functional capacity to implement all of its objectives.

4. The VSB has a transparent process of decision making and conforms to OIE standards.

5. The financial and institutional management of the VSB is submitted to external auditing.


Strategy

The NVC will have faced a major increase in the volume of its activities and will therefore require an important increase in terms of human resources including with the creation of regional or district sections. The financial contributions from the government is expected to decrease, though the value will need to increase at least initially (level 3). Note: Competency III.5.B was included in the 2010 version of the PVS Tool and was therefore not assessed during the PVS Evaluation. It derives from the previous III.5 (which was assessed at level 2).


- Involved NVC in the decision-making process regarding the evolution of the VS in Nepal, so NVC can better orientate the decisions and better adapt its internal organisation in preparation of its expanded scope and volume of activities.

- NVC will establish 5 regional sections. Heads of sections should be elected locally and should report directly to the NVC chairman.

- NVC should establish an internal committee dedicated to the supervision and guidance of the academic institutions.

- Routine activities in relation to the implementation of the NVC Strategic Plan 2009-2013. - NVC has to develop procedures for its activities and to develop relevant tool as a database for

registration of veterinarians and veterinary paraprofessionals. The human resources for NVC have not been directly assessed in the budget. Whatever the fees charged during registration of veterinarians or veterinary paraprofessionals, a budgetary support from the government will be necessary. It has been estimated that an annual allocation around 30 000 USD will be necessary to complete the NVC’s functioning budget. National expertise is also recommended to help them to develop the procedure and the relevant tools (database). The budget for the evaluation of veterinary colleges and schools for paraprofessionals is in the CEC I.2A and I.2B.


- Human, physical and financial resources; - Written procedures about the governance of NVC; - Annual reports.





Consultation (III.2) Consultation with stakeholders is included in the consultation meetings planned in other CEC.




137


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Allocation for the NVC 1 30 000,00 30 000



Total in USD 30 000 10 535

Total in NPR 2 130 000 748 000



III-5. Veterinary Statutory Body B. VSB capacity


Salaries / year



138

MVS 18 - III.6. Participation of producers and other stakeholders in joint programmes


The capability of the VS and stakeholders to formulate and implement joint programmes in regard to animal health and food safety.


1. Producers and other stakeholders only comply and do not actively participate in programmes.

2. Producers and other stakeholders are informed of programmes and assist the VS to deliver the programmes in the field.

3. Producers and other stakeholders are trained to participate in programmes and advise of needed improvements, and participate in early detection of diseases.

4. Representatives of producers and other stakeholders negotiate with the VS on the organisation and delivery of programmes.

5. Producers and other stakeholders are formally organised to participate in developing programmes in close collaboration with the VS.


Strategy

There are a number of programmes for improvement of animal health, zoonotic diseases and food safety that inevitably need to be designed and implemented jointly by VS and stakeholders to be successful. Some of these programmes can leverage financial and in-kind contributions from stakeholders. This strategy has been explained in Critical Competency II.8B to improve food safety or to develop traceability system for some niche markets (improve safety of milk and milk products, of broiler meat; of eggs); as well as to improve quality and certification of honey. Some other programmes can be also developed based mainly on in-kind contributions to finance the involvement of VS (training and audit for validation).


Public-Private Coordination Committees have recently been set up for some food sector (Dairy etc.). These committees can be the platform for the implementation of the above strategy. However, such committees are not essential and public-private collaboration can also be organised between relevant VS offices and one or more private stakeholders.

CVL to be involved in all above topics and to organize the necessary laboratory testing on a cost-recovery basis (paid by stakeholders who are willing to benefit from the programmes).

Communication/Information campaigns, through the FVP, could be developed to inform VDC on main issues concerning official animal health campaigns organized, or meat inspection in villages.

Some other joined-programme could be developed as follows (example for the improvement of sanitary quality of DOC).

Outcomes: Improved performances of DOC producers, productivity of layer and broiler farms.

Public partners: CVL (incl. National Avian Laboratory).

Private partners: private poultry veterinarians, DOC producers, Poultry Association.

Activities: nominate 2 veterinarians (1 from CVL Kathmandu and one from NADIL Chitawan) to coordinate the programme; set up a national commission (the 2 public veterinarians, few private veterinarians, representatives of DOC producers and representatives of the Poultry Association); training of stakeholders on the implementation of the OIE “Hygiene and disease security procedures in poultry breeding flocks and hatcheries” (Chapter 6.4 of the TAHC); routine laboratory testing (to be paid by DOC producers); organize farm/hatchery inspection visits.

Resources: It has not been estimated.


Meetings minutes; List of joint programmes; Documents describing the proposed joint programmes; Evidence of multi-stakeholder participation in putting resources; Annual reports per programme.


Continuing Education Mainly for VPH staff.

Legislation (IV.1, 2, 3) To ensure that CVL is allowed to charge for laboratory testing.

Communication (III.1) Communication / information campaigns of VDC (85 000 USD). Stakeholders will mainly be informed by their representatives.

Consultation (III.2) At least one annual meeting for each programme.

Official representation



139


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs




Sub-total Consumable resources

Communication campaign per VDC 1 85 000,00 85 000


Total in USD 85 000



MANAGEMENT OF VETERINARY SERVICES - 18 / III-6. Participation of

producers and other stakeholders in joint programmes


Salaries / year



140

MVS 19 - IV.1. Preparation of legislation and regulations


The authority and capability of the VS to actively participate in the preparation of national legislation and regulations in domains that are under their mandate, in order to warranty its quality with respect to principles of legal drafting and legal issues (internal quality) and its accessibility, acceptability, and technical, social and economical applicability (external quality)


1. The VS have neither the authority nor the capability to participate in the preparation of national legislation and regulations, which result in legislation that is lacking or is outdated or of poor quality in most fields of VS activity.

2. The VS have the authority and the capability to participate in the preparation of national legislation and regulations, and can largely ensure their internal quality, but the legislation and regulations are often lacking in external quality.

3. The VS have the authority and the capability to participate in the preparation of national legislation and regulations with adequate internal and external quality in some fields of activity, but lack formal methodology to develop adequate national legislation and regulations regularly in all domains.

4. The VS have the authority and the capability to participate in the preparation of national legislation and regulations with a relevant formal methodology to ensure adequate internal and external quality, involving stakeholder participation in most fields of activity.

5. The VS regularly evaluate and update their legislation and regulations to maintain relevance to evolving national and international contexts.


Strategy The DAH has to create a specific unit for legislation and regulation in order to support the preparation of the new regulations by VS.


Lot of regulations must be prepared or updated: “Slaughtering and Meat inspection act”, “veterinary drug act”, “veterinary act”... Some of them are should be approved soon by the Parliament. VS have to prepare sub-laws to be able to enforce the principles and requirements of the law. 1- In order to prepare correctly the legislation and regulation, the VS have to create a legislation and

regulation unit in the Central VS to support the technical work of the technical offices. This unit needs 4 lawyers (2 for preparation of the laws and 2 for prosecution) with a veterinarian.

2- An OIE mission on legislation would be useful just after the creation of this unit to draft a roadmap for this unit and the VS taking into account the priority of the country and the main gaps in the legislation and the regulation.

The annual budget includes the cost for this unit and continuing education for the staff on the evolution of the legislation.


Number of laws and regulations prepared, Time needed between the preparation of the law (or regulation) and its enforcement.



Continuing education on new legislation (around 500 man-days per year).



Consultation (III.2) Consultation with stakeholders is required before the preparation of the main regulation (included consultation meetings planned in other CCC).




141


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2) 72


Existing building to be renovated (m2) 72 150 10 1 080 5 400


Transport









Training













Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 37 823 34 620

Total in NPR 2 685 453 2 458 020



CC: IV.1. Preparation of legislation and regulations


Salaries / year



142

MVS 20 - IV.2. Implementation of legislation and regulations and stakeholder compliance


The authority and capability of the VS to ensure that stakeholders are in compliance with legislation and regulations under the VS mandate.


1. The VS have no or very limited programmes or activities to ensure stakeholder compliance with relevant legislation and regulations.

2. The VS implement a programme or activities comprising inspection and verification of compliance with legislation and regulations and recording instances of non-compliance, but generally cannot or do not take further action in most relevant fields of activity.

3. Veterinary legislation is generally implemented. As required, the VS have a power to take legal action / initiate prosecution in instance of non-compliance in most relevant fields of activity.

4. Veterinary legislation is implemented in all domains of veterinary competence and the VS work with stakeholders to minimise instances of non-compliance.

5. The compliance programme is regularly subjected to audit by the VS or external agencies.


Strategy The legislation and regulation unit will provide also support for DAH, Regional VS and VSDO for prosecution.


To be able to prosecute any stakeholder who does not follow the legislation, the VSDOs need a support to prepare correctly the dossier which allows to address penalty or to send the concerned offender to the court Justice. The 2 lawyers (see IV.2) in charge of prosecution will prepare procedures for VSDO or technical offices of DAH for the most strategic regulations to support them in their inspection mission. They will provide also a specific support for the biggest dossier (fraud by importers of veterinary drugs...). There is no specific budget. It is included in CEC IV.1.


Evolution of the number of affairs which are correctly prosecuted to the final justice decision or penalties. Evolution of the number of cases that not accomplished because of irregularities during the procedures.




Communication III.1)





143

MVS 21 - IV.3. International harmonisation


The authority and capability of the VS to be active in the international harmonisation of regulations and sanitary measures and to ensure that the national legislation and regulations under their mandate take account of relevant international standards, as appropriate.


1. National legislation, regulations and sanitary measures under the mandate of the VS do not take account of international standards.

2. The VS are aware of gaps, inconsistencies or non-conformities in national legislation, regulations and sanitary measures as compared to international standards, but do not have the capability or authority to rectify the problems.

3. The VS monitor the establishment of new and revised international standards, and periodically review national legislation, regulations and sanitary measures with the aim of harmonising them, as appropriate, with international standards, but do not actively comment on the draft standards of relevant intergovernmental organisations.

4. The VS are active in reviewing and commenting on the draft standards of relevant intergovernmental organisations.

5. The VS actively and regularly participate at the international level in the formulation, negotiation and adoption of international standards5, and use

the standards to harmonise national legislation, regulations and sanitary measures.


Strategy

The harmonisation with OIE international standards will be improved by upgrading the legislation (see IV.1). The main priorities identified are: (i) the strengthening of the contribution of the VS in the Nepalese Codex Alimentarius national committee (see also I.6B), (ii) the development of SAARC cooperation to harmonise VS policy (ex: FMD, PPR, international certification...) (IV.5).


No specific activity has been defined, except an active contribution to the Commission of Codex Alimentarius. A budget is defined to participate in some specific committees abroad on animal health and animal products at the SAARC, the Codex Alimentarius, or the OIE.


Minutes of the meeting at the commission of Codex Alimentarius, and minutes of the meeting with SAARC.





Consultation (III.2) 1 day of consultation with stakeholders to prepare these international meetings.



5 A country could be active in international standard setting without actively pursuing national changes.

The importance of this element is to promote national change.


144


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 2 760




IV-3. International harmonisation


Salaries / year



145

Trade 4 - IV.4. International certification6


The authority and capability of the VS to certify animals, animal products, services and processes under their mandate, in accordance with the national legislation and regulations, and international standards.


1. The VS have neither the authority nor the capability to certify animals, animal products, services or processes.

2. The VS have the authority to certify certain animals, animal products, services and processes, but are not always in compliance with the national legislation and regulations and international standards.

3. The VS develop and carry out certification programmes for certain animals, animal products, services and processes under their mandate in compliance with international standards.

4. The VS develop and carry out all relevant certification programmes for any animals, animal products, services and processes under their mandate in compliance with international standards.

5. The VS carry out audits of their certification programmes, in order to maintain national and international confidence in their system.


Strategy The activities will focus on some key exported products that could be sold to developed countries (honey, dairy products (yak cheese), hide and skins). These activities are linked with joint programmes (III.6) because they have to be set up with the support of the interested stakeholders.


An adapted traceability system must be implemented by the interested exporters. The DAH will verify that the traceability is correctly ensured and that it will allow them a certification following international standards. (see II.13 A and B). Organise a study tour to study the certification system of other countries (Thailand...). (1 week per year)


Number of international certification in accordance with international standards.



The veterinarian in charge of the certification of these exporters must be trained (50 working days per year). Depending on the volume and the location of the exporters, regional veterinarians could be in charge of this certification to ensure its quality.

Legislation (IV.1, 2, 3) Upgrade regulation for certification, including the definition of procedures for certification (information required from the exporter, forms for international certificate, residues testing plans, etc.).


Consultation (III.2) Consultations with exporters to identify the priority products (2 days per year)



6 Certification procedures should be based on relevant OIE and Codex Alimentarius standards.


146


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 2 540



TRADE - 4 / CC: IV.4. International certification


Salaries / year



147

Trade 5 - IV.5. Equivalence and other types of sanitary agreements


The authority and capability of the VS to negotiate, implement and maintain equivalence and other types of sanitary agreements with trading partners.


1. The VS have neither the authority nor the capability to negotiate or approve equivalence or other types of sanitary agreements with other countries.

2. The VS have the authority to negotiate and approve equivalence and other types of sanitary agreements with trading partners, but no such agreements have been implemented.

3. The VS have implemented equivalence and other types of sanitary agreements with trading partners on selected animals, animal products and processes.

4. The VS actively pursue the development, implementation and maintenance of equivalence and other types of sanitary agreements with trading partners on all matters relevant to animals, animal products and processes under their mandate.

5. The VS actively work with stakeholders and take account of developments in international standards, in pursuing equivalence and other types of sanitary agreements with trading partners.


Strategy As it has been developed in the previous Critical Competency, the priority is to develop sanitary agreement with neighbouring countries, SAARC members, considering the need to secure the trade (and animal movements with India), especially in the perspective of a FMD disease free zone.


Organise a study tour in neighbouring countries (around 2 to 4 travels per year). Enter into negotiation with India at federal and state level (West Bengal, Bihar, Uttar Pradesh, Uttaranchal,) to secure animal movement at the border, taking advantage of the SAARC animal health policy to develop such kind of sanitary agreements. This would need 2 weeks per year.


Memorandum of Understanding signed with India.





Consultation (III.2) Consultation with national stakeholders (1 day per year) to prepare discussion with VS of India.




148


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 2 860



TRADE-5 /CC: IV.5. Equivalence and other types of sanitary agreements


Salaries / year



149

Trade 6 - IV.6. Transparency


The authority and capability of the VS to notify the OIE of their sanitary status and other relevant matters (and to notify the WTO SPS Committee where applicable), in accordance with established procedures.


1. The VS do not notify.

2. The VS occasionally notify.

3. The VS notify in compliance with the procedures established by these organisations.

4. The VS regularly inform stakeholders of changes in their regulations and decisions on the control of relevant diseases and of the country’s sanitary status, and of changes in the regulations and sanitary status of other countries.

5. The VS, in cooperation with their stakeholders, carry out audits of their transparency procedures.


Strategy

The level 3 needs to be consolidated: DAH should aim at improving the coordination with the focal point for CODEX. DAH will also formalize the information of stakeholders about changes in regulations in the country, in neighbouring countries and trading partners (website, information letters, and consultation meetings).


MOAD and MOH should make it clear that the OIE delegate and the CODEX focal point are expected to develop a close working relationship. This can be managed through the procedure of external coordination (see I.6B). DAH to formalize the way it informs key stakeholders (poultry association, dairy association, private veterinarians etc.) about the sanitary status, changes in regulations etc. This falls into the mandate of the Communication Unit of DAH (see III.1).


Meeting minutes; Information bulletins; etc.




Communication (III.1) Communication with stakeholders on the change in sanitary status and regulation in the country and outside

Consultation (III.2) 3 days consultation meeting every year with the main stakeholders ‘associations.




150


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs

Targeted specific communication 1 500,00 500





Total in USD 1 100

Total in NPR 78 100


TRADE - 6 / CC: IV.6. Transparency


Salaries / year



151

Trade 7 - IV.7. Zoning


The authority and capability of the VS to establish and maintain disease free zones, as necessary and in accordance with the criteria established by the OIE (and by the WTO SPS Agreement where applicable).


1. The VS cannot establish disease free zones.

2. As necessary, the VS can identify animal sub-populations with distinct health status suitable for zoning.

3. The VS have implemented biosecurity measures that enable it to establish and maintain disease free zones for selected animals and animal products, as necessary.

4. The VS collaborate with their stakeholders to define responsibilities and execute actions that enable it to establish and maintain disease free zones for selected animals and animal products, as necessary.

5. The VS can demonstrate the scientific basis for any disease free zones and can gain recognition by trading partners that they meet the criteria established by the OIE (and by the WTO SPS Agreement where applicable).


Strategy Assess the feasibility and economic interest for the set-up of an FMD-free zone with vaccination in the Eastern Region.


Prepare Terms of Reference for the conduct of the feasibility and cost-benefit study (request comments from OIE). The study will be led by one national and one international consultants and will aim at informing the DAH and stakeholders as well as SAARC countries and OIE SEAC-FMD about (1) the potential benefits of such a zone, (2) the costs involved, (3) the potential action plan and needed resources (should the cost-benefit analysis be positive) (4) regulation needed to set up the FMD-free zone. This would need 4 weeks of international expertise and 100 days of national expertise. It will be coordinated by the DAH Epidemiology Centre and Regional VS for Eastern Region. While the above study will be conducted, vaccination against FMD will be drastically increased in the Eastern Region (See to CCC II.7) Organise a 15 man-weeks for a study tour in countries with experience of zoning and FMD vaccination for around 6 or 7 persons (from DAH and from the main producers’ associations (it means 3 weeks per year in average).


Report of the feasibility study.



Legislation (IV.1, 2, 3) Depending on the results of the feasibility study, some regulation would be required to set up the FMD-free zone


Consultation (III.2) The study must include consultation with stakeholders (2 days per year).




152


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs







Total in NPR 301 040 3 140 160


TRADE - 7 / CC: IV.7. Zoning


Salaries / year



153

Trade 8 - IV.8. Compartmentalisation


The authority and capability of the VS to establish and maintain disease free compartments as necessary and in accordance with the criteria established by the OIE (and by the WTO SPS Agreement where applicable).


1. The VS cannot establish disease free compartments.

2. As necessary, the VS can identify animal sub-populations with a distinct health status suitable for compartmentalisation.

3. The VS have implemented biosecurity measures that enable it to establish and maintain disease free compartments for selected animals and animal products, as necessary.

4. The VS collaborate with their stakeholders to define responsibilities and execute actions that enable it to establish and maintain disease free compartments for selected animals and animal products, as necessary.

5. The VS can demonstrate the scientific basis for any disease free compartments and can gain recognition by other countries that they meet the criteria established by the OIE (and by the WTO SPS Agreement where applicable).


Strategy There is no need or opportunity to set up compartments at this stage. VS should however ensure that private stakeholders (especially those with an ambition to export in the future) are aware of this recently developed OIE concept.


DAH to make the OIE related documents available to stakeholders (website, bulletin etc.).


Result of this consultation





Consultation (III.2) Meeting with stakeholders (1 day per year) to inform them.




154


Number

Required

Number Unit Cost

Nb of years

for

amortisation

Annual

Budget

Exceptional

Budget

Buildings (m2)




Transport









Training







Veterinarians 3 155



Support staff 1 800

Sub-total Salaries

Administration 20%

Travel allowances




Transport fees




km or miles / year

km or miles / year

Specific costs






Total in USD 200

Total in NPR 14 200


TRADE - 8 / CC: IV.8. Compartmentalisation


Salaries / year
