A closer look at how the Americas’ are advancing the WTO/SPS Agreement: A closer look at how the Americas’ are advancing the WTO/SPS Agreement


The System of Multilateral Trade has Established Rules for International Commerce: The System of Multilateral Trade has Established Rules for International Commerce


The importance of the WTO/SPS agreement for countries in the Americas : The importance of the WTO/SPS agreement for countries in the Americas Others Countries 78% Americas 22% WTO Membership Americas* Others Mar / 2000 Mar / 2001 Mar / 2002 Mar / 2003 Mar / 2004 * Trade issues raised directly or support affirmed when raised by other countries Trade issues raised in the WTO/SPS Mar / 2005


Slide4: “Capital” participation from the Americas in the WTO/SPS committee * Representation from the country capital (Does not include permanent Geneva based missions) Participation from Capital* Start of the “SPS of the Americas Initiative” 0 5 10 15 20 25 30 35 Jun-00 Mar-01 Mar-02 June 2000 – June 2002


“SPS of the Americas” Initiative: “SPS of the Americas” Initiative Objectives: Increase “capital” participation in the WTO/SPS committee, Improve implementation at the national level Initial time horizon: 1 year (October 2002 to October 2003) Actual time execution: 2 years (October 2002 and counting)


Slide6: Results of the SPS of the Americas Initiative: Capital Participation in the WTO/SPS committee Participation from Capital* All countries (June 2000 – Mar 2005) Start of the “SPS of the Americas Initiative” * Representation from the country capital (Does not include permanent Geneva based missions)


Slide7: SPS of the Americas Initiative: Increasing national & hemispheric capacity


Slide8: Participation in the WTO/SPS Committee by sector Agriculture 58% Commerce 36% Health 6% Beneficiaries of the “SPS of the Americas Initiative” Oct 2002 – Mar 2005


Slide9: % Increase in notifications to the WTO/SPS comparing before and after the Initiative June 2000-2002 Versus October 2002-June 2004


Other qualitative results of the SPS of the Americas initiative: Other qualitative results of the SPS of the Americas initiative Increased awareness of the importance of SPS Bilateral discussions in Geneva between capital experts Regional discussions and selected coordination Interventions made within the WTO/SPS committee Establishment of collaborative mechanisms between the capital and the Geneva missions Bilateral discussions on trade issues with other countries


Survey conducted in 2004: Survey conducted in 2004 A survey was conducted on the basis of five characteristics of developing countries actively involved in the Committee. Coordination Capital – Geneva National coordination Priority topic for decision makers Personnel assigned to topic Resources allocated


Existence of mechanisms for linking the capital and Geneva: Existence of mechanisms for linking the capital and Geneva Mechanisms 68% No mechanisms 32% Channels for communication between the capital and Geneva are essential for monitoring the activities of the SPS Committee of the WTO


Existence of personnel responsible for SPS in capital: Existence of personnel responsible for SPS in capital Personnel 58% No personnel 42% In the countries, at least one person must be responsible for and authorized to take action in connection with SPS.


Capacity to finance participation in SPS Committee: Capacity to finance participation in SPS Committee No financial capacity 77% Financial capacity 23%


Politicians and specialists with decision-making power must include SPS among strategic topics.: Politicians and specialists with decision-making power must include SPS among strategic topics. Not a priority 50% A priority 50% Priority attached to SPS in country


Four progressive levels of providing assistance and building capacity : Four progressive levels of providing assistance and building capacity Functional Capacity Sustainable Leadership Information/ Awareness Assessment/ Consensus Passive Dynamic


Example of Sustainable Leadership: The Executive Leadership in Food Safety (ELFS) Series: Example of Sustainable Leadership: The Executive Leadership in Food Safety (ELFS) Series Enhance Technical Expertise Strengthen Leadership Skills Form Support Networks (Community)


Results of the Executive Leadership inFood Safety (ELFS) Series: Results of the Executive Leadership in Food Safety (ELFS) Series INDIVIDUAL Projects Enhanced Leadership Alliances Community Actions Resource Network Joint Initiatives


Conclusions: Conclusions Functional Capacity Sustainable Leadership Information/ Awareness Assessment/ Consensus Capacity building is more than providing information and money Traditional training and information seminars have limited returns A commitment and investment is needed of all stakeholders Sustainable capacity building requires creativity and leadership