< Previous10 Canadian Seed Growers’ Association Association canadienne des producteurs de semences Feature The graphic below (Figure 1) outlines the steps that led to the July 2019 decision to engage SCI. CREATING VALUE FOR MEMBERS OF THE NSO TO DATE To assist in creating the target operating model for the National Seed Organization (NSO), the Seed Synergy Collaboration Project (SSCP) launched a competitive process in the spring of 2019 and hired StrategyCorp Inc. as its expert external advisor. The NSO’s proposed structure is being created with members in mind. In transitioning to the NSO, six key considerations will drive the organization’s member-focused approach (Figure 2). Each of these six considerations is intended to ensure that the transition to the NSO is seamless for members and that the new organization begins on a strong footing. Membership in the NSO will be voluntary. Its services are intended to meet the current needs of the SSCP partners’ collective membership, while increasing accessibility and ease of use through a “single window” system. The NSO’s design principles: Putting members at the heart of the organization Late this past summer, the Oversight Committee agreed to a set of principles to guide the design of the NSO. These design principles are based on the vision and target outcomes for a new NSO, as set out in the Seed Synergy White Paper. The design principles are as follows: 1. Maintaining broad representation and authority for members; 2. Enhancing the member experience through a “single window” for support; 3. Eliminating unnecessary duplication and redundancies; 4. Focusing services and resources on maximizing value for members; 5. Improving the ability to engage and influence regulators and stakeholders; 6. Maintaining and expanding capability to deliver on delegated regulatory authorities; 7. Balancing advocacy and representation with service and regulatory mandates; and 8. Increasing the focus and capacity for professional development across the seed sector. Collectively, these design principles continue to inform conversations between SSCP member organizations Creating Canada’s Next Generation Seed Organization…continued SSCP Launches Release of Canada’s Seed Industry Report Release of “Vision for Next Generation Seed System” Economic Impact Summary SSCP White Paper and Policy Positions Release of Organizational Design (RFP) Board Socialization Member Survey Release of Green Paper Release of AgriRisk Initiative Report Release of Governance Options Report FebNov-DecJanFeb-MarOctFallMarMarNovAprMay 20162016201720172017201720182018201820182019 Voluntary membership; one member, one vote • Regardless of the fees or size, each member will receive one vote. • Membership in the NSO will be voluntary. Grandfathered fees • The initial fee structure of the NSO will reflect what members are currently paying. • If a member is paying to part of multiple organizations, their NSO fee will reflect their total fees. Membership Committee reviews new member applications • Potential new members will complete an application to be reviewed by the Membership Committee. Existing members will be transitioned into the NSO • Members of the five founding organizations will all be welcome to join the NSO. There will be no need to screen these members. New member fees • New members will be charged a fee based on if they are an individual or corporate member. • This will be an interim fee until a full fee restructuring is completed by the NOS. NSO will fulfill CSGA’s current responsibility to its branches • The NSO will continue to collect and distribute CSGA branches’ fees without disruption. Figure 1 Figure 2Working together to promote Certified seed Travaillons ensemble pour promouvoir les semences Certifiées 11 Feature and are shaping the NSO’s proposed operating model. DELIVERING KEY SERVICES FOR THE SEED SECTOR At the very heart of the NSO are its members. Between the five SSCP member organizations, 36 unique member and client services have been identified, with the capacity and intent to deliver even more in the future. Given the breadth of these programs and services, ensuring continuity and delivery is a cornerstone of the NSO’s organizational design. A fundamental component of the NSO is to provide access to these services through a “single window” system, enabled by technology, through which members can access all of their services through a simple, easy-to-use channel. Four key design elements have been agreed upon to support the development of the NSO’s service delivery model (Figure 3). These design elements ensure that the NSO will effectively and efficiently deliver services to its members and clients. These elements, in addition to feedback from members, will shape the development of the service delivery model. Services under the NSO are divided into two categories: services covered by membership dues, and additional services that are available to members and non-members for a fee. This model replicates what is currently offered by some of the SSCP organizations. Programs and services that are currently provided to members under membership dues will continue to be covered by NSO’s membership fees. Similarly, services that are not currently covered by membership fees or that serve non-members (clients) will continue to be offered by the NSO on a fee-for-service basis. This continuation of service is important to ensure that the transition to the NSO has a minimal impact on members. As a member-focused organization, the NSO will ensure that its various services are easy to use and perform at a high level for members. For the NSO to be successful in the long-term, the organization must operate efficiently internally to deliver these services effectively. Accordingly, the proposed structure for the NSO’s internal operations has been split into four functional groups: 1. Regulatory and Quality Assurance; 2. Public Affairs; 3. Member Services and Communications; and 4. Intellectual Property Enforcement. These four functions will oversee, manage, and execute the various Member ServicesClient Services Member services are available exclusively for members of the NSO and are paid through dues inherent in membership. Client services are available for both members and non-members (clients) of the NSO and are paid through additional fees (membership dues do not cover these services). · Central infringement reporting · Database access · Government relations and lobbying · IPR (intellectual property rights) education and coaching · IPR enforcement guidance · Industry relations · Infringement warnings · Internal membership surveys · International membership communications · International representation · Meetings and conventions · NSO-wide professional development · Pedigreed seed production reporting · Policy development · Public relations campaigns · Secret shopper calls · Trade facilitation · Undercover purchasing and testing · Additional Certification Standards · Analyst accreditation · Analyst continuing education program · Approval of certification eligibility of varieties · CPCPS (Canadian Phytosanitary Certification Program for Seed) · FSA (farm sustainability assessment) verification audits · Identity preservation and food safety programs · Lab accreditation · Marketplace monitoring · Organic certification · Phytosanitary program inspection · Plant breeder recognition · Plot producer accreditation · Regulatory affairs · RSE (registered seed establishment) accreditation · Seed and seed crop certification · Seed operators and grader training · Special label claims · Standards development NSO-Wide professional development • NSO members and staff will have unprecedented access to training and development opportunities through an organization- wide professional development program. • Broader industry-wide professional development opportunities for non-member stakeholders will also be offered. Benefit to members: Continuity and uninterrupted flow of service offerings. All original services are kept • All original services offered by each of the NSO’s five founding organizations are kept under the proposed framework. Benefit to members: Greater ease and simplicity in accessing a wide array of services. “Single Window” service delivery model • Service amalgamation across the value chain under one NSO umbrella creates a “single window” for service delivery. • Provides members and clients with seamless access to services and regulatory processes through just one membership. Benefit to members: Service optimization drives value for members (form follows function). Division of services in “Functional Groups” • To maximize resource allocation, services are clearly organized into four distinct “Functional Groups.” • The client services category allows non-members to benefit from NSO expertise and provides an additional revenue stream. Benefit to members: Increased opportunities for members’ career development. Figure 312 Canadian Seed Growers’ Association Association canadienne des producteurs de semences Feature services that the NSO will provide. The goal of the functions is to ensure the seamless delivery of services for members, using an outcomes-based approach. The functions are led by senior staff and report to the Executive Director of the NSO (Figure 4). All of the NSO’s services fall under one of the four function categories. To ensure ease of use for members, services will be available through a “single window” approach. As a result, any member or client seeking to use these services will be able to access them through a single access point within the NSO, rather than through different organizations and memberships for different services. With the various services under one umbrella, members will have more efficient and easier access (Figure 5). Throughout the process of developing the proposed NSO structure, the Oversight Committee made it clear that services to members and a member-first approach must be a priority. The creation of four functions will support the delivery of these services and provide the NSO with the internal infrastructure to be successful, while ensuring flexibility and adaptability to changing member needs. Furthermore, the four functions enable NSO staff to organize internally along specific business lines, thus optimizing the strengths and technical expertise of staff in key service areas. Each of the functions operate independently as needed. For example, the Public Affairs function, and the Regulatory and Quality Assurance functions, operate independently to ensure that the NSO continues to deliver the delegated regulatory authority currently held by the Canadian Seed Growers’ Association (CSGA) and the Canadian Seed Institute (CSI). The functions and their service offerings are explained in the next section. Public affairs Public Affairs manages the government-facing activities of the NSO. Like many other agriculture associations, the Public Affairs group performs the organization’s advocacy roles: lobbying, developing policy, representing the NSO on the international stage, and providing regulatory feedback to government. Currently, CSGA, along with the Canadian Seed Trade Association (CSTA), Canadian Plant Technology Agency (CPTA), and the Commercial Seed Analysts Association of Canada (CSAAC) perform some or all of these services for their members. Creating a one-stop-shop for government advocacy, with a larger and stronger voice that represents the NSO’s membership, will help Canada’s seed industry interact with governments. Additionally, the Public Affairs group will help support the Policy Committee of the Board. Member Services & Communications Member Services & Communications is responsible for ensuring that the NSO is communicating effectively with its members, value chain stakeholders, and the public. This group manages the external communications of the NSO, Working together to promote Certified seed Travaillons ensemble pour promouvoir les semences Certifiées 13 Feature administers training and professional development programs, and organizes member events. These services all have a direct impact on members. Presently, the associations that make up the SSCP perform some or all of these services. Regulatory & Quality Assurance Regulatory & Quality Assurance oversees all matters related to standards development, accreditation and certification, program inspections, and verification audits. Currently, many of these activities are managed by CSGA and CSI under their delegated regulatory authorities. Given the mandate of this group, it will have a close working relationship with the proposed Regulatory Committee, which will operate under the Board of the NSO. Intellectual Property Enforcement Intellectual Property Enforcement houses the services that currently reside with the CPTA. Under the NSO, this group will lead efforts related to marketplace monitoring, IP infringement warnings, and enforcement guidance for the seed sector. Combined, these services are essential to maintaining the integrity of the seed system. GOVERNING THE NATIONAL SEED ORGANIZATION FOR SUCCESS Governance is key for any organization’s success. To enable NSO success, a proposed Board structure has been developed that will deliver strong leadership to guide the organization’s overall direction, ensuring that it is responsive to the membership and proactive in shaping the future of the industry. Keeping in mind that members will be the heart of this new organization, the Board will be representative of the membership through both regional and value chain requirements and will be comprised of elected individuals chosen directly from the membership base. The Board will have a Executive BranchFunctional GroupsGroup Focus Executive Director Public Affairs Member Services & Communications Regulatory & Quality Assurance IP Enforcement Operations • Supports development of NSO policy positions. • Advocates to federal and provincial governments on issues affecting the industry. • Information to members and industry updates. • Organizes member and industry meetings, and events. • Professional development and materials across value chain. • Regulatory, accreditation and standards services. • Acts independently from the other functional groups. • Intellectual property infringement support across the industry. • Supports the organization’s human resource, finance, and technology operations. Member/client facingInternal and supports member/client facing functional groups. Public Affairs Intellectual Property Enforcement Regulatory & Quality Assurance Member Services & Communications Government Relations, Lobbying, & Regulatory Affairs Policy Development / Sustainability Trade Facilitation International & Industry Relations Training & Professional Development Database Access Meetings & Conventions Internal / External Comms Accreditation & Certification Accreditation & Certification Standards Development Program Inspections Marketplace Monitoring Secret Infringement Monitoring Infringement Warnings Enforcement Guidance Figure 4 Figure 514 Canadian Seed Growers’ Association Association canadienne des producteurs de semences Feature Regulatory Committee, a Policy Committee, and various Operating Committees that will inform the Board’s decision-making. The NSO’s governance structure is designed to create a strong foundation that will enable the organization to be successful and deliver maximum value to its members in the long-term. Building the foundation for good governance The NSO’s Board of Directors mandate will be to: • Exercise fiduciary decision-making and oversight responsibilities to the NSO; • Be accountable to members; • Set organizational direction; • Conduct oversight of NSO management to ensure that the NSO is fulfilling its mandate, complying with Canadian laws and the NSO’s bylaws, and upholding high ethical standards; • Hire the Executive Director and oversee performance; and • Provide guidance and forward-thinking advice to the NSO’s leadership and management. To be successful, a Board must be able to make decisions effectively and quickly.1 A smaller, tighter Board of 11 Directors is proposed for the NSO to allow for a diverse set of perspectives to be heard, and responsibilities and accountabilities to be distributed evenly. A trend in association and not-for-profit governance has been towards smaller, more accountable Boards that are supported by a more robust Committee and sub- committee structure. For example, a number of industry associations have undergone governance reviews to decrease the size of their Boards and adopt best practices, including the Canadian Produce Marketing Association, and the Canadian Construction Association. Key to ensuring an effective Board is creating a structure that is clearly defined in the organization’s by-laws. The current thinking on the design of the NSO’s governance approach includes a skills- based Board that balances regional and value chain perspectives, member election of directors, and a clear and accountable committee structure. A Nominating Committee will be struck to recruit candidates to stand for director positions, with the membership electing directors from a qualified list of candidates. An effective governance approach sets out clear roles, responsibilities, accountabilities, and structures for the Board and its committees. This clarity is essential to: deliver effective oversight; ensure that members have clear channels through which to make their voices heard; and; and recruit members outside of the Board of Directors to participate in governance and build a pipeline of future talent to one day sit on the Board. Creating an effective and representative governance structure The current draft working design of the NSO’s governance structure envisions an 11-member Board of Directors, with seven of these directors drawn from NSO regions and four from the seed industry value chain (see chart). A director from an NSO region will be elected by NSO members Working together to promote Certified seed Travaillons ensemble pour promouvoir les semences Certifiées 15 Feature within that region (i.e., Alberta members will elect the director from Alberta). The four value-chain positions will be elected by all members at the NSO’s annual general meeting. The Nominating Committee will ensure that candidates are put forward for each value chain and regional position (Figure 6). The inaugural Board will serve a three- year term to support the start-up and ramp-up of the NSO, with subsequent Boards elected for two-year terms. Operating under the Board will be a Regulatory Committee, three Operating Committees (Audit and Finance; Governance, HR, and Membership; and Programs and Services), and a Policy Committee (Figure 7). Electing the NSO’s leadership These Committees will each be chaired by a Director and will feed into the Board to inform its decision-making and positioning. The proposed design of the NSO Committee structure works to ensure that the organization’s regulatory and advocacy functions are independent of each other, and that the delegated regulatory authorities are operationally independent. Committees will have the ability to create sub-committees, working groups, or task forces to bring NSO members together around issues critical to parts, or all, of the industry. Regulatory Committee The Regulatory Committee will be a committee of the NSO Board and will be responsible for all aspects of the organization’s delegated regulatory authorities. With the advice and support of professional and technical staff, the committee will: 11 7 4 Board of Directors Directors Drawn for Each Region Directors Drawn for Each Value Chain Segments BreedersGrowers TradersAnalysts AtlanticQCON MBSKABBC Figure 616 Canadian Seed Growers’ Association Association canadienne des producteurs de semences Feature • Determine and oversee regulatory standards, operating policies, processes, and protocols for all delegated authorities; • Work in tandem with the NSO regulatory and standards staff to support the NSO’s other regulatory activities; • Engage government officials to discuss current and future regulatory environments; • Advise on optimal strategies for regulatory service delivery; and • Participate, along with NSO regulatory professional staff, in an independent efficiency and effectiveness review conducted by an external third-party appointed by the Board every five years. Given the Committee’s role in managing items relating to the delegated regulatory authorities, a designated and distinct Regulatory Committee will provide an essential firewall between the regulatory and advocacy functions of the NSO. The Regulatory Committee will report to the Board of Directors on its activities and will need approval from the Board for budgetary requests and any consideration of expanding the scope of regulatory authorities to be assumed from government. Operational policy decisions on regulatory activities will be the exclusive purview of the Regulatory Committee (Figure 8). The Regulatory Committee will be chaired by a Director from the Board, with members of the Committee appointed by the Board from the NSO’s general membership. Decisions by this Committee will be informed by the advice of NSO professional staff and will be based on standards and protocols for all delegated responsibility. In addition to the voting membership, the Committee will invite the Canadian Food Inspection Agency, Agriculture and Agri-Food Canada, and provincial agriculture ministry officials as observers on the Committee. The Regulatory Committee has the capacity to change over time as the NSO works with the federal government to assume new delegated authorities following the seed regulatory review. This capacity for change ensures that the Committee is responsive to change and will continue to deliver value to members. Policy Committee The Board’s Policy Committee will be responsible for bringing NSO members from across the value chain and regions to develop (and recommend to the Board) policy positions and advocacy strategies to advance the growth and development of the industry. The Committee will be charged with discussing the current and future policy and regulatory environment, with a focus on regulatory modernization. The Policy Committee’s mandate will be to: • Determine the NSO’s position on specific agricultural policies as they relate to its membership; • Coordinate with CropLife Canada and regional seed associations and other related organizations to ensure alignment; • Direct the NSO’s management in conducting its advocacy efforts; • Review the NSO’s strategic direction to ensure policy considerations are reflected; and • Strike subcommittees, working groups, and taskforces as required to support policy development and advocacy.Working together to promote Certified seed Travaillons ensemble pour promouvoir les semences Certifiées 17 Board of Directors (11) Regulatory Committee Operating Committees Policy Committee (11 Voting, 3 Non-Voting) Appeals Standards & Regulations Others as Established by Regulatory Committee Audit & Finance Governance, HR & Membership Programs & Services Analyst Professional Development Subcommittees & Working Group Taskforces as determined by Policy Committee Figure 7 Feature A Board Director will chair this Committee. Members of the Committee will be appointed by the Board of Directors and include non- Board members drawn from the NSO regions and from across the value chain. This Committee provides a vehicle for the NSO to develop strong advocacy positions on behalf of its members that advance a stronger and more responsive seed industry. CONCLUSION The five Seed Synergy Collaboration Project member organizations have a unique opportunity to design and build a next generation NSO that will lead the Canadian seed sector into the future. The SSCP organizations will continue to work collaboratively with each other, and the broader memberships of their respective organizations, to further refine and develop the NSO’s proposed operating model so that it can deliver long-term value to members and the industry. Members are invited to provide their perspectives on the ideas shared in this article on the design of the NSO by emailing seedtalk@ seedgrowers.ca. Reference 1. Institute of Corporate Directors. (2018). Corporate Governance Guidelines (Including the Mandate of the Board Of Directors), Retrieved from www.icd.ca/getmedia/a69ada7d-45c7-4806-ae80-e198be276922/ ICD-Corporate-Governance-Guidelines-November-28-2018.pdf.aspx Have Your Say! During the Seed Growers’ Interprovincial Meeting this past November in Saskatoon, Saskatchewan, seed growers took part in presentations put on by StrategyCorp, a consulting advisory firm, on proposals for the governance and organizational structure of a National Seed Organization (NSO). If you were not able to partici- pate in the Interprovincial meeting in Saskatoon, we encourage you to attend your local seed grower branch meeting this winter to take part in presentations, and an opportunity to provide feedback, on the proposal for the NSO. Combined, these meetings represent a “grassroots rollout” of these plans. Based on feedback from members, the CSGA Board of Directors will decide whether CSGA and the seed industry are on the right path or whether adjustments are required. More than ever, we need our members to let us know what your vision of our future as an association and an industry as a whole looks like, and whether the proposal for an NSO meets that vision. Member engagement in this discussion is important because positive change rarely occurs or endures if it comes from the top- down. Members understand the issues best because they are part of the community most affected. Having members attend these branch meetings to hear the presentation, provide feedback, and engage in fruitful discussions on this proposal will help ensure we get it right. A full listing of upcoming provincial branch meet- ings events is available at https://seedgrowers.ca/calendar/ seed-industry-important-dates. Board Approval Needed 1 Approvals Not Needed Operational Policy Decisions • Regulatory Committee will decide, without Board interference, its approach to regulatory standards, operational policies, processes, and protocols related to administering its delegated regulatory authorities, including operational policies and appeals apparatus Scope Increases • The Regulatory Committee will advise the Board and seek approval if it is seeking increased delegated authority responsibility as it is a business decision that will affect the business’ operating model and risk profile of the NSO • The Board will approve any expansion or assumption of additional regu- latory authorities Budget • The regulatory Committee will receive and report on its budget to the Board • The Board will approve the NSO’s budget, including the budget for Regulatory Committee 1 2 Figure 8 Provide feedback via email: seedtalk@ seedgrowers.ca18 Canadian Seed Growers’ Association Association canadienne des producteurs de semences Article de fond Le graphique au bas (Figure 1) décrit les étapes qui ont mené à la décision de juillet 2019 de retenir les services de SCI. CRÉER DE LA VALEUR POUR LES MEMBRES DE L’ONS JUSQU’À MAINTENANT Dans le but d’aider à créer le modèle de fonctionnement cible de l’Organisation nationale des semences (ONS), le Projet Collaboration Synergie des semences (PCSS) a lancé un processus de concours au printemps de 2019 et a retenu les services de StrategyCorp Inc. comme conseiller externe expert. C’est avec les membres à l’esprit que l’on crée la structure proposée de l’ONS. Dans le cadre de la transition vers l’ONS, six considérations clés définiront l’approche axée sur les membres de l’organisation (Figure 2). Chacune de ces six considérations vise à s’assurer que la transition vers l’ONS se fera de façon harmonieuse pour les membres et que la nouvelle organisation entreprendra ses activités sur une assise solide. L’adhésion à l’ONS sera volontaire. Ses services sont destinés à répondre aux besoins actuels de l’ensemble des membres des partenaires du PCSS, tout en augmentant l’accessibilité et la facilité d’utilisation grâce à un système à « guichet unique ». Les principes de conception de l’ONS : mettre les membres au cœur de l’organisation Vers la fin de l’été dernier, le Comité de surveillance s’est entendu sur un ensemble de principes pour guider la conception de l’ONS. Ces principes de conception se fondent sur la vision et les résultats ciblés pour une nouvelle ONS, tels qu’ils sont énoncés dans le Livre blanc sur Synergie des semences. Les principes de conception sont les suivants : Lancement du PCSS Publication du Rapport sur l’industrie des semences du Canada Publication de la «Vision pour un système de semences de prochaine génération» Résumé de l’impact économique Livre blanc du PCSS et positions stratégiques Publication de la conception organisationnelle (DP) Socialisation du conseil Sondage des membres Publication du Livre vert Publication du Rapport de l’Initiative Agri-risques Publication du Rapport sur les options de gouvernance Fév.Nov.-déc.Janv.Fév.-marsOct.Aut.MarsMarsNov.AvrilMai 20162016201720172017201720182018201820182019 Créer l’organisation de semences de prochaine génération du Canada…suite Adhésion volontaire; un membre, un vote • Indépendamment des droits ou de la taille, chaque membre aura droit à un vote. • L’adhésion à l’ONS sera volontaire. Protection de droits acquis • Le barème initial des droits de l’ONS tiendra compte de ce que les membres paient actuellement. • Si un membre paie pour faire partie de plusieurs organisations, ses droits d’adhésion à l’ONS reflèteront ses droits totaux. Le Comité de l’adhésion examine les demandes des nouveaux membres • Les nouveaux membres éventuels rempliront une demande qui sera étudiée par le Comité de l’adhésion. Les membres actuels passeront à l’ONS • Les membres des cinq organisations fondatrices seront tous les bienvenus au sein de l’ONS. Il ne sera pas néces- saire de vérifier ces membres. Droits d’adhésion des nouveaux membres • Les nouveaux membres paieront des droits selon qu’ils sont des membres individuels ou corporatifs. • IL s’agira de droits provisoires jusqu’à ce qu’une restruc- turation complète des droits soit effectuée par l’ONS. L’ONS assumera la responsabilité actuelle de l’ACPS envers ses filiales • L’ONS continuera de percevoir et de répartir les droits des filiales de l’ACPS sans interruption. Figure 1 Figure 2Working together to promote Certified seed Travaillons ensemble pour promouvoir les semences Certifiées 19 Article de fond 1. Maintenir une vaste représentation et autorité pour les membres; 2. Améliorer l’expérience des membres grâce à un « guichet unique » pour le soutien; 3. Éliminer les dédoublements et redondances inutiles; 4. Axer les services et les ressources sur la maximisation de la valeur pour les membres; 5. Améliorer la capacité de dialoguer avec les organes de réglementation et les intervenants et d’influer sur eux; 6. Maintenir et étendre la capacité de donner suite aux pouvoirs de réglementation délégués; 7. Équilibrer la représentation et la défense des intérêts avec les mandats en matière de services et de réglementation; et 8. Accroître la capacité et l’attention pour le perfectionnement professionnel dans tout le secteur des semences. Collectivement, ces principes de conception continuent d’éclairer les discussions entre les organisations membres du PCSS et ils façonnent le modèle de fonctionnement proposé de l’ONS. FOURNIR LES SERVICES CLÉS AU SECTEUR DES SEMENCES Les membres sont au cœur même de l’ONS. Dans les six organisations membres du PCSS, 36 services uniques aux membres et aux clients ont été recensés, avec la capacité et l’intention d’en offrir encore plus à l’avenir. Compte tenu de la portée de ces programmes et services, assurer la continuité et la prestation est une pierre angulaire de la conception organisationnelle de l’ONS. Un élément fondamental de l’ONS est de donner l’accès à ces services grâce à un système à « guichet unique », habilité par la technologie, grâce auquel les membres peuvent avoir accès à tous leurs services par le biais d’un mécanisme simple et facile à utiliser. Quatre éléments clés ont été convenus pour appuyer la mise au point du modèle de prestation des services de l’ONS (Figure 3). Ces éléments de conception font en sorte que l’ONS fournira de façon efficace et efficiente des services à ses membres et ses clients. Ces éléments, en plus de la rétroaction des membres, façonneront la mise au point du modèle de prestation des services. Services aux membresServices aux clients Les services aux membres sont offerts exclusivement aux membres de l’ONS et sont payés grâce aux droits d’adhésion. Les services aux clients sont offerts tant aux membres qu’aux non-membres (clients) de l’ONS et sont payés grâce à des droits additionnels (les droits d’adhésion ne couvrent pas ces services). · Déclaration centrale des non-respects · Accès aux bases de données · Relations gouvernementales et lobbying · Formation et encadrement sur les DPI (droits de propriété intellectuelle) · Orientation en matière d’application des DPI · Relations avec l’industrie · Avertissements de non-respect · Sondages internes auprès des membres · Communications aux membres inter- nationaux · Représentation internationale · Réunions et congrès · Perfectionnement professionnel à l’échelle de l’ONS · Déclaration de production de semences pédigrées · Élaboration de politiques · Campagnes de relations publiques · Appels d’acheteurs secrets · Facilitation du commerce · Achats surveillés et analyses · Normes de certification additionnelles · Agrément des analystes · Programme de formation continue des analystes · Approbation de l’admissibilité à la certification des variétés · PCCPS (Programme canadien de certification phytosani- taire des semences) · Audits de vérification de l’évaluation de la durabilité des fermes (EDF) · Programmes de préservation de l’identité et de la salubrité des aliments · Agrément des laboratoires · Surveillance des marchés · Certification biologique · Inspection de programmes phytosanitaires · Reconnaissance des sélectionneurs de végétaux · Agrément des producteurs de parcelles · Affaires réglementaires · Agrément des ESA (établissements semenciers agréés) · Certification des semences et des cultures de semences · Formation pour les exploitants d’établissements semen- ciers et les classificateurs · Prétentions des étiquettes spéciales · Élaboration de normes Perfectionnement professionnel dans toute l’ONS • Les membres et le personnel de l’ONS auront un accès sans précédent aux occasions de formation et de perfectionnement grâce à un programme de perfectionnement professionnel à la grandeur de l’organisation. • De meilleures occasions de perfectionnement professionnel à la grandeur de l’organisation pour les intervenants non membres seront aussi offertes. Avantages pour les membres : Continuité et services non interrompus. Tous les services originaux sont maintenus • Tous les services originaux offerts par chacune des cinq organisations fondatrices de l’ONS sont maintenus en vertu du cadre proposé. Avantages pour les membres : Plus grande facilité et simplicité d’accès à une vaste gamme de services. Modèle de prestation de services à « guichet unique » • La fusion des services dans toute la chaîne de valeur sous une seule ONS crée un « guichet unique » pour la prestation des services. • Donne aux membres et aux clients un accès sans faille aux services et aux processus de réglementation par le biais d’une seule adhésion. Avantages pour les membres : L’optimisation des services ajoute une valeur pour les membres (la fonction définit la forme). Répartition des services en « Groupes fonctionnels » • Pour maximiser l’affectation des ressources, les services sont clairement organisés en quatre « Groupes fonctionnels » distincts. • La catégorie des services aux clients permet aux non-membres de profiter de l’expertise de l’ONS et offre une source de revenus additionnelle. Avantages pour les membres : Occasions accrues de développement de carrière pour les membres. Figure 3Next >