1. Building organic expertise within the public sector

2. Political justification for building organic expertise within the public sector

3. The need for organic expertise within the public sector
Appointment of a “competent authority” (CA) for Organic Agriculture (OA): needs to be staffed with people knowledgeable in OA, or train existing staff.
Government staff preparing policies to support or regulate OA must have a good understanding of OA.
Create specific organic expertise within a public or semi-public institution  can serve as the go-to institution for all matters organic and coordinate between ministries and agencies.
CA can produce statistics, resources for the sector, policy recommendations, etc.
Can fulfill the role of public facilitator and knowledge hub for OA and ensure that government decisions are informed by organic experts working for the public interest.
A public institution specialized in OA can retain knowledge and carry out activities over many years with permanent funding.
Public interest: There are also many experts in the private sector but those might often have private interests at stake.

4. Possible ways to build organic expertise within the public sector

5. Build capacities on OA (1)
Broadly increase OA literacy throughout its personnel in relevant ministries & institutions AND/OR get a few organic experts in key positions (e.g. in the organic CA).
Several formats: in-person courses, workshops for staff, online learning, sending staff to attend international organic courses (e.g. IFOAM Academy Organic Leadership Courses).
Training programs can be part of an arrangement with an international development agency or intergovernmental cooperation project.  

6. Build capacities on OA (2)
Hiring organic experts to take on key positions
Dedicated unit within the Ministry of Agriculture, or specialized separate agency (e.g. Agence Bio, France)
Take advice on organic policy matters from national or international experts (e.g. IFOAM-Organics International): consultations whereby the expert works together with the government personnel on a given policy task – on the job capacity building.

7. Country examples

8. France: Agence Bio
Sections & task forces within the Ministry of Agriculture and the MoE. Additionally, government created in 2001 Agence Bio - the French Agency for the development and promotion of OA.
Non-profit institution that includes both public and private member organizations. Public members are various ministries. Private members are agricultural organizations including FNAB.
Agence Bio has 15 permanent employees and receives regular government funding. Its missions include promoting OA, monitoring the sector (statistics), supporting joint planning, administer some of the OA support scheme.
Public-private co-management = ensures continuity, specialization and independence in support to the OA sector.
MoE: Ministry of Environment.
FNAB: National Federation of Organic Agriculture

9. Other examples
USA: USDA organic literacy initiative: to educate USDA staff, especially field offices, extension agencies and other field-based service providers about OA. >1,200 employees took the online training.
Tunisia created 4 specialized organic central and regional level administrative government agencies and technical institutions.
Turkey built capacity in OA within competent authorities & government organic consultants through a bilateral technical cooperation project with Germany.
Mexico invested EUR 27,000 in the year 2009 for capacity building of government staff on OA.
USDA: United States Department of Agriculture

10. Pitfalls and challenges of this form of support

11. Lessons learned
With increased competence comes the risk for the competent authority to think it represents or fully understands the interests of the organic sector.
Crucial to recognize the need for broad consultations and for public-private partnerships in policy making and implementation.
Integrate organic experts from the private sector in governmental working groups and delegations to international meetings.
Mandate for an organic unit should be clear enough and have the backing from the higher level, to limit risks of internal politics affecting the mandate.
If rotation of staff is high (e.g. every time the administration is changed), expertise will be lost  creation of a special agency, separate from the ministry, can be a solution for continuity.

12. Thank you for your attention!
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