Diapositiva 1

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IICAs PVS Performance, Vision, Strategy SPS
Service Modernization Tool
Dr. Ricardo Molins Director, Agricultural Health
and Food Safety IICA Geneva, March 31, 2008
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Developing AHFS services with the Performance,
Vision and Strategy (PVS) instrument
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What is the PVS?
Evaluation
It is not just a diagnostic tool
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The PVS is a tool that focuseson the future
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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)

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4-5 Fundamental Components 5-8 Critical
Competencies per Component
OBJECTIVES

• Collaborate with Member Countries
• Create a national common vision
• Establish priorities
• Facilitate strategic planning
• Achieve institutional objectives

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Application of the PVS Tool
Personal or group interviews with
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.
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Four fundamental components for the food safety
system PVS
The capacity of the FSS to establish and apply
science-based sanitary measures and procedures
Optimum

Mínimum
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Competencies for the componentTechnical
capacity
Optimum
Diagnostic and analytical capacity
Early detection and rapid response capacity
Technological innovation
Emerging issues
Inspection services
Risk analysis
Surveillance
Mínimum
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Example measuring the level of performance for
the competency risk analysis
Optimum
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.
Mínimum
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Four fundamental components
Institutional and financial sustainability
through human talent and economic resources
Optimum
Mínimum
Human and financial capital
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Competencies for the component Human and
financial capital
Optimum
Human talent
Updating
Financial Sources
Mínimum
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Four fundamental components
Optimum
The capacity of the FSS to collaborate with and
enlist the active participation of the private
sector to implement programs and activities
Mínimum
Interaction with The private sector
Human and financial capital
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Competencies for the componentInteraction with
the private sector
Optimum
Capacity to respond to users needs
Information
Oficial representation
Accreditation
Comunication
Joint implementation of programs
Mínimum
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Four fundamental components
The capacity and authority of the FSS to protect
public health and support market access,
retention and expansion
Optimum
Mínimum

Human and financial capital
Interaction with The private sector
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Competencies for the component Market access
Optimum
Setting of norms and regulations
Compliance with norms
Equivalence agreements
Harmonization
Certification And registry
Traceability
Transparency
Mínimum
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Applicación of the PVS tool
PHASE 2 COMMON VISION EVENT
A meeting of all stakeholders to - examine the
performance report from phase 1 - discuss
causes, effects, limiting factors - agree on
necessary changes, prioritize
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Some results from continuous application of this
process

• An indication of the absolute and relative
• performance of all fundamental components

Optimum
Mínimum
Market access
Interaction with the private sector
Human and financial capital
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Some results from the continuous application of
this process
2. Justification for seeking and
allocating additional resources
Optimum
Mínimum
Technical capacity
Market access
Interaction with the private sector
Human and financial capital
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Some results from the continuous application of
this process
3. Measurement of relative institutional
performance
Optimum
AM
PHM
Mínimum
Market access
Technical capacity
Interaction with the private sector
Human and Financial capital
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Some results from the continuous application of
this process
4. Prioritize actions and area focusing
Technical capacity
Human and financial capital
Interaction with the private sector
Market access
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Some results from the continuous application of
this process
5. Relative level of the competencies
Optimum
Technical capacity
Mínimum
Diagnostic and analytical capacity
Detection and response capacity
Emerging issues
Technological innovation
Risk analysis
Inspection services
Surveillance
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Some results from the continuous application of
this process
6. Expand the dialog and joint actions between
sectors
Optimum
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.
Mínimum
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Human and financial capital
Technical capacity
Emerging issues
Updating
Contingency funds
Interaction with the private sector
Market access
Accreditation
Traceability
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Aplicación del Instrumento DVE
FASE 2 EVENTO DE VISION COMUN
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
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Cause/effect analysis of limiting factors
Inadequate response to users demands
FSS goals are not achieved
Effects
A deficient and outdated FSS
The FSS does not have a program for updating
personnel knowledge
Limiting factors
Training has not been a priority for the national
FSS
Causes
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
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Application of the PVS tool
PHASE 3 STRATEGY
Agreement on actions to achieve the common
vision - define actions - assign
schedules - agree on responsibilities -
establish the basis for an FSS modernization
project
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PLAN FOR OVERCOMING LIMITING FACTORS
Strategy Indicators Responsible 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 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
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Some results from the continuous application of
this process
7. Benchmark for measuring progress
JULY 2007
Market access
Technical capacity
Interaction with the private sector
Human and financial capital
JULY 2008
Market access
Technical capacity
Interaction with the private sector
Human and Financial capital
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