1. Prepared by David Bathrick Consultant XV Annual Meeting of the Board of Directors Ottawa, Canada, 5-6 March 2014 PROCINORTE Proposed Strategic Plan 2013-18

2. 1. Formed in 1998, Declaration, AAFC- ARS- INIFAP- IICA 2. Genetic Resources; Tropical and Sub-Tropical Fruits; Animal Health; and Plant Health, Library 3. Currently only mechanism available to use agricultural sciences to help solve trilateral problems of common concern in their agricultural sector (IICA 2009) 4. Most important results: 1.Networking of best and brightest 2.Valuable in-kind contributions 3.Including regulators in discussion: crop and animal health 4.Capacity building to Mexico for most Task Forces 5.Knowledge information sharing 6.Potential germplasm sharing 7.Outreach with new projects i.e. mango in Haiti, Latin American participants in workshops 8.Long process to agree/advance: now in place and with potential to deepen/broaden its agenda PROCINORTE OVERVIEW

3. 1. Food security and poverty in rural sector of LAC 2. NAFTA and expanding trade agreements with LAC 3. Some LAC countries becoming strong competitors 4. PROCINORTE institution’s budgetary and institutional dynamics a.Changes in AAFC, Growing Forward, CIDA b.Budgetary issues at USDA and USAID c.Mexican budgetary increases and some institutional challenges d.Budget issues in IICA 5. IICA as supporter of PROCINORTE 6. LAC falling behind in investments for innovation, R&D 7. Declining support from traditional donors – USAID, CIDA, IDB, World Bank 8. Challenges and opportunities for PROCINORTE to support innovation, R&D in LAC OVERARCHING ENVIRONMENT

4. 1. Questionnaires to Board and Task Force members 2. Selected interviews 3. Review of PROCINORTE documents 4. Review of current literature 5. Discussion with IICA staff 6. Reflection 7. Proposal and discussion with IICA 8. Draft for your consideration THE PROCESS – CONSULTATION EXPIRING STRATEGIC PLAN 2010-13

5. BOD’s Opinions Regarding PROCINORTE’s Contributions Developed a collaborative structure demonstrating that common topics can be better addressed across borders. Strengthened research problems within a trilateral win:win:win context. Has facilitated an exchange of experiences, information, and training among some of the region’s institutions. Has made possible the realization of combined activities among some of the participating institutions which have problems of mutual interest. Has mobilized some of the best people and moved forward over time in spite of increased issues and obstacles. Program‘s breadth is its merits and has developed a base of confidence that has leveraged the best national talents. Advanced a broad base of core issues and topics. Has become a special, trilateral scientific organization to address common problems in ways that add value.

6. BOD’s Opinions Regarding PROCINORTE’s Weaknesses and Limitations The impact of the activities developed is limited. There is no strategy to establish a program or activity that provides for a broader participation of related public and private institutions. Although the priorities are intended to influence the region and the hemisphere, PROCINORTE has not played a leadership role in their definition. The BOD meets only at the annual meeting with little opportunity or means for follow up. TF leaders and scientists have their national-level work responsibilities and are increasingly stretched such that PROCINORTE’s activities do not always advance. PROCINORTE lacks appropriate visibility at the policy level and base that must be broadened. It shows promising potential but is such a fragile structure. There are insufficient financial resources directed to advance the core initiatives. There is a lack of interest to resolve growing issues and problems of broader interest. There is a need to advance diverse opinions and conditions constrains operations

7. 1. Basic framework is in place 2. Proposed Mission: In the increasingly interconnected national, regional, and world economy that NAFTA and globalization have created, mutually strengthen agriculturally related governmental and stakeholder collaboration in research, development, and policies to: 1) enhance sector productivity and competitiveness needs; 2) improve food safety and plant and animal health, and 3) assist on related capacity building needs. This is to be advanced via increased supportive links with the North American and other Western Hemisphere countries plus corresponding regional and global research and development networks. 3. Five year proposal to be revisited in year 3 THE PROPOSAL

8. TACTICAL AND OPERATIONAL AGENDA 1. Broadening National-Level Institutional Support and Raising Visibility Proposed responses: a.Formation National-Level Advisory/Steering Support Group b.Update declaration 2. Improving Message Outreach System Proposed responses: Distribute AchievementsDistribute Achievements Make Presentations to Key Stakeholder/Support Institutions and Prospective Supporters and AdvocatesMake Presentations to Key Stakeholder/Support Institutions and Prospective Supporters and Advocates At Annual Meetings carry out virtual sessions with broader audience to review products and progressAt Annual Meetings carry out virtual sessions with broader audience to review products and progress

9. TACTICAL AND OPERATIONAL AGENDA 3.Intensifying Efforts To Augment Funding Proposed responses: a.Visits by IICA’s DG to key BOD and leaders and related governmental leaders b.Restore/ensure IICA’s core funding levels for minimum three year c.More agile budget approval and fund release processes d.Solicit funding support from a variety of entities e.Complementary research support activities with USDA/NIFA and others

10. TACTICAL AND OPERATIONAL AGENDA 4. Program Operations and Organizational Adjustments Proposed responses: Possible Broader Range of Task Force Topics Quarterly follow up meetings with national members to review progress/provide recommendations to Task Forces BOD conduct quarterly Skype review/follow up to advance policy, strategic, and operational issues as needed Task Forces annual meeting follow ups Expanded institutional contacts Ancillary Support from IICA Representatives in Northern Region

11. CONCLUSION PROCINORTE is confronting a major cross roads period at a time when funds are becoming scarcer yet agricultural production and trade issues become more critical in light of climate change and a growing population. It is time to prudently reflect on the complex circumstances and on the good work advanced by PROCINORTE’s dedicated scientific and management cadre to date. The time is now to press forward with a strategic tri-lateral focus with its accompanying operational challenges to advance more aggressively and productively the PROCINORTE’s Mission.