terms of reference
DESCRIPTION
Building National Phytosanitary Capacity Discussion paper for the open ended working group 8-12 December 2008, Rome. Terms of Reference. Concept paper, Strategy, Operational plan - PowerPoint PPT PresentationTRANSCRIPT
Building National Phytosanitary Capacity
Discussion paper for the open ended working group 8-12 December 2008, Rome
Terms of Reference
Concept paper, Strategy, Operational plan …consider definitions and capacity building
concepts used by other organisations to see if applicable under the IPPC
Capacity Capacity assessment Capacity development The role of the IPPC
Capacity
“The ability of individuals, organisations and societies to perform functions, solve problems, and set and achieve objectives in a sustainable manner.” (UNDP: http://www.capacity.undp.org/) People: individuals, groups, organizations, society Activity: performing functions, solving problems Objectives: context specific; sustainability
Much more than the knowledge, skills and tools of individuals and organizations… a property of a system comprising a range of different actors and the formal and informal linkages between them.
Insights - systems thinking, networking practices
Phytosanitary Capacity
People: Not just the NPPO. Other ministries, private sector…
Activity: What functions? Implementing IPPC, ISPMs…. more?
Objectives: Protecting plants (biosecurity), facilitating trade
IWG-TA definition follows this structure
Capacity Assessment - UNDP
UNDP capacity assessment framework Core issues
Institutional arrangements, Leadership,
Capacity AssessmentEuropean Centre for Development Policy Management
Ability to survive and act Ability to achieve development results Ability to relate Ability to adapt and self-renew Ability to achieve coherence
Capacity AssessmentEuropean Centre for Development Policy Management
Ability to survive and act Ability to achieve development results Ability to relate
Legitimacy in the eyes of relevant stakeholders Integrity of the organisation, its leadership and staff Operational credibility/trustworthiness Adequate alliances with relevant external stakeholders
Ability to adapt and self-renew Ability to achieve coherence
Phytosanitary Capacity Assessment
1. To lay the basis for a national strategy and business plan (including priority setting)
2. To assess capacity and enhance planning in a specific area (e.g. diagnostics, inspection, PRAs)
3. To highlight shortcomings and so attract and allocate funds (national or external)
4. To convince trade partners of credibility and trustworthiness
5. To fulfil (or show compliance with) international obligations (eg with ISPMs, or WTO accession)
Phytosanitary Capacity Assessment
6. To provide feedback to the IPPC and related bodies on the implementation of ISPMs, or other agreements (e.g. the SPS Agreement)
7. To inform and satisfy stakeholders
8. To motivate staff to achieve more
9. To monitor progress over time against performance indicators.
10.To contribute to regional or global assessments Different tools for different objectives
Phytosanitary Capacity Assessment
PCE Legislation, Human resources, facilities, equipment,
procedures, organisation, management
PVS (IICA) Technical capability, human and financial capital,
interaction with private sector, access to markets
Can’t describe a benchmark system Capacity not all in the NPPO, within country Assess country’s capacity to perform functions to
achieve its phytosanitary objectives
SPS Capacity AssessmentSTDF, Van der Meer There is a supply-side dominance in needs
assessments… beneficiaries accept what is on offer rather than actively engaging in the identification of their own needs.
Assessments mainly focus on the public sector. There is little attention to the needs and potential of the private sector, and to public and private sector roles.
There is a tendency in capacity building and needs assessment to focus more on inputs than on outcomes.
Capacity development
“Development” preferred to “Building” (OECD) Technical Assistance – external, may not be sufficient
or necessary for capacity development Approaches (Lusthaus et al.)
Organizational – focus on individual organizations Institutional – processes and rules that govern socio-economic
and political organization in the society at large Systems - emphasizes the interdependencies among actors
and the need to promote capacity building in a holistic way Participatory process - ownership and participation as
fundamental elements of CD
UNDP – Basic Principles of CD
..national ownership
..not power-neutral and involves relationships, mind sets and behaviour change
..a long-term process
..requires staying engaged in difficult circumstances.
..links the enabling environment, the organisational level and the individual level
..moves beyond a singular focus on training to address broader questions of institutional change, leadership, empowerment, and public participation.
UNDP – Basic Principles of CD
..emphasises the use of national systems, beyond the use of national plans and expertise.
..adaptation to the local reality. There are no blueprints.
..link to a broader set of reforms, such as education, wage and civil service reform
..results in unintended (capacity) consequences.
..a systematic approach to measuring capacity development, with the use of “good practice” indicators, case evidence and available data analysis.. quantitative and qualitative data
Paris Declaration Capacity development is the responsibility of partner
countries, donors playing a support role. Partner countries commit to: Integrate specific capacity
strengthening objectives in national development strategies and pursue their implementation through country-led capacity development strategies where needed.
Donors commit to: Align their analytic and financial support with partners’ capacity development objectives and strategies, make effective use of existing capacities and harmonise support for capacity development accordingly
Good Practice in SPS CDSTDF
Good practice elements in: Project Design Project implementation Project outputs and achievement of higher order
objectives
Consistent with UNDP principles and Paris declaration
Strategy – role of IPPC
Global – IPPC
Regional – RPPOs, RECs…
National – NPPOs…
Global – IPPC
Regional – RPPOs, RECs…
National – NPPOs…
Donors???
Strategy – role of IPPC
Need a global picture of phytosanitary capacity, capacity development needs, roles of different players – a global strategy The whole tree
Details of what the IPPC/CPM/Secretariat should do within the big picture The role of the trunk
Foundational, Multiplicative, Catalytic Principle of subsidiarity
Strategy – role of IPPC Coordination: Especially internationally Leadership: Providing global direction and vision to
phytosanitary capacity development. Advocacy: Showing/promoting the value of phytosanitary
capacity. Matching needs to funders Information sharing: Not just official information Tools development: For use in all phases of phytosanitary
capacity development. Monitoring and evaluation: Capacity development needs;
capacity development efforts; promoting good practice in phytosanitary CD
Strategy – role of IPPC
1. Engage stakeholders on capacity development Convene and coordinate an international consultative group
on phytosanitary capacity development Liaise with other global bodies involved with capacity
development related to phytosanitary systems
2. Assess capacity assets and needs Develop and promote the use of capacity assessment and
evaluation tools Capture and analyze national capacity development needs
globally Review implementation of IPPC, ISPMs
Strategy – role of IPPC
3. Formulate capacity development response Promote capacity development needs with funders Assist with the design of phytosanitary capacity development
programmes and projects Maintain and update the global phytosanitary capacity
development strategy
4. Implement capacity development response Develop the IPP to contain a wide range of information, (eg
tools, e-learning modules, ISPM implementation guides etc etc) Support (? Mentoring/coaching as well as financial) developing
country participation in IPPC and its bodies
Strategy – role of IPPC
5. Evaluate capacity development response Coordinate/contribute to regional and/or global
assessments of phytosanitary capacity development Develop and promote criteria/indicators for evaluating the
performance of national phytosanitary systems
Thanks