RS - BIOFIN Strategy Description of NBA Docx Updated 19 Sept

NATIONAL BIOSECURITY AGENCY
Biosecurity Our Business Our Responsibility
STRATEGIC PLAN 2018 - 2022

Destination 2022 – NBA Strategic Plan 2018- 2022
CONTENTS PAGE
WELCOME TO DESTINATION 2022 1
INTRODUCTION 2
FOUNDATIONAL SECTOR ANALYSIS 3
MISSION VISION AND STRATEGIC OBJECTIVES 4
SWOT MATRIX 5
STRATEGIC CHOICES 8
SWOT OBJECTIVE AND STRATEGY FRAMEWORK 9
THE PRIORITY AREAS AND UNDERPINNING PROJECTS 11
PROJECT DETAILS 15
STRUCTURE AND IMPLEMENTATION ARRANGEMENTS 22
PERFORMANCE MONITORING AND EVALUATION 23
CHANGE MANAGEMENT 25
THE INVESTMENT PLAN 30
THE STAKEHOLDERS 30
ANNEX 01: NATIONAL BIOSECURITY POLICY 31
ANNEX 02: THE NATIONAL INVASIVE ALIEN SPECIES STRATEGY FOR SEYCHELLES 2011-2015 33
i
Welcome to Destination 2022

Dear Partners,
The conservation and protection of our biodiversity and endemic heritage from biosecurity threats is a core pillar of Seychelles
sustainable development strategy. The multiple threats associated with alien invasive species (IAS) have direct implications to both
our natural ecosystem and production sectors. This is because IAS can outperform our natural fauna and flora for space and nutrients,
as well as creating additional negative pressure on the value creation process in the production sectors, notably in the agriculture and
forestry industries.
According to a UNDP report (Mainstreaming Biosecurity Project), Seychelles is part of a recognized Global Conservation Hotspot made
up of Madagascar and the other Indian Ocean Islands, which collective house 11,600 species of endemic plants. The Seychelles
umbrella of endemic species covers 250 indigenous flora of which 54 taxa are now considered threatened. The same report states
that Seychelles has 30 endemic taxa of birds, including 8 that are classified as globally threatened.
Whilst we have reasons to be proud of our strong conservation drive and achievement to safeguard our biodiversity and endemic
heritage, we must also be cognizant of the challenges that we face as we try to anchor conservation into our development plans, and
open our boarders to increased trade and travel. The recent introduction of melon fruit fly, spiraling white fly, coconut whitefly, papaya
mealy bug in the Seychelles ecosystem, and their resulting negative economic, ecologic and social impacts are still reminders of the
consequences of biosecurity threats.
As the Chief Executive Officer of the newly established National Biosecurity Agency (NBA), I am grateful for the collective leadership
and support of all our partners for flagging and championing the agenda of biosecurity at national and international levels.
The remodeling of the Biosecurity Agenda was prompted by the need to converge all biosecurity regulatory components under one
central piece of legislation and one semi-autonomous body to bring about more synergy in the local biosecurity system. Strategy
2018-2022 is the updated version of strategy 2015-2019. It is built on four key strategic objectives and five priority areas to provide
the Agency with coherent direction, roadmap, and framework upon which to focus our resources and effort during the next five years.
Mr. Marc Naiken (CEO)
1
Introduction
The introduction of IAS and other biosecurity threats into Seychelles has always been linked with trade, agriculture, and movement of
people. However, the risks associated with IAS have increased significantly over the years with over ten serious cases of IAS incursion
as a result of the growth in trade and movement of people resulting in more channels for IAS introduction.
In response to the biosecurity threats, the first biosecurity policy was drafted in 2011 capturing eight main policy statement, followed
by the National Invasive Alien Species (Biosecurity) Strategy 2011 -2015 for Seychelles. The Animal and Plant Biosecurity Act was
enacted in 2014, to provide the legal framework for the establishment of the National Biosecurity Agency. The first NBA 2015- 2019
Strategy was prepared in 2015 as part of a comprehensive package of interventions under the project title “mainstreaming biodiversity
management, including the prevention and control measures for Invasive Alien Species, across the Production Landscape of Seychelles”
centred around three main gaps: capacity deficits at the systemic level; limited capacities at the institutional level; and technical
capability. The project was funded by GEF 5 in partnership with UNDP and the government of Seychelles.
Strategy 2022 provides a refreshed perspective of the new trends and biosecurity threats at national, region and global level and it
articulates our priorities over the next five years. It articulates how the Agency would organise and set about delivering an effective
biosecurity service in the country and it leverages and stretches on the mandates of the Agency as stipulated in the Animal and Plant
Biosecurity Act 2014. The strategy will also form the basis for resource mobilisation and capacity development of the Agency and those
involved in the biosecurity sphere in the country. The strategic plan will be reviewed periodically during the term to adapt to emerging
forces and issues in the biosecurity landscape.
2
Foundational Sector Analysis

The agenda of biosecurity and invasive alien species is captured in a number of governance instruments as listed below:
 Seychelles National Food and Nutrition Security Policy 2013
 The National Biosecurity Policy of 2011 (Annex 01);
 The National Invasive Alien Species (Biosecurity) Strategy for Seychelles 2011-2015;
 The Animal and Plant Biosecurity Act 2014;
 The NBA 2015- 2019 Strategy;
 Seychelles National Agriculture Investment Plan
 The International Plant Protection Convention (IPPC);
 The Convention on Biological Diversity (CBD);
 The World Organisation for Animal Health (OIE)
 WTO SPS Agreement.
Those documents articulate the key policy directions and enabling strategy and actions to deal with the threat of biosecurity incursion and
propagation and are the main points of reference for NBA 2018 – 2022 strategy.
3
Our Mission
To protect the biodiversity of Seychelles, and the agriculture and fisheries sectors from new and existing biosecurity threats within an
increasingly globalized trading environment.
Our Vision (Destination 2022)

We are a fully articulated effective biosecurity system with a network of highly-engaged stakeholders.
Our Core Values

 We believe in Seychelles First as our primary corporate responsibility is to protect the national territory from invasive alien species.
 We are committed to upholding the true spirit of the Animal and Plant Biosecurity Act.
 We value our partnership with our strategic partners and our local talents and we believe in making the right investment to attract and
retain the best in class.
Strategic Objectives (Our Picture of Success)

Our picture of success brings more clarity to our vision and provides us with a framework to target key deliverables underpinning our
vision and serves as a means to measure progress and success.
MONITORING AND INTERVENTION
• To achieve a zero tolerance with regard to the introduction and spread of Invasive Alien Species.
SERVICE DELIVERY LEVEL
• To achieve an overall customer satisfaction rating of not less than 75% across all portfolio of services and to improve cost recovery
initiatives.
FULL COMPLIANCE
• To fully comply with all local biosecurity legal and regulatory requirements and international standards and obligations.
4
A PRODUCTIVE NETWORKING
• To build a strategic network of highly engaged and biosecurity concerned partners and to benefit more from our local, regional and
international affiliations.
The SWOT Matrix
Favorable Factors Challenging Factors
Internal Core Strengths Major Weaknesses

Environment
 Availability of a core pool of experienced  Shortage of mission critical resources
professional There are shortages of mission critical resources
There is a small pool of experienced local (specialists, technicians, facilities technology) to cope
professionals in the field of biosecurity around which with the increasingly enlarged portfolio of
a bigger team of biosecurity specialists and responsibilities resulting in challenges in national
technicians could be built to improve the surveillance, emergency response, diagnostic
organizational capacity, capability and core capability, risk assessment, and work/life balance.
competences.
 Gaps in term of Inter-organisation coordination
 Stronger sense of purpose and compliance There are still gaps in terms of inter- organisation
There is the emergence of a stronger sense of purpose coordination to facilitate proactive and rapid response
and commitment to enforce the legal provisions of the to biosecurity threats.
Biosecurity Act and improved capacity to educate the
trading community and general public about  Single source of financing mechanism
biosecurity threats and mitigation best practices. The main source of revenue for NBA’s operating and
capital expenditures is from the central budget and as
• Availability of governance instruments such the Agency is naturally dependent on government
There are governance instruments in terms of policy, financing mechanism.
legal framework and institutional arrangement and a
documented system of working to guide the business
processes and procedures of the Authority.
5
External Major Opportunities Major Threats

Environment
 Presence of political commitment  Increasing biosecurity risk due to growth of global
There is a growing political interest and commitment trade and movement of people
at national and international level to elevate the risk The increasing movement of people and trade (both
recognition and priority that biosecurity threats pose volume and diversification) to and from Seychelles to a
to global trade and movement of people and the larger number of countries draws with it more
political will to invest more in preparedness and biosecurity risks.
response strategies.
 High number of biosecurity intrusions in environment
 Opportunity to leverage local and international and production landscape
networks The accidental introduction of a high rate of incidents
The ratification of Seychelles’ membership in regional of invasive alien species (IAS) over the past ten years
and global trading blocks offers the Agency the continues to challenge the Authority’s resources and
opportunity to leverage additional resources and also has significant socio-economic consequences.
know-how from local and overseas partners to
support its programs and projects.  Gaps in border control
There are border control gaps namely on inner and
The emergence of a number of ecosystem outer islands where biosecurity checks are not
conservation and protection centric Non -Government thoroughly conducted and can constitute easy
Organisations, and Community Based Organisations pathways for biosecurity threats.
in Seychelles and outside Seychelles provides the
backbone that could form the building blocks of an Climate change and more aggressive IAS
effective network of partners to co-drive the local The impact of climate change and other factors will
biosecurity agenda. continue to breed the development of more virulent
and aggressive invasive alien species in the local and
global ecosystem and production landscape.
6
 Low level of public education about biosecurity risks

A large majority of the local population is still not fully
aware and concerned with biosecurity threats and
continues to operate within the crevices of the system,
backed by a culture of rewarding exotic species rather
than endemic ones which encourages more
importation and smuggling activities of exotic species.
 High density livestock production system

There is a trend towards high density production
especially in livestock area and if left unsupervised
could lead to higher risk of epidemic cases.
 Unsupervised use of genetic materials

There is an increase in
uncoordinated/unregulated/unsupervised/uncertified
usage of genetic materials and veterinary products in
crop and livestock production without clear risk
profiling checks.
7
The Strategic choices (The Priority Areas)

Our strategic choices (priority areas) have been formulated from the analysis of the SWOT profile captured following the internal and
external analysis of our business in alignment with our mission, vision and strategic objectives. We have identified five priority areas to
ensure the right mix of workload and to stay focus on our core purpose and vision.
1. INCREASE SURVEILLANCE MONITORING AND INTERVENTION PROGRAMS

Increase the volume of surveillance, monitoring and intervention programs (baseline of 2017 figures) to improve the level of
preparedness and rapid response to potential and existing biosecurity threats.
2. REMODEL SERVICE DELIVERY SYSTEM

Remodel the service delivery system to facilitate trade, compliance, cost recovery and customer satisfaction.
3. MEET COMPLIANCE OBLIGATION

Invest in mission critical resources to meet WTO Sanitary and Phytosanitary Standards and other international obligations.
4. BUILD STRATEGIC NETWORK

Build effective partnership and network development with local and international entities to elevate the organizational capability and
competency to deal with more complex biosecurity problems.
5. INVEST IN PUBLIC EDUCATION AND ENGAGEMENT

Invest in public education programs and projects to instill a greater level of public sensitivity and positive behavioral change in
response to the real threat of biosecurity intrusion in the local ecosystem and the production landscape.
8
The SWOT, Objective and Strategy Framework
Favorable Factors Strategic Objectives Challenging Factors

Major Opportunities & Strengths Picture of Success Major Threats and Weaknesses
 Presence of political commitment; • Zero tolerance with regard  Increasing biosecurity risk due to growth of global trade
 Opportunity to leverage local and to the introduction and and movement of people;
international network; spread of Invasive Alien  High incidents of biosecurity in environment and
 Availability of a core pool of Species; production landscape;
experience professional; • Customer satisfaction  Gaps in border control;
 Stronger sense of purpose and rating of not less than 75%  Climate change and more aggressive biosecurity
compliance; across all portfolio of threats;
• Availability of governance services and improved  Low level of public education about biosecurity risks;
instruments. cost recovery initiatives;  High density livestock production system;
• Full compliance;  Unsupervised use of genetic materials;
• A productive network of  Shortage of mission critical resources;
partners.  Gaps in term of inter-organisation coordination;
 Single source of financing mechanism.
The Strategic Choices

1. Increase the volume of surveillance monitoring and intervention programs (baseline of 2017 figures) to improve the level of
preparedness and rapid response to potential and existing biosecurity threats;
2. Remodel the service delivery system to facilitate trade, compliance, cost recovery and customer satisfaction;
3. Invest in mission critical resources to meet WTO Sanitary and Phytosanitary agreements and other international obligations;
4. Build a productive partnership and strategic network with local and international entities to elevate the organizational capability
and competency to deal with more complex biosecurity problems;
5. Invest in public education programs and projects to instill a greater level of public sensitivity and positive behavioral change in
response to the real threat of biosecurity intrusion in the local ecosystem and the production landscape.
9
10
The Priority Areas and Underpinning Projects
Priority Area 1
INCREASE SURVEILLANCE MONITORING AND INTERVENTION PROGRAMS
Increase the volume of surveillance, monitoring and intervention programs (baseline of 2017 figures) to improve the level of preparedness
and rapid response to potential and existing biosecurity threats.
The underpinning enablers are:

1. Review and update the biosecurity surveillance, monitoring and intervention programs for the period 2018 -2022 to close the pre-
border, border and post-border gaps;
2. Update the manpower need assessment and business case for additional specialists and technicians to complement the core team;
3. Recruit additional headcounts to complement the core team and activate the surveillance, monitoring and intervention programs;
4. Build a team of 25 trained Biosecurity Representatives (BP) and 10 Designated Biosecurity Officers (DBO) to increase surveillance
and monitoring capacity especially in areas which may not be practically possible to have full time NBA’s employees (inner and
outer islands).
11
Priority Area 2
REMODEL SERVICE DELIVERY SYSTEM
Remodel the service delivery system to facilitate trade and compliance, cost recovery and customer satisfaction.

1. Conduct a survey to improve NBA’s understanding of the needs and the expected service level of its customers;
2. Conduct a study to assess the feasibility of an upward price revision of the services provided by NBA;
3. Implement corrective actions to better respond to gaps in service delivery within the framework of trade facilitation, compliance,
cost recovery and customer satisfaction;
4. Build an electronic communication platform with basic self-service functionalities to increase public access to information and
greater efficiency of the system and less bureaucratic cost;
5. Remodel the existing Small Animal Health Services Unit to tap into the growing demand for such services.
Priority Area 3
MEET COMPLIANCE OBLIGATION
Invest in mission critical resources to meet WTO Sanitary and Phytosanitary (SPS) Standards and other international obligations.

1. Recruit one Trade Relationship Officer to handle WTO affairs and trade support services;
2. Set up a multi-disciplinary team to prepare Seychelles to meet WTO-SPS Agreements and Standards;
12
3. Strengthen partnership with importers and exporters to ensure that they are aware of the new Animal and Plant Biosecurity Act
and that they consistently meet at legal requirements.
4. Invest in mission critical facilities (laboratory, Incinerator, Dog Pounds, Quarantine for large and small animals).
5. Implement the OIE Performance of Veterinary Services (PVS) Pathway missions recommendations (the aim of the PVS is for
veterinary Services to attain the minimum international standard);
6. Adoption of the biosecurity ASDS mission report – Sub-component 2.4: Enhanced Provision of effective biosecurity services
Investment activities
A: Consultancy services;
B: Studies and surveys;
C: Institutional training and capacity building;
D: Biosecurity service delivery Improved and enhanced.
Priority Area 4
BUILD STRATEGIC NETWORK
Build a productive partnership and strategic network with local and international entities to elevate the organizational capability and

1. Prepare a matrix of the required strategic resources and competences with clear sourcing strategies (do it alone or through
cooperative strategies);
2. Proactively expand NBA’s external network to enrich its organizational resource base and key competences especially in the areas
of diagnostic and rapid biosecurity containment;
3. Develop a national framework to coordinate biosecurity issues and biosecurity research activities, data sharing and information
management and review the Biosecurity Operations Manual Version 4.0 and prepare a protocol of alliance and collaboration to
guide and improve the operational effectiveness of NBA with its strategic partners (Seychelles Agriculture Agency, Seychelles
13
Fisheries Authority, Ministry of Environment, Energy and Climate Change, Department Risk and Disaster Management, Island
Development Company, Ministry of Health, University of Seychelles) to mitigate the risk of duplication or breakdown in
surveillance, monitoring and control of biosecurity threats.
Priority Area 5:
INVEST IN PUBLIC EDUCATION AND ENGAGEMENT
Invest in public education programs and projects to instill a greater level of public sensitivity and positive behavioral change in response to
the real threat of biosecurity intrusion in the local ecosystem and the production landscape.

1. Prepare periodical e-newsletter to communicate biosecurity news and issues to engage the target audience;
2. Prepare short documentaries on the subject of biosecurity for on-line distribution and in other important locations to anchor the
message of biosecurity threats;
3. Prepare signage of biosecurity threats and best practices and distribute them in key locations to improve awareness and interest in biosecurity
matters;
4. Introduce the subject of biosecurity in the national curriculum to create a sustainable low-cost program of awareness and interest;
5. Review the judging criteria and reward scheme employed during the National Agricultural and Horticultural Show to promote the
value of endemic plants and animals instead of exotic ones.
14
Project Details –Timeline, Budget and Indicators
Priority Area and Enablers Timeline Budgetary Indicators Baseline Target

Estimate
(SR)
Priority Area 1 Containment of existing 2017 No more

INCREASE SURVEILLANCE MONITORING AND 2018 biosecurity incidents distribution map geographical
2022 of key incidents spread
INTERVENTION PROGRAMS
Increase surveillance monitoring and intervention No new biosecurity Average of 3 0
case in ecosystem. cases per year
programs (baseline of 2017 figures) to improve
preparedness and rapid response to potential and
existing biosecurity threats.
1. Review and update the biosecurity surveillance, 2018- Number of surveillance, 2017 baseline A significant
monitoring and intervention programs for the 2022 2.8 milli0n monitoring and statistics increase in
+25%/year intervention programs. frequency in all
period 2018 -2022 to close the pre-border, border three programs
and post-border gaps. Capex 6
million
inventory
2. Update the manpower need assessment and 2018 - 1 Number of specialists 2017 headcount Increased number
business case for additional specialists and 2022 million/year and technicians and number of of specialists and
Total 5 employed and Associates technicians of both
technicians to complement the core team employees and
4 experts million Associates
Associates
3. Recruit additional headcounts to complement 2018- OPEX 2.5 Number of specialists 2017 headcount Increased number
the core team and activate the surveillance, 2022 million and technicians and number of of specialists and
0.5 m/year employed and Associates technicians of both
monitoring and intervention programs employees and
Associates
Associates
4. Build a team of 25 trained Biosecurity 2018 - CAPEX 200K Number of BP and DBO 0 25 BR
Representatives (BP) and 10 Designated 2019 100k/year in the extended 10 DBO
Biosecurity Officers (DBO) to increase network.
15
surveillance and monitoring capacity especially in

areas which may not be practically possible to
have full time NBA’s employees (inner and outer
islands);
Priority Area and Enablers Time Budgetary Indicators Baseline Target

line Estimate
(SR)
2018 Aggregate Customer 53% 75%

Priority Area 2 2019 Satisfaction
REMODEL SERVICE DELIVERY SYSTEM Self-generated Revenue 500,000 +15% CAGR
Remodel the service delivery system to facilitate trade Number of SPS TBC 100%
compliance, cost recovery and customer satisfaction. compliant import &
export
1. Conduct a survey to improve NBA’s understanding of 2018 CAPEX A list of well-defined Anecdotal A list of well-
the needs and the expected service level of its 100K service level defined service
customers; specifications level
specifications
2. Conduct a study to assess the feasibility of an upward 2018 CAPEX Approved revised price 2017 Price List Approved revised
price revision of the services provided by NBA; 100K list price list
3. Implement corrective actions(process) to better 2019 CAPEX Number of service TBC TBC
respond to gaps in service delivery within the 2020 500K improvement initiatives
framework of trade facilitation, compliance, cost 250k/year
recovery and customer satisfaction; (OPEX covered
under 1.3)
4. Build an electronic communication platform with 2020 CAPEX On line service platform 0 1
basic self-service functionalities to increase public 300K 0 25% of total
access to information and greater efficiency of the transactions
16
system and less bureaucratic cost including online Number of people using
paying system; the site.
5. Remodel the Animal Health Services to tap into the 2019 CAPEX 2017 distribution No more
Containment of existing
growing demand for such services. 2020 5million map of key geographical
biosecurity incidents
2.5 incidents spread
million/yea
r 0 0
No new biosecurity
case in ecosystem.
Customer satisfaction 53% 75%
rating

Estimate
(SR)
Implementation of OIE PVS Achievement of

Priority Area 3 2018
Gap Analysis and Evaluation desired level of
MEET COMPLIANCE OBLIGATION 2021
Veterinary Legislation advancement (DLA)
Invest in mission critical resources to meet WTO Support missions
Sanitary and Phytosanitary Standards and other recommendations
international obligations. Adherence to IPPC Some gaps Full compliance
standards
1. Recruit 2 Trade Relationship Officer and related 2018- OPEX Number of headcount 0 1
data collection and management to handle WTO 2022 1500K
affairs and trade support services. 350k/year
17
2. Set up a multi-disciplinary team (SPS, Biosecurity 2018- OPEX 720K Multi-disciplinary WIP A productive multi-
committees) to prepare Seychelles to meet WTO 2022 team disciplinary team
Sanitary and Phytosanitary Agreements and in place
Obligations.
3. Strengthen partnership with Clearing Agencies and 2018 OPEX Number of training 1 2
Shipping Companies and Airlines representative to 2022 250K interventions held.
ensure that they and their business associates are
aware of the new Animal and Plant Biosecurity Act Number of non- 0
and that they consistently meet at legal compliance cases
registered
requirements.
4. Invest in mission critical facilities (laboratory, 2018 CAPEX Number of mission WIP Number of mission
Incinerator, Scanner, to break it down) Dog 2022 40 million critical facilities critical facilities as
Pounds, Quarantine for large and small animals). per International
See Annex 01 standards
5. Implement the OIE &IPPC Performance of 2018- 2million Compliance to Non - Full Compliance
Veterinary and Plant Protection Services Pathway 2022 400kper International compliant
missions recommendations (the aim of the PVS is year Requirement status
for veterinary Services to attain the minimum
international standard);
6. Adopt of the biosecurity ASDS mission report – Sub- 2019 TBC TBC TBC TBC
component 2.4: Enhanced Provision of effective -2020 Research
biosecurity services 600kper
a. Investment activities year opex
Fumigation
b. A: Consultancy services;
building
c. B: Studies and surveys;
750k capex
d. C: Institutional training and capacity
building;
e. D: Biosecurity service delivery Improved and
enhanced.
18

Estimate
(SR)
2018 Contribution to TBC 50% of CAPEX

Priority Area 4 2021 CAPEX
BUILD STRATEGIC NETWORK Contribution to TBC 50% of required
Build a productive partnership and strategic network with local and pool of specialist specialists as
cadre Associates
international entities to elevate the organizational capability and
Number of non- 2 Indeterminate
CAPEX
interventions
received from
Network to deal
with complex
biosecurity
problems
1. Prepare a matrix of the required strategic resources and 2018 Capex A list of strategic Undocum Documented
competences with clear sourcing strategies (do it alone or 150k resource and ented
through cooperative strategies); competences with
sourcing option
2. Proactively expand NBA’s external network to enrich its 2018 OPEX Contribution to TBC 50% of Yearly
organizational resource base and key competences especially in 2022 50k/year CAPEX CAPEX
the areas of diagnostic and rapid biosecurity containment; Contribution to pool TBC 50% of specialist
of specialist cadre cadre as
Associates
3. Develop a national framework to coordinate biosecurity issues 2021 CAPEX Research Not in Framework in
and biosecurity research activities, data sharing and information 2022 500K coordination policy place place
management and review the Biosecurity Operations Manual 250k/year and protocol
Version 4.0 and prepare a protocol of alliance and collaboration
to guide and improve the operational effectiveness of NBA with Existence of a Not in Database in place
central data place
19
its strategic partners (SAA, SFA,MFA MEECC, DRDM, IDC, MoH, repository on
Unisey) to mitigate the risk of duplication or breakdown in biosecurity
surveillance, monitoring and control of biosecurity threats. Updated Operations Version 4 Version 5
Manual with
alliance and
collaboration
protocol

Estimate
(SR)
2018 Number of TBC

Priority Area 5: 2022 educational
INVEST IN PUBLIC EDUCATION AND ENGAGEMENT materials produced
Invest in public education programs and project to instill a greater Size of distribution 500 sites
level of public sensitivity and positive behavioral change in channel
response to the real threat of biosecurity intrusion and
establishment in the local ecosystem and production landscape.
1. Prepare periodical e-newsletter to communicate biosecurity news 2018 OPEX Number of editions 0 2 editions
and issues to engage the target audience; 2022 50K/year produced yearly
Size of distribution 0 500
channel
2. Prepare short documentaries on the subject of biosecurity for on 2019 CAPEX Number of 0 10
line distribution and in other important locations to anchor the 2020 200K documentaries
message of biosecurity threats; produced and
distributed
Size of distribution 0 50
channel
20
3. Prepare signage of biosecurity threats and best practices and 2018- CAPEX Number of sites 25 100
distribute them in key locations to improve awareness and 2022 100K/year
interest in biosecurity matters;
4. Introduce the subject of biosecurity in the national curriculum to 2020 CAPEX Number of teaching 0 3 teaching aids
create a sustainable low-cost program of awareness and interest; 150k aids developed and per school
incorporated in
national curriculum.
5. Review the judging criteria and reward scheme employed during 2018 No Revised judging Revised
the National Agricultural and Horticultural Show to promote the additional criteria of National Judging criteria
value of endemic plants and animals instead of exotic ones. cost Agriculture and
Horticulture show.
21
Structure and Implementation Arrangements

The structure of the National Biosecurity Agency is a basic functional arrangement of responsibilities with three primary clusters of value
chain activities: Plant Biosecurity Secretariat, Animal Biosecurity Secretariat, National Regional and International (NRI) Treaties and
Obligations and a supporting HR and Administration Unit. The Agency is headed by a Chief Executive Officer and provision has been made
for a post of Deputy Chief Executive Officer. The Agency has a total approved post of 50 employees.
Implementation Pointers
 In line with industry best practice, the CEO is the accountable officer for the strategic management of the Agency.
 The strategic plan must be signed off by key stakeholders to ensure awareness, engagement and participation.
 The overall responsibility for the implementation of the strategy will be assigned to a senior member of staff who will coordinate the
execution process.
 In view that the five priority areas and underpinning enablers are cross cutting in nature the strategy will be implemented on the basis
of cross functional teams that will be constituted prior to the project implementation.
 A project manager/driver will be appointed for each project and the cross functional team will be appointed as appropriate. The
project managers will be responsible to build the project outline proposal and full project plan as part of the business and budget
planning process for first line and second line approval.
 In line with international standard and recommended practice there must be a healthy balance between the workload of routine
works and the workload of implementing the strategy for good operational effectiveness. Given the small size of the Agency, provision
has also been made for the outsourcing of certain components of the portfolio of projects to ensure the right level of work-life
balance.
22
Performance Monitoring and Evaluation

The control process is based on two main instruments:
 Degree of adherence to the project timetable as per approved schedule of projects which is reported during the NBA staff meeting,
board meeting and quarterly report.
 Measurement of impact indicators at strategic objective level to measure outcome efficacy which is reported during the NBA’s
staff meeting, board meeting and quarterly report.
Key sector challenges & Strategic objective Indicator Baseline Target Monitoring Data source Indicator
Opportunities (2017) 18 19 20 21 22 responsibility protocol
Increasing biosecurity Achieve a zero Incursion - No new 3 0 0 0 0 0 NBA NBA
risk due to growth of tolerance with biosecurity case in Statistics and
global trade and regard to the ecosystem Report
movement of people introduction and Occurrence - NBA NBA
spread of Invasive Containment of Statistics and
High incidents of Alien Species. existing Report
biosecurity threats in biosecurity
environment and incidents
production landscape
Single source of Achieve an overall Aggregate 53% 75 75 75 75 75 NBA NBA

financing mechanism customer Customer Statistics and
satisfaction rating of Satisfaction Report
Increasing biosecurity not less than 75% Year on year self- 500K +15 +15 +15 +15 +15 NBA NBA
risk due to growth of across all portfolio generated revenue % % % % % Statistics and
growth Report
global trade and of services and
Number of SPS 100 100 100 100 100 NBA NBA
movement of people improve cost compliant import % % % % % Statistics and
recovery initiatives. & export Report
23
Key sector challenges & Strategic objective Indicator Baseline Target Monitoring Data source Indicator
Opportunities (2017) 18 19 20 21 22 responsibility protocol
To fully comply with Adherence to IPPC Partial Full compliance NBA NBA Stats
Gaps in border control all local biosecurity standards complia and Report
legal and regulatory nce IPPC , OIE
Climate change and requirements and Reports
more aggressive IAS SADC SPS
international
Matrix
standards and
obligations
Presence of political To build a strategic Contribution to TBC 50% of CAPEX inflow from NBA and MoFA MoAF
commitment network of highly CAPEX partners
engaged and Contribution to TBC 50% of required specialists as NBA NBA Data
Opportunity to leverage biosecurity pool of specialist Associates
local and international concerned partners cadre
networks and to benefit more
Number of non- 2 Indeterminate NBA &MoFA NBA Data
from our local, CAPEX
Low level of public regional and interventions
education about international received from
biosecurity risks affiliations. Network to deal
with complex
biosecurity
problems
Number of TBC NBA NBA Data
educational
materials produced
Size of distribution 50 sites NBA NBA Data
channel
24
Change Management
The 2018-2022 strategy represents our aspiration, effort and commitment to build a fully articulated modern biosecurity system with a
network of highly-engaged stakeholders as part of the process to protect the native biodiversity of Seychelles and the agriculture and
fisheries sectors from new and existing Invasive Alien Species and other biosecurity threats within an increasingly globalized trading
environment.
The agenda of biosecurity risk management is both a transnational and multi-stakeholder subject. The growth in global trade and in
movement of people will continue to be the main driver of biosecurity threats. The ultimate outcomes of preventing the introduction of
biosecurity threats in the natural ecosystem and production landscape of Seychelles and the containment of existing ones rest on the
involvement, participation and commitment of a complex network of people, organisations and counties.
The development of the biosecurity system to protect Seychelles from such threats is a complex process and will necessitate value
creation changes in our ways of working. As with any change program that involves multi-stakeholders, there are many barriers that must
be circumvented to prevent failure and to bring the realization of the strategy and objectives to life.
The change process involves two main groups of stakeholders (outlined below), that NBA must engage and work with to deliver its vision
and mission.
The table below presents a topline representation of all regulatory parties and key stakeholders who are involved with the movement of
animal and plant parts in and out of the local ecosystem, along the three main biosecurity gateways for a more coordinated and synergetic
management of biosecurity threats.
Regulatory Parties Gateways Key Stakeholders Involved in

Movement of Plant and Animal Parts
National Biosecurity Agency Pre-Border Traders
Overseas Regulatory Authorities Interventions Travelers
Other Countries Couriers
Ministry of Foreign Affairs Other Non -Commercial Importers/Exporters
Ministry of Fisheries and Agriculture
Ministry Finance Trade Investment and Economic
Planning
Ministry of Environment Energy and Climate Change
Ministry of Health
NGOs
25
Regulatory Parties Gateways Key Stakeholders Involved in

Movement of Plant and Animal Parts
Custom At Border Traders

Airport Authority Interventions Travelers
Port Authority Shipping companies and Airline Representatives
Ministry of Health Couriers
Island Development Company Other Non -Commercial Importers/Exporters
National Biosecurity Agency
Ministry of Fisheries and Agriculture Post-Border Farmers
Ministry of Environment Energy and Climate Change Interventions Public
Ministry of Health Travelers
Island Development Company Traders
Department of Risks and Disaster Management Department of Environment
NGOs Seychelles Agriculture Agency
National Biosecurity Agency National Biosecurity Agency
NBA Market and Service Configuration

The NBA Market and Service Configuration is a summary of the services provided by the Biosecurity Agency to different segments of the
market.
Customer Service Provided

Segmentation
Farmers 1. Veterinary Services to Livestock

2. Pest and Disease Diagnostic Services
3. Pest and Disease Control Interventions
4. Pest and Disease Control Training
26
Traders 5. Processing of Import and Export Permits

6. Inspection of Import and Export Consignments
7. Advisory Services
Pet Owners 8. Veterinary Services

9. Quarantine Services
The STATE and Public 10. Border Controls

11. Quarantine Services
12. Safe Disposal of Contaminated Confiscated Consignments
13. Application of Penalties
14. Local Pest and Diseases Eradication Services
15. Design and Implementation of local and International Compliance Obligations
16. Country Representation on Overseas Missions
17. Public Education and Training on Prevention and Control of Invasive Alien Species
Risk and Risk Mitigation

The main risk associated with the execution of strategy would be the challenge to articulate the implementation of developmental projects
and programs into the routine works of the organsation. To mitigate the risks the following pointers are recommended.
The strategy is presented and endorsed by key stakeholders (including staff) as part of the sign off process to ensure that the contents are
known.
A master plan of the 2022 strategy is prepared to capture all the projects and programmes for easy referencing and tracking with clear
document control protocol.
27
 The Board and the Parent Ministry assume the over-sighting function to monitor progress against plan, strategy adaptability and
corrective actions.
 A dedicated slot is allocated to discuss progress and issues related to the strategy 2022 during the board meeting based on a
structured reporting template.
 During the management meeting of the Agency (normally on a monthly basis), a dedicated slot is allocated to discuss progress and
issues related to strategy 2022, (based on the assigned progress report template). Non-sensitive issues are shared with the staff
community via email.
 A quarterly progress report is forwarded to the Ministry of Fisheries and Agriculture based on assigned format.
 The Board and NBA team review the Strategic Plan at least twice a year (January and June), to sense check relevance to the new
operating environment.
 The CEO captures the emerging strategy from the review in the form of a Revised Master Plan with clear document control protocol.
 The HR Unit ensures that the appropriate contents of the strategic plan are incorporated in the Plan and Targets of employees who
are on short term contract and in the appraisal form of those who are on continuous employment contract to generate traction of
strategy execution.
 All project managers are trained in business case/project preparation and management involving cross functional team. A business
case is produced for each project for first line and second line approval in alignment with the business and budget planning process.
 A quarterly presentation on key biosecurity issues is made during the Multisectorial meeting.
 The diagram below presents a visual representation of the integration of the key business processes.
28
29
The Provisional Investment Plan

The investment plan shows the OPEX and CAPEX breakdown from 2015 onwards. The major cost to support the strategy is the additional
operating expenses to support the increase in monitoring, surveillance and controls of biosecurity threats and public education.
Expenses 2018 2019 2020 2021 2022 Total (SR)
Additional OPEX 2,288,000 2,288,000 2,288,000 2,288,000 2,288,000 11,440,000
CAPEX 10,400,000 12,750,000 10,300,000 10,500,000 43,950,000
Total (SR) 12,688,000 15,038,000 12,588,000 12,788,000 2,288,000
The Stakeholders TBC
Designation Name Signature
Chairperson of NBA
Principal Secretary Mr. Antoine-Marie Moustache
CEO NBA Mr. Marc Naiken
Chief Plant biosecurity Officer Mr. Keven Nancy
Chief Veterinary Officer Dr. Jimmy Melanie
30
Annex 1: National Biosecurity Policy of 2011

The policy has 8 policy statements:
1. The Government of Seychelles will maintain an Appropriate Level Of Protection(ALOP) which includes:
 A Pest and Disease Risk Analysis (PRA) or import risk analysis (IRA) must be done to determine if the pest or disease or regulated
import is of concern to Seychelles.
 The IRA must establish that the pest, disease or regulated import in question is rated as “very low risk.”
 Risk management methods must be put in place to ensure that the risk estimate for any pest or disease associated with a
particular commodity, results in a rating of “very low risk” or the regulated import is safe for use or consumption by human,
animal or plant and it is not harmful to the environment or the economy of Seychelles.
2. The Government of Seychelles applies a range of sanitary and phytosanitary measures that are the least trade restrictive measures
available and that will satisfy Seychelles’ ALOP.
3. The Government of Seychelles will make biosecurity decisions based upon a scientific risk analysis framework consistent with the
adopted ALOP for Seychelles.
4. In response to present and potential biosecurity risks, the Government of Seychelles recognizes that resources should be allocated
according to risk. The part of resources required to provide the biosecurity service would be funded by the end-user of the service
on a cost recovery basis.
5. The decisions on control and eradication program funding will be based on cost: benefit considerations and allocations will be
therefore allocated to those control and eradication programs that provide the most cost-effective benefit for the community.
6. Risk based biosecurity measures to prevent entry and spread of pests, diseases and IAS and to contain and eradicate the biosecurity
risks in-country are essential to protect Seychelles’ unique biodiversity.
31
7. The major sectors of national concern for biosecurity are:
 Public Health
 Plant and Animal Health
 Food Safety
 Environment.
8. The Government of Seychelles recognizes that the implementation of the biosecurity services and enhancement of the biosecurity
status can be effective only when all Government bodies work together with the private sector and civil society in strategic alignment.
32
Annex 02: The National Invasive Alien Species (Biosecurity) Strategy for Seychelles 2011-2015
It has the following 5 strategic objectives and actions for implementation:
Objective 1: The introduction and establishment of Invasive Alien Species in Seychelles is prevented and minimized.
 Identify and review regularly, pathways and vectors of IAS introduction.

 Develop an effective science- based risks analysis mechanism, Environmental Impact Assessment and permit system for alien species
introduction.
 Develop and effective mechanism for surveillance, detection and rapid response.
 Raise public awareness.
Objective 2: The spread and impact of IAS in Seychelles is prevented, minimized and effectively managed.
 Establish and maintain an IAS baseline for Seychelles.

 Identify key geographical and economic areas vulnerable to IAS.
 Identify/develop an appropriate, technically sound system for prioritization IAS issues for management.
 Develop and implement a prioritized national IAS for the agriculture and biodiversity sectors.
 Develop and implement an effective participatory mechanism to prevent the spread of IAS between islands.
 Identify and disseminate information on cost –effective best practice measures for IAS management.
Objective 3: A comprehensive, empowered and transparent institutional and legislative framework is established.
33
 Develop a national strategy through representative stakeholder consultation.

 Review, revise and develop streamlined biosecurity legislation including establishing the mandate and functions of the biosecurity
agency.
 Establish and make operational a viable national biosecurity agency/Authority.
Objective 4: Biosecurity issues are fully integrated across all sectors and the community.
 Integrate IAS issues throughout key national strategic documents.

 Establish and maintain a national IAS database and web portal.
 Develop and implement a prioritized national IAS research agenda.
 Identify national IAS capacity shortcoming and develop and implement capacity. building programmes in appropriate sectoral and
civil society agencies.
 Identify scope and priorities for national and international cooperation.
 Identify means and scope for increasing stakeholder and community involvement in effective IAS prevention, eradication, control
and mitigation.
Objective 5: A targeted IAS communication strategy is developed and under implementation
 Undertake civil society survey to assess state of knowledge regarding the prevention and management of IAS in Seychelles.
 Undertake survey to identify information needs of stakeholder groups.
 Develop and implement a coordinated communications strategy targeted to meet shortfall in awareness of stakeholders and the
community.
34
 Assess impact of and adaptively manage the Communication Strategy.
35

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NATIONAL BIOSECURITY AGENCY

Biosecurity Our Business Our Responsibility

STRATEGIC PLAN 2018 - 2022

Welcome to Destination 2022

Mr. Marc Naiken (CEO)

Foundational Sector Analysis

Our Vision (Destination 2022)

Our Core Values

Strategic Objectives (Our Picture of Success)

The SWOT Matrix

Favorable Factors Challenging Factors

Internal Core Strengths Major Weaknesses

Favorable Factors Challenging Factors

External Major Opportunities Major Threats

Favorable Factors Challenging Factors

 Low level of public education about biosecurity risks

 High density livestock production system

 Unsupervised use of genetic materials

The Strategic choices (The Priority Areas)

1. INCREASE SURVEILLANCE MONITORING AND INTERVENTION PROGRAMS

2. REMODEL SERVICE DELIVERY SYSTEM

3. MEET COMPLIANCE OBLIGATION

4. BUILD STRATEGIC NETWORK

5. INVEST IN PUBLIC EDUCATION AND ENGAGEMENT

The SWOT, Objective and Strategy Framework

Favorable Factors Strategic Objectives Challenging Factors

The Strategic Choices

The Priority Areas and Underpinning Projects

The underpinning enablers are:

The underpinning enablers are:

The underpinning enablers are:

The underpinning enablers are:

The underpinning enablers are:

Project Details –Timeline, Budget and Indicators

Priority Area and Enablers Timeline Budgetary Indicators Baseline Target

Priority Area 1 Containment of existing 2017 No more

surveillance and monitoring capacity especially in

Priority Area and Enablers Time Budgetary Indicators Baseline Target

2018 Aggregate Customer 53% 75%

Priority Area and Enablers Timeline Budgetary Indicators Baseline Target

Implementation of OIE PVS Achievement of

Priority Area and Enablers Timeline Budgetary Indicators Baseline Target

2018 Contribution to TBC 50% of CAPEX

Priority Area and Enablers Timeline Budgetary Indicators Baseline Target

2018 Number of TBC

Structure and Implementation Arrangements

Performance Monitoring and Evaluation

Single source of Achieve an overall Aggregate 53% 75 75 75 75 75 NBA NBA

Regulatory Parties Gateways Key Stakeholders Involved in

Regulatory Parties Gateways Key Stakeholders Involved in

Custom At Border Traders

NBA Market and Service Configuration

Customer Service Provided

Farmers 1. Veterinary Services to Livestock

Traders 5. Processing of Import and Export Permits

Pet Owners 8. Veterinary Services

The STATE and Public 10. Border Controls

Risk and Risk Mitigation

The Provisional Investment Plan

Expenses 2018 2019 2020 2021 2022 Total (SR)

Additional OPEX 2,288,000 2,288,000 2,288,000 2,288,000 2,288,000 11,440,000

CAPEX 10,400,000 12,750,000 10,300,000 10,500,000 43,950,000