1. Spencer Henson & Oliver Masakure International Food Economy Research Group Department of Food, Agricultural & Resource Economics University of Guelph

2. Good practice benchmarks The projects Examples of good practice across projects General principles of good practice Conclusions

3. Challenges: Timeframe – interventions verses impacts Attribution: Multiple interventions Natural evolution of capacity Multi-factorial impacts Partial capacity-building Differing scope of interventions Metrics: Process Impacts: SPS-related managerial capacity Higher-order objectives

4. SPS Diplomacy Technologically- Demanding Risk Management Functions Institutional Structures & Role Clarity Application of basic good practice for hygiene & safety Awareness & recognition

5. Metrics: Enhancement of SPS status Enhancement of trade performance: Value/volume of exports Unit value of exports Access to new markets Imp acts on livelihoods/poverty Differential impacts: Gender Vulnerable groups/regions Large versus small firms/farms

6. Pesticide Initiative Programme (PIP) (EU) East Africa Phytosanitary Information Committee (USAID) Food Control Capacity-Building Needs assessments (FAO) Advanced Training Programme on Quality Infrastructure for Food Safety (SWEDAC/SIDA) Global Salm-Surv Training Programme on Laboratory- Based Surveillance of Food-Borne Diseases for Anglophone Central and Eastern Africa (WHO) Study on Costs of Agri-Food Safety and SPS Compliance in Tanzania, Mozambique and Guinea (UNCTAD)

7. Extended duration Basic awareness raising/information provision Flexible work programme Multi-tiered approach: Public/Private Regulatory measures/Private standards Individual/Collective Levels of SPS capacity Engagement with private sector: Demand-driven Cost-sharing Local capacity-building for service provision: Individuals Materials

8. Recipient role in project genesis Significant degree of local control/ownership Ability to evolve Local capacity linked to regional capacity Regional cooperation & coordination Flexibility across countries: Basic capacity Higher-level capacity Critical capacity developed to attract other donors

9. Standard framework Project team: Local consultant International consultant Stakeholder engagement Efforts towards political buy-in On-going engagement

10. Needs assessment Scheduling & organization Extended engagement: Length of training programme Follow-up Practical elements Two-way engagement between participants and instructors Project work Nature of participants

11. Adaptation to local context Combination of theoretical & practical training Extended training programme Mixture of participants Establishment of informal network of practitioners Use of local facilities

12. Standard methodology Local consultants National dissemination workshop Public & private sectors

13. SPS Diplomacy Technologically- Demanding Risk Management Functions Institutional Structures & Role Clarity Application of basic good practice for hygiene & safety Awareness & recognition

14. SPS status Trade flows Livelihoods/Poverty

15. Supply-driven model still often prevails: Needs identified externally Broader external priorities Local engagement in capacity-building can be limited Often limited attention to capacity to build capacity Rigorous assessments remain the exception Much assistance remains fragmented & partial: Multiple interventions Failure to address fundamental constraints Predominant focus on public sector

16. Demand versus supply-driven technical cooperation Needs assessment Flexibility Practitioner networks Active learning Linking skills development to practice Selection of beneficiaries Establishing local capacity-building capacity

17. Taking account of prevailing local capacity & needs Sequencing and connectivity of capacity-building efforts Assessing and monitoring progress Role as honest broker Market distortions Political support

18. Can identify areas of good practice across the six case studies Key role of project design in context of donor policies Can identify some general principles of good practice Some traditional modes of assistance remain. Challenge is to employ good practice more generally Biggest challenge relates to higher-order impacts: Bringing about real change Identifying & measuring that change Key role of coincidence of interest