Matching the supply of technical assistance with recipient needs and

ensuring best practices – a donor's experience

Agust Jonsson, consultant

agust.jonsson@anrika.se

Request by WTO

As such, we would like you to make a 20 minute presentation regarding technical assistance and capacity building related to the SPS Agreement. In particular, – we would like you to present how countries may identify

technical assistance needs

– how to make effective technical assistance requests. 

– speak briefly on the main challenges countries face in this regard and

– identify a number of best practices for SPS technical assistance. 

Background of presentation

Observations here presented are based on the following experiences:– Participation in support programmes in

developing countries covering issues related to the implementation of the SPS- and the TBT- agreements

Background, cont.

Managing training programmes in Sweden, in co-operation with the relevant governmental institution, funded by Sida (from 1999 – ongoing):

1. Quality and Regulatory Infrastructure Development for Food safety and Quality

2. World Trade & Conformity Assessment, Quality Infrastructure Development

Ca. 700 participants in both courses form some 45 countries (SPS 200/ TBT 500)

The programmes are implemented by: SWEDAC (Swedish Board for Accreditation and

Conformity Assessment) and the Swedish national food administration

Common facts found in many developing countries

Political commitment towards implementing the SPS agreement at national level is in many cases limited

Many ministries and many institutions both at central and local governmental levels are involved

The areas of responsibility of different ministries, institutions and local governments is not well defined

Limited awareness of impacts and effects of the agreements on ministries, regulatory authorities, laboratories, certification, inspection, standardisation bodies, accreditation services and the private sectors etc.

The available human resources in developing countries is often underestimated

Common facts found in many developing countries

Unnecessary power play between interested parties The Codex standards are implemented through

standardisation processes based on preparation and adoption of voluntary standards (ISO structures)

Private sector stakeholders are not sufficiently involved

Limited resources allocated Ownership of the needed change processes is lacking No, or limited harmonisation/ co-ordination takes

place Understanding of the overall process of adapting to

the SPS agreement is lacking in many cases

Matching the needs in a developing country

Needs for change must be established, covering all areas of the food chain and all stakeholders (avoid ad hock solutions, completion for support etc.)

The needs of the country should be addressed through:– Own initiatives– Drawing learning through the experiences of others, e.g. through

technical assistance, twinning Local ownership and sufficient receiver capacity must be established

Experience shows: Without full political commitment at national level nothing

happens Copy/ Paste work is rarely work. Every country has a

unique situation

Recommendation

1. Establish an overall approach to identify shortcomings in the National Regulatory and Quality Infrastructure with respect to implementing the SPS agreement (preferably including the TBT agreement)

2. Identify needs for changes in general3. Design the change process4. Plan the change process5. Use the established plans for managing the

change processes

Proposed tools

General training of key peopleDevelopment of a National Regulatory

and Quality PolicyDevelopment of an Action Plan for

implementing the policyDevelop an Analyses of Consequences

General Training

Establish general knowledge of the whole spectrum of implementing the SPS agreement through training of key persons representing all stakeholders (ministries, institutions, private sector etc.), including:– Understanding the agreement, effects of the

individual provisions of the agreement at national level. (e.g. based on international standards, risk assessment, transparency etc.)

– Understanding the needs for an institutional infrastructure adapted to the needs

National Regulatory and Quality Policy

Establish a National Regulatory and Quality PolicyNational Regulatory and Quality Policy. e.g. addressing the following issues– Identification of areas of responsibility for preparation and

adoption of SPS-measures and technical regulations, including:

• Allocation of responsibility for the different policy areas (primary production, food safety etc.)

• Preparation, adoption and application of SPS measures and technical regulations. Done by whom?

• Identify enforcement mechanisms, who does the actual technical monitoring (governmental institutions, accredited bodies), who reports to whom?

RQP, cont. 1

Identification of the institutional infrastructure and relations between institutions.

National quality movementPrivate sector involvement and initiativesEducation and training Awareness raising amongst all stakeholders

RQP, cont. 2

Establish the policy through a process of consensus

Involve all stakeholdersGive the work a high profile through media

etc.The policy and the action plan should be

approved and adopted by the highest levels of the country both within government and the private sectors

Action Planning

Establish an Action Plan for the implementation of the NRQP, including:– List of activities needed to implement each of the

policy issues– Allocation of responsibilities for the

implementation of the activities– Identification of need for recourses such as

funding, human recourses, facilities etc.– Timing of the activities– Anticipated results of each of the activities

Analyses of consequences

Establish a rough analyses of the consequences of each action proposed in the Action Plan

Benefits Through the adoption of the policies at highest level

renewed political commitment can be established Through participation of all stakeholders ownership can

be better established Governmental structures related to the implementation

of the SPS area are streamlined and made transparent An overview of the common needs is established A tool is established to manage the change process at

the overall level A tool is established to be used when addressing

Donors, with clear objectives and defined activities and estimation of costs and information on the expected consequences