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Business plan of the Belgian Food Safety Agency

Business plan of the Belgian Food Safety Agency. Piet Vanthemsche CEO. The FASFC Food Agency is regrouping all the different control and inspection organisms since 2000. Minister of Public Health. FASFC Federal Agency for the security of the Food chain. FOD Public Health,

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Business plan of the Belgian Food Safety Agency

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  1. Business plan of the Belgian Food Safety Agency Piet Vanthemsche CEO RoHS Seminar | |

  2. The FASFC Food Agency is regrouping all the different control and inspection organisms since 2000 Minister of Public Health FASFC Federal Agency for the security of the Food chain FOD Public Health, Food Safety & Environment AUDIT INSPECTIONCONTROLS PROCESS REGULATIONS & CONTROL-PROGRAM PRODUCT REGULATIONS RoHS Seminar | |

  3. The FASFC consists of central services for strategy, planning and support together with executing regional entities RoHS Seminar | |

  4. The FASFC follows a yearly cycle of risk assessment, program development, execution and reporting RoHS Seminar | |

  5. The FASFC must respond to the expectations of multiple stakeholders RoHS Seminar | |

  6. In 2004 an internal analysis exercise together with an external stakeholder questionnaire resulted in a SWOT-analyis RoHS Seminar | |

  7. Result Complementary with the sectors • A stable legal • frame • Administrative simplification • A secure food chain • consumer exposure as low as possible • Reduce incidents • A good image • enlarge consumer trust • enhance competitiveness • FASFC becomes authority and reference • Operational excellent • Public service • An efficient public service • Transparancy in way of working Collaboration Public-private collaboration Collaboration with other government administration Processes Inclusion in European context Communication towards Consumers and enterprises Efficient risk assessment From inspection towards audit Renewal of existing financing mechanisms Efficient crisis management Organisation & People Quality Management Integrated information management Competent and well trained workforce The FASFC wants to add value in 5 areas that are supported by the selected strategic objectives RoHS Seminar | |

  8. 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 RoHS Seminar | |

  9. 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 RoHS Seminar | |

  10. Our goal : optimising Food chain checks Suppliers of agriculture (feed industry, raw materials, pesticides) Agriculture Food industry Wholesale business Retail Hotels, Restaurants, Pubs Transport MiA-P (2) MiA-A (2) MIS FASFC GIFS RoHS Seminar | |

  11. FASFC Business Plan and the core process • Main objectives of the organisation are defined in an business plan approved by the federal governement • Core process is integral part of the business plan • Core process is defined and implemented within a BPR • Others strategic objectives defined in the business plan eg • Self checking • From inspection to audits • are in line with Core process . RoHS Seminar | |

  12. The new core process of the FASFC Plan Plan Act Do Check Act Check Check RoHS Seminar | |

  13. Strategic planning for budget, HR, IT Define guidelines for follow up Define Control & inspection strategy Define Labs Strategy & quality rules Define Partner Strategy Stakeholder management Develop risk strategy Develop control-strategy Support Scientific comittee Subcontractor en Sector relationship management Follow up Regulations Define Crisis strategies Follow up and evaluate risk assessment (sub)contractors follow up Contractor Performance Monitoring Labs accreditation ControlProgramme evaluation Develop Control checklists Define management plans Execute Budget Control evaluation of performance of controls HR Management Relationships with (local) governments develop improvement-programmmes Labs Planning & follow up Workforce Planning CODA animal diseases Define communication strategies IT service levels & partner mgmt Set up traceability Fraude-detection Execution of controls from control-programme Deliver erkenningen Synthesis & evaluation of controle & analysis results Develop & manage Communication plans Dispatching of steels Invoicing & Inningen Develop control planning per sector/PCE Develop Control Programme Deliver certificates (Budg+Analyt) Accounting Execute labs analysis Guidelines for Control exectuion Execution controls - On request - mandatory - In support - bordercontrols Crisis- and incidents-management Develop detailed planning within PCE Feedback to enterprises Analysis of input from sectors Organisation of ringtests Validation of sector guides Training Internal Audit & Quality mgmt Follow up (non conformities bad payers, warrants) Analysis of European messaging (RASFF) Coordination of evaluation of field services Logistics, legal, translation services Advice around legislation Execute analysis for third parties Prevention and Work Safety Execute controls for third parties Follow up control complaints Analysis of complaints Legislation simplification IT operations Audtis of OCI Labs reporting European RAS follow up Union negociations Reporting to third parties Translation (EU) regulations Control repporting Funds management for third parties ACS-audits on request The future operating model is build as a Business Component Model consisting of core and supporting activities Support Services General Management Risk Assessment Program Management Control Planning Control Execution Control Follow up Labs Analysis Direct Control Execute Core activity Executed with partners Support activity Executed for third party RoHS Seminar | |

  14. The staff for 2005 is in line with the future operating model(in total 1290 FTE’s) Support Services General Management Risk Assessment Program Management Control Planning Control Execution Control Follow up Labs Analysis Direct 42 level A 7 level B 25 level C 16 level D Strategische planning voor budget, HR, ICT Vastleggen van richtlijnen voor opvolging Vastleggen Controle & inspectie strategie Vastleggen Labo Strategie & kwaliteitsnormen Vastleggen Partner Strategie Relaties met stakeholders Uitwerken risico-strategie Uitwerken controle-strategie 162 FTE’s 231 FTE’s 34 FTE’s 77 FTE’s 90 FTE’s Ondersteunen Wetenschappelijk comite Subcontractors en Sectoren relatiebeheer Opvolgen Wetgevend kader Uitwerken Crisisstrategie 52 level A 9 level B 11 level C 5 level D 43 level A 68 level B 17 level C 34 level D 64 level A 44 level B 56 level C 66 level D Control Opvolgen en evaluatie van risicobeoordeling Opvolging (sub)contractors Contractor Performance Monitoring Erkennen van Labo’s ControleProgramma evaluatie 16.5 level A 6 level B 6 level C 5 level D Opstellen Controle checklists Opstellen management-plannen Uitvoeren Budget Controle evaluatie van performantie van controles HR Management Relatiebeheer met (lokale) overheden opzetten verbeterings-programmma’s Labo Planning & prijsopvolging Workforce Planning CODA dierenziekten Bepalen communicatie-strategie 696 FTE’s ICT service levels & partner mgmt Opzetten traceerbaarheid Fraude-bestrijding 174 Staff 45 level A 6 level B 71 level C 52 level D 522 Techn 211 level A 247 level B 60 level C 4 level D Uitvoering controles uit controle-programma Afleveren erkenningen Execute Synthese & evaluatie van controle- & analyseresultaten Opstellen en beheer Communicatieprogramma’s Dispatching van monsters Facturatie & Inningen Opmaak controle planning per sector/PCE Ontwerpen Controle Programma Afleveren certificaten (Budg+Analyt) Boekhouding Uitvoeren van labo analyses Richtlijnen voor Controles Uitvoering Controles op aanvraag - verplicht - ten dienste - grensposten Crisis- en incidenten-management Opmaken planning binnen PCE Analyse input van de sectoren Feedback naar bedrijven Organisatie ringtesten Validatie van sectorgidsen Opleiding geven Interne Audit & Kwaliteitszorg Opvolgen vaststellingen (non conformiteiten wanbetalers, PV’s) Analyse van Europese berichten (RASFF) Coordinatie en evaluatie van buitendiensten Ondersteuning logistiek, juridisch, vertalen Advies geven rond wetgeving Uitvoeren van analyses voor derden Uitvoeren controles voor derden Preventie en bescherming op het werk Opvolgingscontrole meldingsplicht klachten Analyse van meldingen/klachten Vereenvoudiging van wetgeving ICT operationeel beheer Controle op de werking van OCI Laborapportering Europese RAS opvolging Vakbondsoverleg Fondsenbeheer voor derden Rapportering aan derden Omzetten (EU) reglementering controlerapportering ACS-audits op aanvraag RoHS Seminar | |

  15. 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 RoHS Seminar | |

  16. 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 101 421 163,4 216,5 522 369,8 100% of entreprises with validated autocontrolsystem in 2008Evolution of the control agents - summary table 11 107,1 23 37 RoHS Seminar | |

  17. FTE’s 2008 50% ACS 2008 100%ACS Totaal D ID D ID 2008 50%ACS 2008 100%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 Comparison 50% and 100% entresprises with validated ACS Required number of control agents in 2008 91 25 23 47 RoHS Seminar | |

  18. Personeel Salaries and wages 55.914.400 reimbursements 4.626.012 Other expenses 511 101.233 Operations Staff related expenses 7.574.320 IT 5.217.229 external vetenaries 22.649.529 extern labs 12.989.520 BSE expenses 20.900.000 Other operations expenses 4.265.426 Investments 4.027.282 Total 138.264.950 ACS validation 5.571.792 TOTAL 143.836.742 Retributions 42.317.750 certifications 8.070.000 approvals 23.781.000 controls/inspections on reques pm non-conformities 1.968.750 residues 2.648.000 control rights 2.000.000 BSE 3.850.000 Fees 23.015.000 controls/inspections from controlprogram 6.015.000 BSE 17.000.000 other 4.432.200 total own revenue 69.764.950 Government dotation 66.500.000 EU 2.000.000 Total 138.264.950 ACS validation 8.395.351 TOTAAL 146.660.301 For the 2008 budget (not indexed) in the 100% validated ACS scenario income from heffingen shift to retributies Expenditure Income projection new system RoHS Seminar | |

  19. Personeel Salaries and wages 62.489.519 reimbursements 4.626.012 Other expenses 511 101.233 Operations Staff related operations 8.465.004 IT 5.217.229 External vetenaries 22.649.529 external labs 12.989.520 BSE expenses 20.900.000 Other operations expenses 4.265.426 Investerments 4.027.282 Total145.730.753 ACS validation 2.676.950 TOTAL 148.407.703 Retributions 42.317.750 certifications 8.070.000 approvals 23.781.000 controls/inspection on request pm non-conformities 1.968.750 residues 2.648.000 control rights 2.000.000 BSE 3.850.000 Fees 30.837.500 controles/inspection from controlprogram 13.837.500 BSE 17.000.000 other 4.075.503 total own revenue 77.230.753 Government dotation 66.500.000 EU 2.000.000 Total 145.730.753 ACS validation 4.033.521 TOTAL 149.764.274 The 2008 budget with the 50% validated ACS (not indexed) shows a slower shift Expenditure Income projection new system RoHS Seminar | |

  20. 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 RoHS Seminar | |

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