procinorte proposed strategic plan 2013-18

Prepared by David BathrickPrepared by David BathrickConsultantConsultant

XV Annual Meeting of the XV Annual Meeting of the Board of DirectorsBoard of Directors

Ottawa, Canada, 5-6 March 2014Ottawa, Canada, 5-6 March 2014

PROCINORTE PROCINORTE Proposed Strategic Plan 2013-18Proposed Strategic Plan 2013-18

1.1. Formed in 1998, Declaration, AAFC- ARS- INIFAP- IICAFormed in 1998, Declaration, AAFC- ARS- INIFAP- IICA2.2. Genetic Resources; Tropical and Sub-Tropical Fruits; Animal Health; Genetic Resources; Tropical and Sub-Tropical Fruits; Animal Health;

and Plant Health, Libraryand Plant Health, Library3.3. Currently only mechanism available to use agricultural sciences to Currently only mechanism available to use agricultural sciences to

help solve trilateral problems of common concern in their agricultural help solve trilateral problems of common concern in their agricultural sector (IICA 2009) sector (IICA 2009)

4.4. Most important results:Most important results:1.1. Networking of best and brightest Networking of best and brightest 2.2. Valuable in-kind contributionsValuable in-kind contributions3.3. Including regulators in discussion: crop and animal healthIncluding regulators in discussion: crop and animal health4.4. Capacity building to Mexico for most Task ForcesCapacity building to Mexico for most Task Forces5.5. Knowledge information sharingKnowledge information sharing6.6. Potential germplasm sharingPotential germplasm sharing7.7. Outreach with new projects i.e. mango in Haiti, Latin American Outreach with new projects i.e. mango in Haiti, Latin American

participants in workshopsparticipants in workshops8.8. Long process to agree/advance: now in place and with potential Long process to agree/advance: now in place and with potential

to deepen/broaden its agendato deepen/broaden its agenda

PROCINORTE OVERVIEWPROCINORTE OVERVIEW

1.1. Food security and poverty in rural sector of LACFood security and poverty in rural sector of LAC

2.2. NAFTA and expanding trade agreements with LACNAFTA and expanding trade agreements with LAC

3.3. Some LAC countries becoming strong competitorsSome LAC countries becoming strong competitors

4.4. PROCINORTE institution’s budgetary and institutional dynamicsPROCINORTE institution’s budgetary and institutional dynamics

a.a. Changes in AAFC, Growing Forward, CIDAChanges in AAFC, Growing Forward, CIDA

b.b. Budgetary issues at USDA and USAIDBudgetary issues at USDA and USAID

c.c. Mexican budgetary increases and some institutional Mexican budgetary increases and some institutional challengeschallenges

d.d. Budget issues in IICABudget issues in IICA

5.5. IICA as supporter of PROCINORTEIICA as supporter of PROCINORTE

6.6. LAC falling behind in investments for innovation, R&D LAC falling behind in investments for innovation, R&D

7.7. Declining support from traditional donors – USAID, CIDA, IDB, Declining support from traditional donors – USAID, CIDA, IDB, World BankWorld Bank

8.8. Challenges and opportunities for PROCINORTE to support Challenges and opportunities for PROCINORTE to support innovation, R&D in LACinnovation, R&D in LAC

OVERARCHING ENVIRONMENTOVERARCHING ENVIRONMENT

1.1. Questionnaires to Board and Task Force Questionnaires to Board and Task Force membersmembers

2.2. Selected interviewsSelected interviews

3.3. Review of PROCINORTE documentsReview of PROCINORTE documents

4.4. Review of current literature Review of current literature

5.5. Discussion with IICA staffDiscussion with IICA staff

6.6. ReflectionReflection

7.7. Proposal and discussion with IICAProposal and discussion with IICA

8.8. Draft for your considerationDraft for your consideration

THE PROCESS – CONSULTATIONTHE PROCESS – CONSULTATIONEXPIRING STRATEGIC PLAN 2010-13EXPIRING STRATEGIC PLAN 2010-13

BOD’s Opinions Regarding PROCINORTE’s BOD’s Opinions Regarding PROCINORTE’s ContributionsContributions

Developed a collaborative structure demonstrating that common topics can be better Developed a collaborative structure demonstrating that common topics can be better addressed across borders. addressed across borders.

Strengthened research problems within a trilateral win:win:win context. Strengthened research problems within a trilateral win:win:win context.

Has facilitated an exchange of experiences, information, and training among some of Has facilitated an exchange of experiences, information, and training among some of the region’s institutions. the region’s institutions.

Has made possible the realization of combined activities among some of the Has made possible the realization of combined activities among some of the participating institutions which have problems of mutual interest. participating institutions which have problems of mutual interest.

Has mobilized some of the best people and moved forward over time in spite of Has mobilized some of the best people and moved forward over time in spite of increased issues and obstacles. increased issues and obstacles.

Program‘s breadth is its merits and has developed a base of confidence that has Program‘s breadth is its merits and has developed a base of confidence that has leveraged the best national talents.leveraged the best national talents.

Advanced a broad base of core issues and topics. Advanced a broad base of core issues and topics.

Has become a special, trilateral scientific organization to address common problems Has become a special, trilateral scientific organization to address common problems in ways that add value. in ways that add value.

BOD’s Opinions Regarding PROCINORTE’s BOD’s Opinions Regarding PROCINORTE’s

Weaknesses and LimitationsWeaknesses and Limitations The impact of the activities developed is limited. The impact of the activities developed is limited.

There is no strategy to establish a program or activity that provides for a broader There is no strategy to establish a program or activity that provides for a broader participation of related public and private institutions. participation of related public and private institutions.

Although the priorities are intended to influence the region and the hemisphere, Although the priorities are intended to influence the region and the hemisphere, PROCINORTE has not played a leadership role in their definition. PROCINORTE has not played a leadership role in their definition.

The BOD meets only at the annual meeting with little opportunity or means for follow up. The BOD meets only at the annual meeting with little opportunity or means for follow up.

TF leaders and scientists have their national-level work responsibilities and are TF leaders and scientists have their national-level work responsibilities and are increasingly stretched such that PROCINORTE’s activities do not always advance. increasingly stretched such that PROCINORTE’s activities do not always advance.

PROCINORTE lacks appropriate visibility at the policy level and base that must be PROCINORTE lacks appropriate visibility at the policy level and base that must be broadened. broadened.

It shows promising potential but is such a fragile structure. It shows promising potential but is such a fragile structure.

There are insufficient financial resources directed to advance the core initiatives. There are insufficient financial resources directed to advance the core initiatives.

There is a lack of interest to resolve growing issues and problems of broader interest. There is a lack of interest to resolve growing issues and problems of broader interest.

There is a need to advance diverse opinions and conditions constrains operations There is a need to advance diverse opinions and conditions constrains operations

1.1. Basic framework is in placeBasic framework is in place

2.2. Proposed Mission: In the Proposed Mission: In the increasingly interconnectedincreasingly interconnected national, national, regional, and world economy that NAFTA and globalization have regional, and world economy that NAFTA and globalization have created, mutually strengthen agriculturally related governmental created, mutually strengthen agriculturally related governmental and stakeholder collaboration in research, development, and and stakeholder collaboration in research, development, and policies to: 1) policies to: 1) enhance sector productivity and enhance sector productivity and competitivenesscompetitiveness needs; 2) needs; 2) improve food safety and plant and improve food safety and plant and animal healthanimal health, and 3) , and 3) assist on related capacity building assist on related capacity building needsneeds. This is to be advanced via . This is to be advanced via increased supportive linksincreased supportive links with the with the North AmericanNorth American and other and other Western HemisphereWestern Hemisphere countriescountries plus corresponding regional and global research and plus corresponding regional and global research and development networks. development networks.

3.3. Five year proposal to be revisited in year 3 Five year proposal to be revisited in year 3

THE PROPOSALTHE PROPOSAL

TACTICAL AND OPERATIONAL AGENDATACTICAL AND OPERATIONAL AGENDA

1.1. Broadening National-Level Institutional Support and Raising VisibilityBroadening National-Level Institutional Support and Raising VisibilityProposed responses:Proposed responses:

a.a. Formation National-Level Advisory/Steering Support Group Formation National-Level Advisory/Steering Support Group

b.b. Update declarationUpdate declaration

2.2. Improving Message Outreach SystemImproving Message Outreach System Proposed responses:Proposed responses:

• Distribute Achievements Distribute Achievements

• Make Presentations to Key Stakeholder/Support Institutions and Prospective Supporters and Advocates Make Presentations to Key Stakeholder/Support Institutions and Prospective Supporters and Advocates

• At Annual Meetings carry out virtual sessions with broader audience to review products and progress At Annual Meetings carry out virtual sessions with broader audience to review products and progress


3.3. Intensifying Efforts To Augment FundingIntensifying Efforts To Augment Funding

Proposed responses:Proposed responses:

a.a. Visits by IICA’s DG to key BOD and leaders and related governmental leaders Visits by IICA’s DG to key BOD and leaders and related governmental leaders

b.b. Restore/ensure IICA’s core funding levels for minimum three yearRestore/ensure IICA’s core funding levels for minimum three year

c.c. More agile budget approval and fund release processes More agile budget approval and fund release processes

d.d. Solicit funding support from a variety of entities Solicit funding support from a variety of entities

e.e. Complementary research support activities with USDA/NIFA and othersComplementary research support activities with USDA/NIFA and others


4. 4. Program Operations and Organizational AdjustmentsProgram Operations and Organizational Adjustments

Proposed responses:Proposed responses:

Possible Broader Range of Task Force Topics Possible Broader Range of Task Force Topics

Quarterly follow up meetings with national members to review progress/provide recommendations to Task ForcesQuarterly follow up meetings with national members to review progress/provide recommendations to Task Forces

BOD conduct quarterly Skype review/follow up to advance policy, strategic, and operational issues as needed BOD conduct quarterly Skype review/follow up to advance policy, strategic, and operational issues as needed

Task Forces annual meeting follow ups Task Forces annual meeting follow ups

Expanded institutional contacts Expanded institutional contacts

Ancillary Support from IICA Representatives in Northern RegionAncillary Support from IICA Representatives in Northern Region

CONCLUSIONCONCLUSION

PROCINORTE is confronting a major cross roads period at a time when funds are becoming scarcer yet agricultural production PROCINORTE is confronting a major cross roads period at a time when funds are becoming scarcer yet agricultural production

and trade issues become more critical in light of climate change and a growing population.and trade issues become more critical in light of climate change and a growing population.

It is time to prudently reflect on the complex circumstances and on the good work advanced by PROCINORTE’s dedicated It is time to prudently reflect on the complex circumstances and on the good work advanced by PROCINORTE’s dedicated

scientific and management cadre to date. scientific and management cadre to date.

The time is now to press forward with a strategic tri-lateral focus with its accompanying operational challenges to advance more The time is now to press forward with a strategic tri-lateral focus with its accompanying operational challenges to advance more

aggressively and productively the PROCINORTE’s Mission. aggressively and productively the PROCINORTE’s Mission.

procinorte proposed strategic plan 2013-18

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