Business plan of the Belgian Food Safety Agency

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FASFC

Federal Agency for the Safety of the Food Chain

Business plan of the Belgian Food Safety Agency

Piet Vanthemsche

CEO

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FASFC


The FASFC Food Agency is regrouping all the different control and inspection organisms since 2000

Minister of Public Health

FODPublic Health,Food Safety

& Environment

FASFC Federal Agency for the

security of the Food chain

PRODUCTREGULATIONS

PROCESS REGULATIONS & CONTROL-PROGRAM

AUDIT INSPECTIONCONTROLS

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FASFC


The FASFC consists of central services for strategy, planning and support together with executing regional entities

CEO

ProgramManagement

GeneralServicesLaboratoriesControl

Management

PlantsFertilizers

Insecticides

Foodproduction

AnimalsAnimal fodder

Animal medicineMedicines

International relations

Databases

Scientific Comittee and secretaries

Centralservices

External labs

GentTervuren

MelleLiège

Gembloux

Own labs

Primaryproduction

TransformationDistribution

CertificationsIn/ Export – RASFF –

CONSUM

Central services

Coördination NL & FR

Inspections

NOE

11 PCE’s

NICE

Human Resources

IT

Budget Control

Logistics

Legal service

Translations

Social service

CommunicationPrevention

Crisis prevention and mgmtQuality management

Staff

Advisory Comittee

Internal audit

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FASFC


The FASFC follows a yearly cycle of risk assessment, program development, execution and reporting

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FASFC


Consumers

Entreprises Sectors

Polit ical andadministrativepublic services

Result oriented culture

Inform

The FASFC must respond to the expectations of multiple stakeholders

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FASFC


In 2004 an internal analysis exercise together with an external stakeholder questionnaire resulted in a SWOT-analyis

Strenghts Weaknesses Principle of integrated approach Use of controlprogram based on risk

assessment Open communication with consumers (e.g.

Contact Point) and sectors Own laboratoriums Strong expertise and experience of the

personnel

Open relationship not with all sectors Internal communication between management

en people in the field No Total Quality System – lack of uniformity No integrated databases Unsufficient audit competences with the

employees in the field

Opportunities Threaths Use of certification bodies for the approvals of

self assessments E-government and administrative simplification

offer opportunities towards consumers, sectors en companies

Win-win with sectors, in particular complementarity of FASFC-control activities with audits on self-assessments

Own interests of stakeholders not always in line with FASFC-requirements

Implementation of self assessments is not evident for small entreprises

External (unpredicted) factors can endanger the normal functioning

Institutional context

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FASFC


The FASFC wants to add value in 5 areas that are supported by the selected strategic objectives

Processes

Organisation & People

Collaboration

ResultComplementary with the sectors

A good image-enlarge consumer trust

-enhance competitiveness- FASFC becomes authority and reference

A secure food chain- consumer exposure as low as possible

-Reduce incidents

A stable legalframe

-Administrative simplification

Operational excellent Public service

-An efficient public service - Transparancy in way of working

Efficient crisis management

Efficient risk assessment

Integrated information management

Competent and well trained workforce

Quality Management

Renewal of existing financing mechanisms

Public-privatecollaboration

From inspection towards audit

Communication towards Consumers and enterprises

Collaboration with other government administration

Inclusion in European context

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FASFC


These strategic objectives are translating the business vision into reality

From inspection to audit- Implementing self assessment- Attention towards education

Communication- Different approach for each segment- Additional focus on small entreprises

Quality Management- Internal Quality Management system- Certification

Efficient risk assessment- Expand role of Scientific Committee- Better use of available databases

Effective crisis management- Anticipation, fast reaction and continuity in the services

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FASFC


The strategic objectives are translating the business vision into reality … continued

Good collaboration with all other government authorities - Collaboration protocols and SLA’s- Integration within European context

Public Private Collaboration- OCI’s, DMO’s and Labos

Integrated systems and information management- Process support through centrally validated data- Efficient reporting

Competent employees- Expand training offering- Align personal goals with company goals

Renew financing mechanisms- Levies and fees besides government budget

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FASFC


Suppliers of agriculture (feed industry, raw materials, pesticides)

AgricultureFood industry

Wholesale business

Retail

Hotels, Restaurants, Pubs

Transport

GIFS

MIS

MiA-A (2)

MiA-P (2)

FASFC

Our goal : optimising Food chainFood chain checks

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FASFC


Main objectives of the organisation are defined in an business plan

approved by the federal governementCore process is integral part of the business planCore process is defined and implemented within a BPROthers strategic objectives defined in the business plan eg

Self checkingFrom inspection to audits

are in line with Core process

.

FASFC Business Plan and the core process

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FASFC


Plan

Do

Check

Plan

Act

Check CheckAct

The new core process of the FASFC

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FASFC


The future operating model is build as a Business Component Model consisting of core and supporting activities

SupportServices

General Management

ControlFollow up

ControlExecution

ControlPlanning

RiskAssessment

Program Management

Labs Analysis

Direct

Control

Execute

Core activity Executed for third partySupport activity Executed with partners

Strategic planning for budget, HR, IT

IT service levels & partner mgmt

HR Management

Prevention and Work Safety

(Budg+Analyt) Accounting

Execute Budget Control

Define management

plans

Stakeholder management

Define Crisis strategies

Develop & manage Communication

plans

Internal Audit & Quality mgmt

Define communication

strategies

Funds management for third parties

Follow up and evaluate risk assessment

Analysis of input from sectors

Analysis of European

messaging (RASFF)

Analysis of complaints

Develop control-strategy

ControlProgramme evaluation

Develop Control Programme

Guidelines for Control exectuion

Legislation simplification

Define Partner Strategy

(sub)contractors follow up

Contractor Performance Monitoring

Develop detailed planning within PCE

Subcontractor en Sector relationship

management

Develop control planning per sector/PCE

Define Control & inspection strategy

evaluation of performance of

controls

Coordination of evaluation of field

services

Define guidelines for follow up

Deliver certificates

Control repporting

Fraude-detection

Deliver erkenningen

Follow up (non conformities

bad payers, warrants)

Follow up control complaints

Follow up Regulations

Advice around legislation

develop improvement-programmmes

Workforce Planning

Validation of sector guides

Translation (EU) regulations

Dispatching of steels

Define Labs Strategy & quality

rules

Labs Planning & follow up

Execute analysis for third parties

Labs accreditation

Relationships with (local) governments

Execute controls for third parties

ACS-audits on request

Develop Control checklists

Develop risk strategy

Set up traceability

European RAS follow up

Feedback to enterprises

Synthesis & evaluation of

controle & analysis results

Labs reporting

Crisis- and incidents-

management

Union negociationsReporting to third

parties

Invoicing & Inningen

IT operations

Logistics, legal, translation services

Training

Execution of controls from

control-programme

Audtis of OCI

Support Scientific comittee

Execution controls - On request - mandatory - In support

- bordercontrols

Organisation of ringtests

Execute labs analysis

CODA animal diseases

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FASFC


The staff for 2005 is in line with the future operating model (in total 1290 FTE’s)

Strategische planning voor

budget, HR, ICT

ICT service levels & partner mgmt

HR Management

Facturatie & Inningen

Preventie en bescherming op het

werk

(Budg+Analyt) Boekhouding

Uitvoeren Budget Controle

ICT operationeel beheer

Ondersteuning logistiek, juridisch,

vertalen

Opstellen management-

plannen

Relaties met stakeholders

Uitwerken Crisisstrategie

Opleiding geven

Opstellen en beheer Communicatieprogr

amma’s

Interne Audit & Kwaliteitszorg

Bepalen communicatie-

strategie

Fondsenbeheer voor derden

Opvolgen en evaluatie van

risicobeoordeling

Analyse input van de sectoren

Analyse van Europese berichten

(RASFF)

Analyse van meldingen/klachten

Uitwerken controle-strategie

ControleProgramma evaluatie

Ontwerpen Controle Programma

Richtlijnen voor Controles

Vereenvoudiging van wetgeving

Vastleggen Partner Strategie

Opvolging (sub)contractors

Contractor Performance Monitoring

Opmaken planning binnen PCE

Subcontractors en Sectoren

relatiebeheer

Opmaak controle planning per sector/PCE

Vastleggen Controle & inspectie

strategie

evaluatie van performantie van

controles

Uitvoering controles uit controle-programma

Controle op de werking van OCI

Coordinatie en evaluatie van

buitendiensten

Vastleggen van richtlijnen voor

opvolging

Afleveren certificaten

controlerapportering

Fraude-bestrijding

Afleveren erkenningen

Opvolgen vaststellingen

(non conformiteiten wanbetalers, PV’s)

Opvolgingscontrole meldingsplicht

klachten

Ondersteunen Wetenschappelijk

comite

Opvolgen

Wetgevend kader

Advies geven rond wetgeving

Uitvoering Controles op aanvraag - verplicht - ten dienste -

grensposten

opzetten verbeterings-

programmma’s

Workforce Planning

Validatie van sectorgidsen

Omzetten (EU) reglementering

Dispatching van monsters

Vastleggen Labo Strategie &

kwaliteitsnormen

Labo Planning & prijsopvolging

Organisatie ringtesten

Uitvoeren van labo analyses

Uitvoeren van analyses voor

derden

Erkennen van Labo’s

Relatiebeheer met (lokale) overheden

Uitvoeren controles voor derden

ACS-audits op aanvraag

Opstellen Controle checklists

Uitwerken risico-strategie

Opzetten traceerbaarheid

CODA dierenziekten

Europese RAS opvolging

Feedback naar bedrijven

Synthese & evaluatie van controle- &

analyseresultaten

Laborapportering

Crisis- en incidenten-

management

VakbondsoverlegRapportering aan

derden

52 level A

9 level B

11 level C

5 level D

77 FTE’s34 FTE’s

16.5 level A

6 level B

6 level C

5 level D

42 level A

7 level B

25 level C

16 level D

90 FTE’s

696 FTE’s

43 level A

68 level B

17 level C

34 level D

162FTE’s

64 level A

44 level B

56 level C

66 level D

231 FTE’s

522 Techn

211 level A

247 level B

60 level C

4 level D

174 Staff

45 level A

6 level B

71 level C

52 level D

SupportServices

General Management

ControlFollow up

ControlExecution

ControlPlanning

RiskAssessment

Program Management

Labs Analysis

Direct

Control

Execute

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FASFC


The projected control plan towards the future is based on a number of assumptions

Import- and exportcertificates are not influenced by the expansion of the EU

Licences are delivered for an undetermined period

Audits can be executed by private OCI’s after approval of the sectorguide

- Reduction for entreprises with a autocontrol system (ACS)

- Combined audits of ACS with private request for proposals

Pace of implementation of ACS in entreprises is difficult to predict

10 % of FASFC-controls require a follow up control

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FASFC


100% of entreprises with validated autocontrolsystem in 2008Evolution of the control agents - summary table

FTE’s 2005 2008 Totaal

D ID D ID 2005 2008

Primary Production

37 184,9 59,5 109,7 221,9 169,2

Trans-formation

16 106 19,3 49,2 122 68,5

Distribution 37,5 34,6 118,1 72,1

Others(BIRB, NOE, NICE en GIP)

47 23 60 70

Total 101 421 163,4 216,5 522 369,8

11 107,1

2337

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FASFC


Comparison 50% and 100% entresprises with validated ACS Required number of control agents in 2008

FTE’s 2008 50% ACS 2008 100%ACS Totaal

D ID D ID 200850%ACS

2008100%ACS

Primary Production

91 104 59,5 109,7 195 169,2

Trans-formation

83 33 19,3 49,2 116 68,5

Distribution 37,5 34,6 116 72,1

Other(BIRB, NOE, NICE en GIP)

47 23 70 70

Total 312 184 163,4 216,5 497 369,8

91 25

2347

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FASFC


For the 2008 budget (not indexed) in the 100% validated ACS scenario income from heffingen shift to retributies

PersoneelSalaries and wages 55.914.400reimbursements 4.626.012Other expenses 511 101.233

OperationsStaff related expenses 7.574.320IT 5.217.229external vetenaries 22.649.529extern labs 12.989.520BSE expenses 20.900.000Other operations expenses 4.265.426

Investments 4.027.282

Total 138.264.950

ACS validation 5.571.792TOTAL 143.836.742

Retributions 42.317.750certifications 8.070.000approvals 23.781.000controls/inspections on reques pmnon-conformities 1.968.750residues 2.648.000control rights 2.000.000BSE 3.850.000

Fees 23.015.000controls/inspections from controlprogram

6.015.000BSE 17.000.000

other 4.432.200total own revenue 69.764.950Government dotation 66.500.000EU 2.000.000Total 138.264.950

ACS validation 8.395.351TOTAAL 146.660.301

Expenditure Income projection new system

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FASFC


The 2008 budget with the 50% validated ACS (not indexed) shows a slower shift

PersoneelSalaries and wages 62.489.519 reimbursements 4.626.012Other expenses 511 101.233

OperationsStaff related operations 8.465.004IT 5.217.229External vetenaries 22.649.529external labs 12.989.520BSE expenses 20.900.000Other operations expenses 4.265.426

Investerments 4.027.282

Total 145.730.753


Retributions 42.317.750certifications 8.070.000approvals 23.781.000controls/inspection on request pmnon-conformities 1.968.750residues 2.648.000control rights 2.000.000BSE 3.850.000

Fees 30.837.500controles/inspection from controlprogram

13.837.500BSE 17.000.000

other 4.075.503total own revenue 77.230.753Government dotation 66.500.000EU 2.000.000Total 145.730.753


Expenditure Income projection new system

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FASFC


Conclusions

Belgian Food safety Agency has a medium term businessplan approved by the government

The BP takes into account the efforts and self checking systems of the industry in the food chain

Internal cyclus based on programming and planning tools Important values of the Belgian food safety agency:

- Professionalism- Integrity- Transparancy- Interdisciplinarity- Participation

Business plan of the Belgian Food Safety Agency

Documents

Transcript of Business plan of the Belgian Food Safety Agency