Business plan Food Agency

1
Business plan Food Agency
Piet Vanthemsche CEO
2
The FAVV Food Agency is regrouping all the
different control and inspection organisms since
2000
Minister of Public Health
FAVV Federal Agency for the security
of the Food chain
FOD Public Health, Food Safety Environment
AUDIT INSPECTIONCONTROLS
PROCESS REGULATIONS CONTROL-PROGRAM
PRODUCT REGULATIONS
3
The FAVV consists of central services for
strategy, planning and support together with
executing regional entities
4
The FAVV follows a yearly cycle of risk
assessment, program development, execution and
reporting
5
The first phase in the development of the agency
was oriented towards internal integration and is
now finished

• Central services grouped into one location
• Regional services grouped around 11 provincial
  entities
• Installation of communication service with
  Consumer Contact Point
• Website supporting own image
• Installation of Scientific and Advisory committee
• Approved human resources plan en language
  framework
• Own budget since 2003
• Global controlprogram based on risk assessment
• Rationalisation of laboratories
• Further rationalisation of internal processes
  through food_at_work

The next phase will focus on the development of a
trusted and efficient organisation
6
The FAVV must respond to the expectations of
multiple stakeholders
7
In 2004 an internal analysis exercise together
with an external stakeholder questionnaire
resulted in a SWOT-analyis
8
The FAVV wants to add value in 5 areas that are
supported by the selected strategic objectives
9
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

10
The strategic objectives are translating the
business vision into reality continued

• Good collaboration with all other government
  authorities
• Collaboration protocols and SLAs
• Integration within European context
• Public Private Collaboration
• OCIs, DMOs 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

11
The future operating model is build as a Business
Component Model consisting of core and supporting
activities
Support Services
General Management
Control Follow up
Control Execution
Control Planning
Risk Assessment
Program Management
Labs Analysis
Direct
Control
Execute
Core activity
Executed for third party
Support activity
Executed with partners
12
Detail of the Business Component Model for
Program Development
Risk Assessment
Program Management
Direct
Develop Control strategy
Develop risk strategies
Support Scientific comittee
Follow up Regulations
Control
Follow up and evaluation of risk assessment
Evaluation of control programme
CODA animal diseases
Relationship with (local) governments
Set up traceability
Execute
Development of Control programme
Synthesis evaluation of control- analysis
results
Control Guidelines
Analysis of input from the sectors
Validation of sectorguides
Analysis of European messages (RASFF)
Give advice around legislation
Analysis of meldingen/complaints
Prepare administrative simplification
Third party reporting
Translate (EU) regulations
13
Detail of the Business Component Model for
Control Management
Control planning
Control Follow up
Control execution
Define follow up guidelines
Define partner strategy
Define control inspection strategy
Subcontractor and Sector relationship management
Follow up of (sub)contractors
Contractor Performance Monitoring
Build control checklists
Evaluation of performance of controls
Build improvement programmmes
Workforce Planning
Fraude detection
Delivery of erkenningen
Execution of controls from control programme
Develop control planning per sector/PCE
Delivery of certificates
Execution of controls - On request -
Mandatory - In support - Bordercontrols
Feedback to enterprises
Develop detailed planning within PCE
Follow up (non conformities,
bad payers, warrants)
Coordination and evaluation of field services
Execute controls for third parties
Follow up control meldingsplicht complaints
Audit on OCI
European RAS follow up
Control reporting
ACS-audits on request
14
Detail of the Business Component Model for the
other Departments (general services, labos
analyses and supporting services)
Supporting Services
General Management
Labs Analysis
Stakeholder management
Strategic planning for budget, HR, ICT
Define labs strategy quality rules
Develop crisis strategy
Develop management plans
Labs Accrediation
Execute budget control
HR Management
Labs planning follow up
Define communication strategy
ICT service levels partner management
Develop and manage communication plans
Dispatching of steels
Invoicing and inningen
(Budg Analyt) Accounting
Crisis en incident management
Execute labs analysis
Training
Internal Audit Quality Management
Logistics, legal and translation services
Organisation of ringtests
Prevention and Work Safety
Execute analysis for third parties
IT operations
Negociatons with Unions
Third party fund management
Labs reporting
15
The staff for 2005 is in line with the future
operating model (in total 1290 FTEs)
Support Services
General Management
Control Follow up
Control Execution
Control Planning
Risk Assessment
Program Management
Labs Analysis
42 level A 7 level B 25 level C 16 level D
Direct
Strategische planning voor budget, HR, ICT
Vastleggen van richtlijnen voor opvolging
Vastleggen Controle inspectie strategie
Vastleggen Labo Strategie kwaliteitsnormen
Relaties met stakeholders
Uitwerken controle-strategie
Vastleggen Partner Strategie
Uitwerken risico-strategie
162 FTEs
77 FTEs
34 FTEs
90 FTEs
231 FTEs
Subcontractors en Sectoren relatiebeheer
Ondersteunen Wetenschappelijk comite
Uitwerken Crisisstrategie
Opvolgen Wetgevend kader
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
Opvolgen en evaluatie van risicobeoordeling
Opvolging (sub)contractors
Contractor Performance Monitoring
Control
ControleProgramma evaluatie
Erkennen van Labos
Opstellen management-plannen
Opstellen Controle checklists
16.5 level A 6 level B 6 level C 5 level D
Uitvoeren Budget Controle
evaluatie van performantie van controles
HR Management
Relatiebeheer met (lokale) overheden
opzetten verbeterings-programmmas
Workforce Planning
Labo Planning prijsopvolging
CODA dierenziekten
Bepalen communicatie-strategie
696 FTEs
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
Synthese evaluatie van controle-
analyseresultaten
Execute
Facturatie Inningen
Opstellen en beheer Communicatieprogrammas
Dispatching van monsters
Ontwerpen Controle Programma
Opmaak controle planning per sector/PCE
Afleveren certificaten
(BudgAnalyt) 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
Validatie van sectorgidsen
Organisatie ringtesten
Opleiding geven
Interne Audit Kwaliteitszorg
Opvolgen vaststellingen (non conformiteiten
wanbetalers, PVs)
Analyse van Europese berichten (RASFF)
Ondersteuning logistiek, juridisch, vertalen
Coordinatie en evaluatie van buitendiensten
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
16
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
• Erkenningen are deliverd for an undetermined
  period
• Audits can be executed by private OCIs 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 FAVV-controls require a follow up control

17
The projected control plan towards the future is
based on a number of assumptions continued
18
The scenarios that were created for the number of
control agents take into account the estimated
time per activity
Time in minutes
19
Primary production evolution of the number of
control agents based on completely available
autocontrol
20
Transformation evolution of the number of
control agents based on completely available
autocontrol
21
Distribution evolution of the number of control
agents based on completely available autocontrol
22
100 of entreprises with validated
autocontrolsystem in 2008Evolution of the
control agents - summary table
11
107,1
23
37
23
Comparison 50 and 100 entresprises with
validated ACS Required number of control agents
in 2008
91
25
23
47
24
Staff 2008 based on the scenario of 100 ACS and
after BPR en automation (in total 1080 FTEs
excluding auditors)
Support Services
General Management
Control Follow up
Control Execution
Control Planning
Risk Assessment
Program Management
Labs Analysis
Direct
Strategische planning voor budget, HR, ICT
Vastleggen van richtlijnen voor opvolging
Vastleggen Controle inspectie strategie
Vastleggen Labo Strategie kwaliteitsnormen
Relaties met stakeholders
Uitwerken controle-strategie
Vastleggen Partner Strategie
Uitwerken risico-strategie
149 FTEs
74 FTEs
34 FTEs
86 FTEs
215 FTEs
Subcontractors en Sectoren relatiebeheer
Ondersteunen Wetenschappelijk comite
Uitwerken Crisisstrategie
Opvolgen Wetgevend kader
Opvolgen en evaluatie van risicobeoordeling
Opvolging (sub)contractors
Contractor Performance Monitoring
Control
ControleProgramma evaluatie
Erkennen van Labos
Opstellen management-plannen
Opstellen Controle checklists
Uitvoeren Budget Controle
evaluatie van performantie van controles
HR Management
Relatiebeheer met (lokale) overheden
opzetten verbeterings-programmmas
Workforce Planning
Labo Planning prijsopvolging
CODA dierenziekten
Bepalen communicatie-strategie
522 FTEs 370 control agents 140 11 support
ICT service levels partner mgmt
Opzetten traceerbaarheid
Fraude-bestrijding
Uitvoering controles uit controle-programma
Afleveren erkenningen
Synthese evaluatie van controle-
analyseresultaten
Execute
Facturatie Inningen
Opstellen en beheer Communicatieprogrammas
Dispatching van monsters
Ontwerpen Controle Programma
Opmaak controle planning per sector/PCE
Afleveren certificaten
(BudgAnalyt) 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
Validatie van sectorgidsen
Organisatie ringtesten
Opleiding geven
Interne Audit Kwaliteitszorg
Opvolgen vaststellingen (non conformiteiten
wanbetalers, PVs)
Analyse van Europese berichten (RASFF)
Ondersteuning logistiek, juridisch, vertalen
Coordinatie en evaluatie van buitendiensten
Advies geven rond wetgeving
Uitvoeren van analyses voor derden
Uitvoeren controles voor derden
Preventie en bescherming op het werk
89,5 FTEs ACS auditors
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
25
An efficient way of working requires the
implementation of the IT priorities and an
integrated information management
Support Services
General Management
Control Follow up
Control Execution
Control Planning
Risk Assessment
Program Management
Labs Analysis
Direct
e Workplace External and internal communication
Operator management
Control
Datawarehouse
HR PIA
Execute
Central Traceability system
FoodNet integrated Control administration
26
A number of additional projects are needed to
fulfil the realization of the strategic
objectives

• Communication
• Mediacampaigs towards consumers
• Announced controls with entreprises
• Smiley for sales and distribution points
• Total Quality Management
• Benchmarking and measurement sytem
• Charter of the control agent
• External ISO certification
• Human Resources
• Additonal staff training
• Competence management
• Crisis management
• Meldkamersysteem, waakvlamconstructie, crisis
  plans

27
The budget remained at the same level over the
last years
28
The 2005 budget is based on the new financing
mechanism and plans for a further balance between
income and expenditure
Expenditure
Income projection new system

• Retributions 47.977.750
• certifications 8.070.000
• approvals 23.781.000
• controls/inspections on request
  1.660.000
• non-conformities 1.968.750
• residuen 2.648.000
• Control rights 6.000.000
• BSE 3.850.000
• Fees 35.450.000
• controls/inspections control program 18.450.0
  00
• BSE 17.000.000
• other 4.342.627
• total revenue 87.770.377
• Government dotation 63.500.000
• EU 4.000.000
• Total 155.270.377

• Staff
• Salaries and Wages 66.786.644
• reimbursements 4.626.012
• Other expenses 511 92.030
• Operations
• Staff related expenses 9.047.104
• IT 5.796.921
• Externan vetenaries 26.091.413
• external labs 14.432.800
• BSE expenses 20.850.000
• Other expenses 3.072.695
• Investments 4.474.758
• Total 155.270.377

29
For the 2008 budget (not indexed) in the 100
validated ACS scenario income from heffingen
shift to retributies
Expenditure
Income projection new system

• 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

30
The 2008 budget with the 50 validated ACS (not
indexed) shows a slower shift

Expenditure
Income projection new system

• 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
• Total 145.730.753
• 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 13.83
  7.500
• 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

31
This business plan aims to meet the different
expectations of all our stakeholders

• More efficient public service
• More Transparancy
• Optimizing available resources
• Evaluation of new financing mechanism after 2 year