1. Dr. Ricardo Molins Director, Agricultural Health and Food Safety IICA Geneva, March 31, 2008 IICA’s PVS “ P erformance, Vision, Strategy” SPS Service Modernization Tool

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

3. What is the PVS? Evaluation It is not just a diagnostic tool

4. Awareness Common Language PerformanceAccionesDiscoveryActionsDialog Pasive Active Common Vision The PVS is a tool that focuses on the future

5. PVS Phases 1) Performance: … characterizing the performance of the service 2) Vision: … jointly (all stakeholders) designing the service of the future and agreeing on actions 3) Strategy: … how to get from (1) to (2)

6. 4-5 Fundamental Components 5-8 Critical Competencies per Component Collaborate with Member Countries Create a national common vision Establish priorities Facilitate strategic planning Achieve institutional objectives OBJECTIVES

7. Public sector Various levels of the national Food Safety System (FSS) leadership (those in charge of surveillance programs, laboratories, inspection, certification, planning, etc.). Key personnel in other relevant Ministries and agencies (Commerce, Public Health, Fisheries, Industry, etc.) Private sector Key stakeholders in all agricultural and food chains – Input and materials purveyors, producers, processors, consumers, etc. Personal or group interviews with: Application of the PVS Tool

8. Four fundamental components for the food safety system PVS Optimum Mínimum Technical capacity The capacity of the FSS to establish and apply science- based sanitary measures and procedures

9. Emerging issues Competencies for the component “Technical capacity” Optimum Mínimum Surveillance Diagnostic and analytical capacity Early detection and rapid response capacity Technological innovation Risk analysis Inspection services

10. Example: measuring the level of performance for the competency risk analysis In addition to the previous level, the FSS is consistent regarding risk management and communicates all relevant decisions to the SPS/WTO, commercial partners and users. In addition to the previous level, the FSS is consistent when conducting risk analysis and develops food safety policies accordingly (risk management). The FSS has a methodology to research or collect information from its surveillance system. It also has specific, trained personnel for this tasks. Scientific principles and evidence provide decision makers with options for risk management. The FSS collects and maintains databases or can access the necessary information only to identify hazards. Sanitary decisions may be based on scientific evidence. The FSS does not maintain databases to assess the risk of potential hazards to consumers from foods. Decisions are not science-based. Optimum Mínimum

11. Optimum Mínimum Technical capacity Human and financial capital Four fundamental components Institutional and financial sustainability through human talent and economic resources

12. Competencies for the component “Human and financial capital” Optimum Mínimum Human talent Updating Financial Sources Contingency funds Capacity to investment and grow Technical independence Stability of policies and programs

13. Four fundamental components Optimum Mínimum Interaction with The private sector Tecnical capacity Human and financial capital The capacity of the FSS to collaborate with and enlist the active participation of the private sector to implement programs and activities

14. Capacity to respond to users needs Competencies for the component “Interaction with the private sector” Optimum Mínimum Information Comunication Oficial representation Accreditation Joint implementation of programs

15. Four fundamental components Optimum Mínimum Protect PH and market access Human and financial capital Technical capacity Interaction with The private sector The capacity and authority of the FSS to protect public health and support market access, retention and expansion

16. Competencies for the component “Market access” Optimum Mínimum Compliance with norms Setting of norms and regulations Harmonization Certification And registry Equivalence agreements Traceability Transparency

17. A meeting of all stakeholders to: - examine the performance report from phase 1 - discuss causes, effects, limiting factors - agree on necessary changes, prioritize PHASE 2: COMMON VISION EVENT Applicación of the PVS tool

18. Some results from continuous application of this process Optimum Mínimum Market access Interaction with the private sector Technical capacity Human and financial capital 1. An indication of the absolute and relative performance of all fundamental components

19. Some results from the continuous application of this process Optimum Mínimum Market access Interaction with the private sector Technical capacity Human and financial capital 2. Justification for seeking and allocating additional resources

20. Some results from the continuous application of this process 3. Measurement of relative institutional performance Optimum Mínimum Market access Interaction with the private sector Technical capacity Human and Financial capital PHM AM

21. Some results from the continuous application of this process 4. Prioritize actions and area focusing Technical capacityHuman and financial capital Market access Interaction with the private sector

22. Some results from the continuous application of this process 5. Relative level of the competencies Optimum Mínimum Technical capacity Diagnostic and analytical capacity Detection and response capacity Inspection services Surveillance Emerging issues Risk analysis Technological innovation

23. Some results from the continuous application of this process 6. Expand the dialog and joint actions between sectors Optimum Mínimum In addition to the previous level, the FSS is consistent regarding risk management and communicates all relevant decisions to the SPS/WTO, commercial partners and users. In addition to the previous level, the FSS is consistent when conducting risk analysis and develops food safety policies accordingly (risk management). The FSS has a methodology to research or collect information from its surveillance system. It also has specific, trained personnel for this tasks. Scientific principles and evidence provide decision makers with options for risk management. The FSS collects and maintains databases or can access the necessary information only to identify hazards. Sanitary decisions may be based on scientific evidence. The FSS does not maintain databases to assess the risk of potential hazards to consumers from foods. Decisions are not science based.

24. Human and financial capital Technical capacity Interaction with the private sector Market access Emerging issuesUpdatingContingency funds AccreditationTraceability

25. Reunión de todos los actores para: - examinar el reporte de la Fase 1 - discutir causas, efectos, limitantes - acordar los cambios necesarios, priorizar - adoptar una estrategia de consenso, a futuro FASE 2: EVENTO DE VISION COMUN Aplicación del Instrumento DVE

26. The FSS does not have a program for updating personnel knowledge Training has not been a priority for the national FSS There is no study on training needs There is lack of planning about training There is no integration between the public, private and academic sectors A deficient and outdated FSS FSS goals are not achieved Inadequate response to users demands Limiting factors Causes Effects Cause/effect analysis of limiting factors

27. Agreement on actions to achieve the common vision: - define actions - assign schedules - agree on responsibilities - establish the basis for an FSS modernization project PHASE 3: STRATEGY Application of the PVS tool

28. StrategyIndicatorsResponsible Assumptions Objetivo Te national FSS has and implements an annual staff training program. Training activities implemented and percentage of staff trained. Food Safety Directorate (FSD) Policy and leadership change. Attention to sanitary or food safety emergencies. Activities Identify training needs.Listing of training activities agreed upon. FSD Plan the training.Training PlanFSD Implement the training plan. Number of training activities conducted. FSD Coordinate with the public, private and academic sectors. People and institutions participating in the training program. FSD PLAN FOR OVERCOMING LIMITING FACTORS

29. Some results from the continuous application of this process 7. Benchmark for measuring progress Technical capacity JULY 2007 Human and financial capital Interaction with the private sector Market access Technical capacity JULY 2008 Human and Financial capital Interaction with the private sector Market access

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