Terms of Reference

1. Building National Phytosanitary CapacityDiscussion paper for the open ended working group 8-12 December 2008, Rome

2. 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

3. 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

4. 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

5. Capacity Assessment - UNDP • UNDP capacity assessment framework • Core issues • Institutional arrangements, Leadership,

6. 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

7. 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

8. 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 • To fulfil (or show compliance with) international obligations (eg with ISPMs, or WTO accession)

9. 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. • To contribute to regional or global assessments • Different tools for different objectives

10. 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

11. 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.

12. 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

13. 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.

14. 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

15. 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

16. 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

17. Global – IPPC Regional – RPPOs, RECs… National – NPPOs… Strategy – role of IPPC

18. National – NPPOs… Regional – RPPOs, RECs… Global – IPPC Donors???

19. 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

20. 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

21. 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

22. 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

23. 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

24. Thanks