IICA’s PVS
“Performance, Vision, Strategy”
SPS Service Modernization Tool
Dr. Ricardo Molins
Director, Agricultural Health and Food Safety
IICA
Geneva, March 31, 2008
Developing AHFS services with the
Performance, Vision and Strategy (PVS)
instrument
What is the PVS?
Evaluation
It is not just a diagnostic tool
The PVS is a tool that focuses
on the future
Awareness
Common
Language
Performance
Acciones
Dialog
Discovery
Actions
Common Vision
Pasive
Active
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)
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
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.
Four fundamental components for the food
safety system PVS
Optimum
Mínimum
The capacity of the FSS to establish and apply sciencebased sanitary measures and procedures
Mínimum
Technological innovation
Risk analysis
Emerging issues
Surveillance
Inspection services
Early detection and rapid
response capacity
Diagnostic and analytical
capacity
Competencies for the component
“Technical capacity”
Optimum
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
Four fundamental components
Optimum
Mínimum
Institutional and financial sustainability through
human talent and economic resources
Contingency funds
Stability of policies
and programs
Financial Sources
Capacity to investment
and grow
Technical independence
Mínimum
Updating
Human talent
Competencies for the component
“Human and financial capital”
Optimum
Four fundamental components
Optimum
Mínimum
The capacity of the FSS to collaborate with and enlist
the active participation of the private sector to
implement programs and activities
Capacity to respond to
users needs
Accreditation
Oficial representation
Joint implementation
of programs
Mínimum
Comunication
Information
Competencies for the component
“Interaction with the private sector”
Optimum
Four fundamental components
Optimum
Mínimum
The capacity and authority of the FSS to protect public health
and support market access, retention and expansion
Mínimum
Transparency
Traceability
Equivalence
agreements
Certification
And registry
Harmonization
Setting of norms
and regulations
Compliance with norms
Competencies for the component
“Market access”
Optimum
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
Some results from continuous application
of this process
1. An indication of the absolute and relative
performance of all fundamental components
Optimum
Mínimum
Some results from the continuous application
of this process
2. Justification for seeking and allocating
additional resources
Optimum
Mínimum
Some results from the continuous application
of this process
3. Measurement of relative institutional
performance
Optimum
PHM
Mínimum
AM
Some results from the continuous application
of this process
4. Prioritize actions and area focusing
Technical capacity
Interaction with the
private sector
Human and financial capital
Market access
Some results from the continuous application
of this process
5. Relative level of the competencies
Optimum
Mínimum
Technical capacity
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
Technical capacity
Human and financial capital
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
0
0
1
2
3
4
5
6
7
1
8
Emerging issues
2
3
4
Updating
Interaction with the
private sector
5
6A
6B
7
8
Contingency funds
Market access
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
0
0
1
2
3
4
5
Accreditation
6
1
2
3
4
5
6
7
Traceability
8
9
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
Cause/effect analysis of limiting factors
Inadequate response to
users demands
FSS goals are not
achieved
A deficient and outdated
FSS
The FSS does not have a program
for updating personnel knowledge
Effects
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
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
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
Some results from the continuous application
of this process
7. Benchmark for measuring progress
JULY 2007
JULY 2008
Thank you!
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