World Organisation for Animal Health (OIE)
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WORLD ORGANISATION FOR ANIMAL HEALTH (OIE)
DRAFT FOR OIE COUNCIL: THE SIXTH STRATEGIC PLAN 2016-2020
TOWARDS OIE 2020 The OIE is the world’s leading organisation on animal health and welfare: a position gained by 90 years of leadership and forward vision. By 2020 it will build on this experience to deliver high quality information and services to support economic and human development by controlling risks to animal health and welfare and minimising associated dangers to human health and theenvironment, including biodiversity. The consequence of these actions will be improved food security (including improved production and a reduction of food losses), improved economic performance and prosperity , predictable and standardized conditions for domestic and international trade, improved biosecurity, and an improved understanding of the social and economic relationships between humans and animals.
It will use cutting edge technologies for the scientific basis of its standards and guidelines, opinions and findings and will ensure prompt delivery of information at least cost to its Member Countries. It will continue to draw on the depth and diversity of scientific excellence and experience available in all Member Countries.It will seek to develop and involve new professionalsand expertswith knowledge and enthusiasm to ensure the future capacity of the Organisation itself and of Veterinary Services worldwide.
OIE’S GLOBAL VISION AND STRATEGIC OBJECTIVES OIE’s global vision is expressed as “Protecting animals; preserving our future”, leading to economic prosperity and social and environmental well-being.
To achieve this vision its strategicobjectives are:
securing the sanitary safety of animals, animal products and foods derived from animals, assuring that the welfare of animals is respected, and managing risks of disease at the human-animal-environment interface
establishing trust between stakeholders, including trading partners,by good communication of the occurrence of diseases of epidemiological significance and in the cross-border exchange of animals, animal products and foods derived from animals
enhancing thecapacityand sustainability of Veterinary Services.
The Sixth Strategic Plan sets out three major strategic objectives for the period 2016-2020 and addresses three cross-cutting areas necessary for their achievement.
THE STRATEGIC OBJECTIVES 2016 – 2020
STRATEGIC OBJECTIVE 1: SECURING ANIMAL HEALTH AND WELFARE BY APPROPRIATE RISK MANAGEMENT This Objectiveaddresses animal health, the sanitary safety of animals, animal products and foods derived from animals, the trans-boundary movement of diseases, the welfare of animals, and the science-based risk management of disease at the human-animal-environment interface under the “One Health” concept. The
1 | P a g e V1_7 April 2014 outputs are enhanced food security, reduction in the disease burden of animals used for food production or as working, sporting or companion animals; reduction in the occurrence of diseases transmitted between animals and humans; improved income and other economic benefits due to the protection of valued livestock; and sustainable domestic and international trade.
It includes:
The continued development of timely, current and scientifically-based standards for animal health, animal welfare and animal production food safety, including aquatic animals
The continued development of timely, current and scientifically-based recommendations for the management, control and/or eradication of diseases, including those at the animal-human- environment interface , taking into account economic, social and environmental factors.
Particular issues to be addressed:
Leading international programmes for the global eradication of specific diseases of economic and social importance, including Rabies, Foot and Mouth Disease (FMD) and Peste des PetitsRuminants (PPR)
Effective and judicious management of the use of antimicrobial substances
Effects of climate change on eco-system health, biodiversity loss and the spread of diseases that impact on animal health
The application of new and rapidly changing technologies related to standards development, including diagnostics, vaccines and genomic developments, and the ability of the OIE to acquire core expertise in these technologies
Issues of bioterrorism
Implications of maintaining the system by which OIE determines the official disease status of Member countries, as well as the decision tree for the listing of diseases and relevant events for which notification is mandatory.
The period 2016 to 2020 will see improvements in the OIE standards-setting process, in particularfostering the inclusive engagementof all Members in the process, ensuring transparency and improving the involvement of stakeholders. In regard to risk management procedures, there will be improvements in incorporating social, economic and environmental factors. The OIE will develop internal capacities to deal with these issues or alternatively build partnerships that would address them based on “best practice” experiences. In practical terms, a considerable amount of the preparatory work for standards development will be undertaken by electronic discussion groups and conferencing with the dual benefit of cost-reduction and being potentially more inclusive. It will be necessary to precise the Basic Texts (by information notes) to provide for such groups and ensure their effective functioning.
Attention will be paid to the use of proprietary technologies and products within the framework of OIE standards, as more and more essential techniques of veterinary science are developed commercially. In this regard, consideration will continue to be given to the relationship between OIE standards and private sector standards used in business-to-business transactions in animals and animal products.
STRATEGIC OBJECTIVE 2: ESTABLISHING TRUST THROUGH COMMUNICATION
2 | P a g e V1_7 April 2014 Communication has been an essential component of the OIE’s mandate since 1924. Although communication is part of an overall programme of risk analysis, it also serves to build relationships and trust between stakeholders, including trading partners,and with the general public. To meet this objective, communication must be rapid, authoritative, contextual and understandable and must use the means and channels most appropriate to its purpose. The communication Strategic Plan developed currently in OIE Headquarters should be a basis for that purpose.Outputs from this objective include authoritative statements on animal health, timely reporting of animal disease events, analysis of the animal health situation and epidemiologic trends worldwide, and scientific and public information on the state on animal health and animal welfare worldwide.
The period 2016 – 2020 will see:
A high level communications profile for the OIE based on use of social media tools, press releases and press conferences to respond to global events within its sphere of expertise and influence
In this regard, expanding OIE’s communication networks to contribute to discussions on social, economic and environmental values in relation to animal health and welfare
Precision analysis, interpretation and prediction of disease occurrences and epidemiologic trends on the part of the OIE to inform Members’ risk assessments and decision making
A strongly coherent interface between WAHIS1 and regional and/or national databases
The establishment of a learning platform to Member Countries to notify disease occurrences and strengthen the network of all the categories of the OIE national focal points
A substantial reduction of paper documents associated with the General Session and standards- setting activities
An evaluation of the sustainability and cost/benefit ratio of producing the OIE’s high quality paper- based publications.
STRATEGIC OBJECTIVE 3: ENSURING THE CAPACITY AND SUSTAINABILITY OF VETERINARY SERVICES National Veterinary Services provide the fundamental management system for animal health and welfare in Member countries2. National Veterinary Services must have the capacity and the sustainability to ensure the delivery of their outputs including inspection and certification of animals and animal products, control of the animal health and welfare situation ,the management of diseases at the animal-human-environment interface including transboundary diseasesand proper use of relevant veterinary drugs. This capacity and sustainability is linked to the integrity of the management system: its policies, procedures, staff, documentation and processes for auditing and evaluation, and its preparedness and response to emergencies and other critical situations. The outputs of this Objective are strengthened and well-structuredVeterinary Services with verifiable systems of governance, performance reporting, including evaluation and auditing, as well as improved application of OIE standards by Members.
This Strategic Objective has three main components:
1 WAHIS: World Animal Health Information System 2In addition to the official Veterinary Service, Veterinary Services include supporting structures such as laboratories, research and education establishments, extension services and private veterinarians. Veterinary Services may have public and private components. Ref Glossary of the Terrestrial Code
3 | P a g e V1_7 April 2014 The continual development of up-to-date standards and guidelines for the management of Veterinary Services and their components
Support (including capacity development)and technical advice to Member countries to enable them to implementand to meet these standards and guidelines, and
Policy advice including the mediation of disputes.
Under the first of these components, the OIE will continue to develop, renew and revise its standards and guidelines on the quality and evaluation of Veterinary Services, veterinary certification, veterinary legislation, education and public-private alliances, and its guidance on quality management, quality control, and management and technical requirements for laboratories conducting tests for infectious animal diseases.
The second of these components will see the OIE enter into the post-GAP analysis phase of capacity development with a view to the sustainability of the development process through the PVS3 pathway including assessments, gap analysis and legislative reviews as well as twinning programs for reference laboratories, collaborating centres, veterinary statutory bodies, veterinary educational establishments and the creation of regional or international vaccine banks. These capacity development activities will be funded principally by the World Animal Health and Welfare Fund, independent of the core budget of the Organisation. In view of the growth of OIE’s capacity development activities vis-à-vis its regular activities, the OIE will consider options aimed at sustaining both sets of activities at an optimal level, including the possibility of their functional separation.
Activities under this Objective include:
Improved policy advice in support of Veterinary Services
Expanding the scope of the PVS tool to cover official services dealing with veterinary public health, wildlife management services relevant to animal health (including aquatic animals), specific horse transboundary movements and animal welfare services
Improving the efficiency of documentation processes, including the use of electronic certification in conformity with internationals norms
Improving the processes for the development of public-private partnerships in support of Veterinary Services
Extending twinning arrangements between Reference Centres, EEV and VSB
Better defining the role of paraprofessionals and non-veterinary specialists, including their education and training
Ensuring preparedness and effective management of emergency situations related to natural disasters and potential intentional adverse events
Strengthening the adoption and implementation of OIE standards by all Members
Promoting the OIE mechanism for mediation of disputes.
In order to sustain this level of activity:
3PVS refers to OIE’s highly praised management evaluation tool for the Performance of Veterinary Services.
4 | P a g e V1_7 April 2014 aggressive collection of resources will continue using novel approaches as required to assure that the donor contribution level is sustainable over time
as with the General Budget, performance reporting will shift from activities-based to relevant easily measurable results in order to better demonstrate value for money
contingencieswill be developed to prioritize activities and identify elements that may need to be scaled back if funding levels decline.
THE CROSS-CUTTING AREAS 2016 – 2020
AREA A: SCIENTIFIC EXCELLENCE The foundation of the OIE’s reputation rests on the quality and objectivity of the science to which it has access and on which its standard setting, epidemiologic analysis, dispute mediation and other activities depend. Under the Fourth and Fifth Strategic Plans OIE’s procedures for the recognition of Reference Centres were harmonised and new criteria for recognition were established; rules for “twinning” were included in these procedures.
It is recognised that these changes did not go far enough especially in regard to the rapid developments in science and in new technologies with the possibility that Reference Centres recognised many years ago may no longer be at the leading edge of scientific developmentand because most of the OIE Reference Centres remain clustered in only a few Member Countries. Therefore, during the period 2016 to 2020 a comprehensive independent evaluation of existing OIE Reference Centres will be undertaken under the supervision of the Assembly and the relevant Scientific Commissions. The process of twinning between Reference Centres will be further encouraged.
Such an evaluation, in itself, will probably not be sufficient to ensure access to the best competence in new science and technology in a rapidly changing environment, across multiple disciplines and with suitable geographic diversity. The Sixth Strategic Plan will explore ways to guarantee access to this competence, in particular in focussing on the involvement of next generation scientists and those with “hands-on” experience in new technologies and forging new partnerships including with the private sector.
The OIE will continue to organize scientific conferences and workshops to address important topics and provide for the diffusion of knowledge on matters relating to animal health and welfare.
AREA B: DIVERSITY, INCLUSIVENESS, ENGAGEMENT, TRANSPARENCY OIE’s membership continues to grow, but there is concern that the “decision makers” within the membership are still limited to a small number of Member countries: the range of countries commenting on draft standards is a good indicator of this. It is essential that participation in the OIE’s decision-making processes should reflect the membership of the Organisation, the informed scientific opinion of specialists including those familiar with cutting-edge scientific developments and technologies, as well as the opinions of specialists in economic, social and environmental areas. It is also recognised thattheworking structures of the OIE should try to benefit more from a human resources strategy that embraces the more diverse demographic situation in veterinary medicine and other related disciplines This includes the Scientific Commissions, working groups, ad hoc groups and Headquarters and Regional staff. These issues will be analysed and considered during the period of the Sixth Strategic Plan.
In this regard, it is proposed that the Sixth Strategic Plan provides for the following:
5 | P a g e V1_7 April 2014 critically assess the duties of the current Specialist Commissions and Expert Working Groups to ensure they meet the organizations needs and adjust if warranted
determine the effectiveness of the working relationship between the Specialist Commissions to optimize their efficiency and effectiveness
prepare a list of the competencies required of each of the Specialist Commissions to assist OIE Members in the nomination and election process
review the current nomination and election procedures to ensure members have the information necessary to make informed decisions including an assessment of the performance of elected members, the establishment of term limits and the ability to draw upon a wider demographic base.
The OIE will also review its standards-setting and related processes to continue to improve their transparency, which in turn should encourage more inclusiveness. In particular, the primary technical information used in decision making will be made more systematically publically available in the relevant Ad Hoc Group reports to Specialist Commissions and Working Groups, subject to limitations related to the protection of intellectual property.
AREA C: GOVERNANCE This area formed part of the Fourth and Fifth Strategic Plans under the heading “Institutional Arrangements”. As noted above, the period of the Sixth Strategic Plan is expected to be marked by significant changes in the demography of the Organisation and the veterinary profession in general, and by continued accelerating technological changes. These challenges will impact upon the management of the Organisation through its statutory bodies and the Headquarters, Regional and Sub-Regional Offices. Moreover, there is greater demand from contributors to the OIE’s core budget for the highest levels of accountability and performance indicators in regard to the use of resources.
STATUTORY BODIES The Sixth Strategic Plan will address the engagement of veterinary and scientific experts in ad-hoc groups, working groups and staffing that is reflective of the demographics of the profession, where possible over time and using a flexible approach, while continuing to respect geographic and expertise parameters. It will also critically assess the duties of the current Specialist Commissions and Expert Working Groups to ensure they meet the organizations needs and adjust if warranted, and except for specific circumstances. Consideration will be given to the establishment of a policy establishing a pre-requisite of serving on ad-hoc expert groups or working groups before nomination to Specialist Commission to provide for experience in OIE processes and in building relationships and profile while working with experts from other geographic regions, and introducing for term limits for membership of the Scientific Commissions to ensure continued renewal of their scientific excellence.
RESOURCE PLANNING AND ACCOUNTING The Sixth Strategic Plan will build on the Organisation’s demonstrated strong financial management through the continued implementation of accrual accounting procedures at the Headquarters and Regional Offices and the constructive audits of the Regional Offices to confirm adherence to established policies and procedures. It will commit to the difficult task of demonstrating value for money for both Members and donors through clearly defined performance measures in the annual work plans and a greater emphasis on measurable results- based reporting, and will benchmark OIE processes and policies through a comparison with existing and recognized relevant best practices
6 | P a g e V1_7 April 2014 PARTNERSHIPS The Sixth Strategic Plan will continue to develop synergies and strong engagement with international institutional partners including the World Health Organization, the Codex Alimentarius Commission, the Food and Agriculture Organization of the United Nations (FAO), the World Bank, World Trade Organization, etc., in areas of common interest and continue to explore additional partnerships with other organizations as warranted. In particular, the OIE will continue to work with FAO and WHO, in the framework of the Tripartite partnership, in programmes such as: GF-TADS, eradication of FMD, PPR and Rabies, the alignment of the PVS with the International Health Regulations (IHR), coherence of international Reference Centres networks.
HEADQUARTERS AND REGIONAL/SUB-REGIONAL OFFICES A rolling five-year strategic human resources plan for the recruitment, retention and development of staff at the Headquarters and Regional/Sub-Regional offices based on different resource collection scenarios, will be proposed. New funding models and continuation of aggressive lobbying may need to be considered in order to meet expectations and program demands
There is growing pressure for organizations to demonstrate a commitment to environmentally friendly practices in the conducting of its business activities including the reduction of paper-based documentation and unnecessary travel given the alternatives of electronic publication and communication. The Sixth Strategic Plan will include proposals to make the best use of technology while taking into account the diversity of the capabilities of the OIE Members.
The Sixth Strategic Plan will also call for the establishment of a facilities and equipment plan, including the physical infrastructure and informatics systems, for the OIE Headquarters that supports the organizational needs envisioned in the plan and protects the equity of the OIE’s buildings.
7 | P a g e V1_7 April 2014 ANNEX:
DEVELOPING THE SIXTH STRATEGIC PLAN4
INITIAL STEPS OIE Council met in Berlin, 1-3 October 2013 to hold free-ranging, open discussion stimulated by an environemental scan and blueprint pathway in preparation for the development of the Sixth Strategic Plan. The general outcome of these discussions was that the Sixth Strategic Plan should have the following characteristics:
It should contain a revised statement of OIE’s strategic vision and its global goals
It should consolidate the Strategic Objectives contained in the Fifth Strategic Plan and align them to these goals
It should incorporate important cross-cutting issues in addition to these Strategic Objectives
It should be ambitious but not necessarily expansive
It should be flexible and enabling rather than prescriptive and allow for optional approaches, where possible, for implementation
It should take into account current and anticipated global trends and challenges affecting OIE’s operating environment
It should be developed with the engagement of all of the Members of the OIE.
Inputs from the OIE Regions and Member Countries were made available progressively through the Council members working both independently and in consultation with Regional Conferences. These inputs informed the drafting process, which began at the Council meeting in Paris, February 2014.
THE PLANNING ENVIRONMENT 2016-2020 The Berlin meeting of the Council identified the following global trends, challenges and opportunities that would be the drivers most likely to affect the development of the Sixth Strategic Plan and its implementation. This list is not definitive. The consultation process with Members may reveal additional factors, and other issues may arise during the planning period or during the implementation of the Plan.
GLOBAL TRENDS: Accelerated development of new technologies related to animal health and welfare
Expertise and competence in these technologies in the hands of a new generation of experts with a diversity of scientific disciplines
Accelerated use of, and rapid changes in, the means of communication
4 For information: This Annex will not form part of the Strategic Plan.
8 | P a g e V1_7 April 2014 The impact of climate change on eco-system health, biodiversity loss and the distribution of diseases, in particular vector-borne diseases
The increased use of private-sector standards in business-to-business transactions in animals, animal feed, food and other products derived from animals
Increased application of intensive agriculture, aquaculture, animal production and the introduction of GMOs
Increased recognition of the “One Health” approach to the management of health risks to both animals and humans, incorporating social, economic and environmental factors
Closer relationships between authorities in the fields of Biosecurity and Defence on bioterrorism
The entry-into-force of the Agreement on Trade Facilitation, in particular in dealing with notification of advance controls and inspections, test procedures, risk management and perishable goods.
CHALLENGES: Continuing (or increasing) financial constraints on governments, government services and international organisations
Greater competition for available resources and increased accountability to providers of these resources
Reduced role of governments vis-à-vis multinational and transnational organisations and the privatisation of services
Increased trade protectionism
Instability of government structures due to civil strife leading to uncontrolled movement of people, animals and animal products across borders
Emerging diseases and zoonotic events
OPPORTUNITIES: Build on the trust and reputation for integrity already inherent in the Organisation
Develop new mechanisms for ensuring the financial security of the Organisation
Design new mechanisms for direct country support
Adopt flexible approaches where possible for the resolution of technical issues
Adapt the Organisation (Headquarters staff and elected bodies) to the demographic situation in the veterinary profession and related health sciences
Find access to new competencies and sciences
Establish new networks, partnerships and institutional arrangements
COMMENTS RECEIVED
9 | P a g e V1_7 April 2014 As noted above, inputs from Regional Conferences and Member Countries were received progressively. The following comments have been received to date:
India (3-Jan-2014) Australia (15-Jan-2014) United Kingdom (30-Jan-2014) Malaysia (10-Feb-2014) Poland (12-Feb-2014) Japan (18-Feb-2014)
10 | P a g e V1_7 April 2014