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The Role of the MHS and the MHS Board

The Role of the MHS and the MHS Board. Chris Lawson, MHS Chief Executive. MHS Board meeting with stakeholders held in York on 22 September 2005. MHS Vision.

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The Role of the MHS and the MHS Board

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  1. The Role of the MHS and the MHS Board Chris Lawson, MHS Chief Executive. MHS Board meeting with stakeholders held in York on 22 September 2005

  2. MHS Vision “We will be the first-choice provider of independent services in meat production premises, recognised for our professional, forward-looking, efficient and effective approach”

  3. MHS Purpose “To provide assurance that risk to public health and animal health and welfare, during meat production in licensed fresh meat premises, is controlled by the food business operator”

  4. MHS Strategic Objectives • Consistent and effective enforcement of public health/animal welfare legislation, plus supervision/inspection services and audit • Delivery of efficient, high-quality services exploiting technology (e.g., IT in Plants) and striving for excellence • Achievement of performance targets set annually by the FSA Board • Operating in an open, accountable and independent way, respecting legislative requirements and promoting inclusion

  5. MHS historical background • Legal requirement for meat inspection dates back to the 1960s • Traditionally undertaken by local authorities (some 300 in England, Wales and Scotland) • MHS created on 1 April 1995 to offer a local service, meeting nationally-agreed and consistently applied standards • MHS does not operate in Northern Ireland, where the Department of Agriculture and Rural Development (DARD) undertakes this role

  6. Food Standards Agency (FSA) MHS transferred from the former MAFF to FSA on 1 April 2000 • Established under Food Standards Act 1999 • Non-Ministerial Government Department • Reports to UK Parliament through Health Ministers • Externally-appointed non-executive Board • Chair: Dame Deirdre Hutton • Deputy Chair: Julia Unwin • Chief Executive: Dr Jon Bell • Director of Enforcement: David Statham • Veterinary Director: Alick Simmons

  7. History of MHS governance • 1995 – 2000: MHS Ownership Board, comprising representatives of MAFF, Welsh and Scottish Offices, and external members. Advise Ministers, support the MHS Chief Executive, and monitor performance against targets • 2000 – 2004: Meat Hygiene Advisory Committee (MHAC), comprising FSA Board members, representatives of the Food Advisory Committees for Scotland, Wales and Northern Ireland, and external appointees. Responsible for strategic oversight of the MHS to ensure that it operated efficiently and effectively, and to advise the FSA Board

  8. History of MHS governance • 2004 to date: MHS Board, established under the Food Standards Act 1999 as a sub-committee of the FSA Board • Chaired by Chrissie Dunn, FSA Board member • Members are Maureen Edmondson, Baroness Valerie Howarth, Dr Jon Bell, Alick Simmons, Celia Bennett, and Deryk Mead • Inaugural meeting held in York in November 2004 • Meets at least four times a year, including annual stakeholder meeting • Chair of MHS Board formally reports to FSA Board at least twice a year

  9. The MHS Board • Terms of reference are to give strategic direction to the MHS within the overall strategy agreed by the FSA Board; and to set appropriate targets for the MHS and monitor its performance/hold it to account on behalf of the FSA Board - Responsible for governance - Gives the MHS strategic direction - Sets appropriate targets - Monitors performance Day to day operations remains the responsibility of the MHS Chief Executive and the MHS Management Board

  10. MHS internal organisation Chief Executive Veterinary & Technical Director V & T Support Unit Verification & Audit Unit SLA Unit Director of Operations Regional Directors Regional Veterinary Advisers/AOVs Area Managers OVSs S/MHIs + MTs Corporate Services Director Human Resources Finance IT Business Development Unit

  11. FSA Enforcement of Fresh (red) Meat and Poultry (etc.) Meat Regs. Ensure removal of SRM Enforcement of OTM Rule Identification of animal by-products OVS designation Defra (+ agencies) Enforcement of Welfare at Slaughter Regs. Sampling for veterinary medicines residues Sampling for TSE testing Enforcing emergency controls on animal disease outbreaks (e.g., FMD) Checking cattle passports and eartags Supervision in OTMS plants Disease surveillance Licensing slaughterers Who do we work for?Consumers

  12. Annual throughput statistics (2004/05) • 790,000,000 poultry • 15,000,000 sheep • 8,000,000 pigs • 2,000,000 cattle (destined for food: excludes OTM bovines) • 1,800,000 game/rabbits • 240,000 cattle (culled under OTMS) • 9,000 goats • 7,000 horses • 1,600 wild boar

  13. In 1995 MHS £35 million 900 workforce MAFF £2 billion 14,000 workforce After 2000 MHS £83 million 2,000 workforce FSA £111 million 652 workforce MHS finance – before and after 2000

  14. MHS income, 2004/05 Total income: £53.2 million • From meat industry, £23.6 million • From FSA, £17.6 million • From Defra, £12.0 million

  15. MHS expenditure, 2004/05 Total costs: £83.0 million • Pay costs, £49.8 m • Contract OVSs, £23.7 m • Other costs, £9.5 m Net Operating Cost: £29.8 m Maclean subsidy: £22.7 m

  16. Key Events, 1995 - 2005 • 1995: MHS established on 1 April as a MAFF agency • 1996: Stephen Dorrell’s statement on BSE/CJD • 1997: Introduction of Clean Livestock Policy • 1998: Strategic review of MHS structure and organisation • 1999: Resumption of beef exports under Date-Based Export Scheme • 2000: Became an agency of the FSA on 1 April • 2001: Outbreak of Foot & Mouth Disease • 2002: ‘Moving Ahead’ programme of organisational change • 2003: Legislation introducing HACCP into slaughterhouses • 2004: Decisions on BSE testing regime • 2005: Preparations for new BSE testing regime and H123 (new EU Food Hygiene Regulations)

  17. Some future challenges (1) • Transition to BSE testing of all OTM bovines before they can enter the food chain (expected start date 7 November 2005) • TSE Roadmap: review of BSE controls by EU • Implementation of new European Hygiene Regulations (H123), including new Manual for Official Controls and Industry Guide • Move to risk-based enforcement/operator responsibility: MHS cultural change • Possible animal disease threats • Implementation of Wall and DNV Report recommendations (resulting from failure to test some ‘casualty’ cattle for BSE)

  18. Some future challenges (2) • Implementation of MHS/UNISON Pay & Grading Review • Improving communications with stakeholders, including contractors and Government/industry customers • Better regulation/simplification/Hampton initiatives • Devolution developments • Sustainability We have to achieve all this, while maintaining business as usual, with 100 per cent compliance, 24 hours a day, 365 days a year

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