Dr. Ricardo Molins Director, Agricultural Health and Food Safety IICA Geneva, March 31, 2008...
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Transcript of Dr. Ricardo Molins Director, Agricultural Health and Food Safety IICA Geneva, March 31, 2008...
Dr. Ricardo Molins
Director, Agricultural Health and Food Safety
IICA
Geneva, March 31, 2008
IICA’s PVS
“Performance, Vision, Strategy”
SPS Service Modernization Tool
Developing AHFS services with the Performance, Developing AHFS services with the Performance, Vision and Strategy (PVS) instrumentVision and Strategy (PVS) instrument
AwarenessCommon
Language Performance Acciones Discovery ActionsDialog
Pasive Active
Common Vision
The PVS is a tool that focuseson the future
PVS Phases1) Performance:
… characterizing the performance of the service
2) Vision:
… jointly (all stakeholders) designing the service of the future and agreeing on actions
3) Strategy:
… how to get from (1) to (2)
4-5 Fundamental Components
5-8 Critical Competencies per Component
• Collaborate with Member Countries
• Create a national common vision
• Establish priorities
• Facilitate strategic planning
• Achieve institutional objectives
OBJECTIVES
Public sectorVarious levels of the national Food Safety System (FSS) leadership (those in charge of surveillance programs, laboratories, inspection, certification, planning, etc.).Key personnel in other relevant Ministries and agencies (Commerce, Public Health, Fisheries, Industry, etc.)
Private sectorKey stakeholders in all agricultural and food chains – Input and materials purveyors, producers, processors, consumers, etc.
Personal or group interviews with:
Application of the PVS Tool
Four fundamental components for the food safety system PVS
Optimum
Mínimum
Technical
capacity
The capacity of the FSS to establish and apply science-based sanitary measures and procedures
Em
erg
ing
issu
es
Competencies for the component“Technical capacity”
Optimum
Mínimum
Su
rveilla
nce
Dia
gn
osti
c a
nd
an
aly
tical
cap
acit
y
Earl
y d
ete
cti
on
an
d r
ap
id r
esp
on
se c
ap
acit
y
Tech
nolo
gic
al in
novati
on
Ris
k a
naly
sis
Insp
ecti
on
serv
ices
Example: measuring the level of performancefor the competency risk analysis
In addition to the previous level, the FSS is consistent regarding risk management and communicates all relevant decisions to the SPS/WTO, commercial partners and users.
In addition to the previous level, the FSS is consistent when conducting risk analysis and develops food safety policies accordingly (risk management).
The FSS has a methodology to research or collect information from its surveillance system. It also has specific, trained personnel for this tasks. Scientific principles and evidence provide decision makers with options for risk management.
The FSS collects and maintains databases or can access the necessary information only to identify hazards. Sanitary decisions may be based on scientific evidence.
The FSS does not maintain databases to assess the risk of potential hazards to consumers from foods. Decisions are not science-based.
Optimum
Mínimum
Optimum
MínimumTechnical
capacity
Human and financial
capital
Four fundamental components
Institutional and financial sustainability through human talent and economic resources
Competencies for the component “Human and financial capital”
Optimum
Mínimum
Hu
man
tale
nt
Up
dati
ng
Fin
an
cia
l S
ou
rces
Con
tin
gen
cy f
un
ds
Cap
acit
y t
o in
vestm
en
t a
nd
gro
w
Tech
nic
al in
dep
en
den
ce
Sta
bilit
y o
f p
olicie
san
d p
rog
ram
s
Four fundamental components
Optimum
Mínimum Interaction with
The private sector
Tecnicalcapacity
Human and
financial capital
The capacity of the FSS to collaborate with and enlist the active participation of the private sector to implement programs and activities
Cap
acit
y t
o r
esp
on
d t
o
users
need
s
Competencies for the component“Interaction with the private sector”
Optimum
Mínimum
Info
rmati
on
Com
un
icati
on
Ofi
cia
l re
pre
sen
tati
on
Accre
dit
ati
on
Jo
int
imp
lem
en
tati
on
of
pro
gra
ms
Four fundamental components
Optimum
MínimumProtect PH
and market access
Human and
financial capital
Technical
capacity
Interaction with
The private sector
The capacity and authority of the FSS to protect public health and support market access, retention and expansion
Competencies for the component “Market access”
Optimum
Mínimum
Com
plian
ce w
ith
norm
s
Sett
ing
of
norm
san
d r
eg
ula
tion
s
Harm
on
izati
on
Cert
ific
ati
on
A
nd
reg
istr
y
Eq
uiv
ale
nce
ag
reem
en
ts
Tra
ceab
ilit
y
Tra
nsp
are
ncy
A meeting of all stakeholders to:
- examine the performance report from phase 1
- discuss causes, effects, limiting factors
- agree on necessary changes, prioritize
PHASE 2: COMMON VISION EVENT
Applicación of the PVS tool
Some results from continuous application of this process
Optimum
MínimumMarket
access
Interaction with
the private sector
Technical
capacity
Human and
financial capital
1. An indication of the absolute and relative performance of all fundamental components
Some results from the continuous application of this process
Optimum
MínimumMarket
access
Interaction with
the private sector
Technical
capacity
Human and
financial capital
2. Justification for seeking and allocatingadditional resources
Some results from the continuous application of this process
3. Measurement of relative institutional performance
Optimum
Mínimum
Marketaccess
Interaction with
the private sector
Technical
capacity
Human and
Financial capital
PHM AM
Some results from the continuous application of this process
4. Prioritize actions and area focusing
Technical capacity Human and financial capital
Market accessInteraction with the
private sector
Some results from the continuous application of this process
5. Relative level of the competencies
Optimum
Mínimum
Technical capacity
Diagnostic and
analytical capacity
Detection and
response capacity
Inspection
services
Surveillance
Emerging
issues
Risk analysis
Technological
innovation
Some results from the continuous application of this process
6. Expand the dialog and joint actions between sectors
Optimum
Mínimum
In addition to the previous level, the FSS is consistent regarding risk management and communicates all relevant decisions to the SPS/WTO, commercial partners and users.
In addition to the previous level, the FSS is consistent when conducting risk analysis and develops food safety policies accordingly (risk management).
The FSS has a methodology to research or collect information from its surveillance system. It also has specific, trained personnel for this tasks. Scientific principles and evidence provide decision makers with options for risk management.
The FSS collects and maintains databases or can access the necessary information only to identify hazards. Sanitary decisions may be based on scientific evidence.
The FSS does not maintain databases to assess the risk of potential hazards to consumers from foods. Decisions are not science based.
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6
Human and financial capital
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6A 6B 7 8
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9
Technical capacity
Interaction with the private sector
Market access
Emerging issues Updating Contingency funds
Accreditation Traceability
Reunión de todos los actores para:
- examinar el reporte de la Fase 1
- discutir causas, efectos, limitantes
- acordar los cambios necesarios, priorizar
- adoptar una estrategia de consenso, a futuro
FASE 2: EVENTO DE VISION COMUN
Aplicación del Instrumento DVE
The FSS does not have a program for updating personnel knowledge
Training has not been a priority for the national FSS
There is no study on training needs
There is lack of planning about training
There is no integration between the public, private and
academic sectors
A deficient and outdated FSS
FSS goals are notachieved
Inadequate response to users demands
Limiting factors
Causes
Effects
Cause/effect analysis of limiting factors
Agreement on actions to achieve the common vision:
- define actions
- assign schedules
- agree on responsibilities
- establish the basis for an FSS modernization project
PHASE 3: STRATEGY
Application of the PVS tool
Strategy Indicators Responsible AssumptionsObjetivo
Te national FSS has and implements an annual staff training program.
Training activities implemented and percentage of staff trained.
Food Safety Directorate (FSD)
Policy and leadership change.
Attention to sanitary or food safety emergencies.
Activities
Identify training needs. Listing of training activities agreed upon.
FSD
Plan the training. Training Plan FSD
Implement the training plan.
Number of training activities conducted.
FSD
Coordinate with the public, private and academic sectors.
People and institutions participating in the training program.
FSD
PLAN FOR OVERCOMING LIMITING FACTORS
Some results from the continuous application of this process
7. Benchmark for measuring progress
Technical
capacity
JULY 2007
Human and
financial capital
Interaction with
the private sector
Marketaccess
Technical
capacity
JULY 2008
Human and
Financial capital
Interaction with
the private sector
Marketaccess