Performance and resources report Q4 2018/19
Food Standards Agency Business Committee 19 June 2019

## Contents

| Foreword                                                             | …………………………………..………………………………………………………………………………      | 3     |
|----------------------------------------------------------------------|----------------------------------------------------|-------|
| Executive Summary                                                    | ……………………..…………………………………………………………………………….  4        |       |
| Foodborne Disease                                                    | ……………………………………………………………………………………………………   5         |       |
| Food Hygiene Rating Scheme                                           | …………………………………………………..………………………………..                | 6     |
| Food Hygiene Rating Scheme Recognition and Use                       | …………………………………………………….                              | 7     |
| Meat Food Business Operator Compliance                               | …………………………………………………………………                          | 8     |
| Animal Welfare - Non Compliances                                     | …………………………………………………………………………..                     | 9     |
| Animal Welfare - CCTV Compliance                                     | …………………………………………………………………………..                     | 10    |
| Forward Look                                                         | …………………………………………………………………………………………………………….         | 11    |
| Delivering our Corporate Priorities                                  | …………………………………………………………………………….                     | 12-15 |
| Making the FSA a Great Place to Work - Staff Attrition & Recruitment | ….………………..….  16                                   |       |
| Making the FSA a Great Place to Work - Sickness                      | ……………………………………………………….  17                         |       |
| Making the FSA a Great Place to Work - Health and Safety             | …………………….……………………   18                             |       |
| Finance - Spend against HM Treasury Limits                           | ……………………………………………………………….                          | 19    |
| Finance - Key Areas of Spend                                         | ……………………………………………………………………………………..                 | 20    |
| Appendix                                                             | …………………………………………………………………………………………………………………… 21-23 |       |

## Foreword By Chris Hitchen, Director Of Finance And Performance The Fsa'S Performance In The 4Th Quarter Of **2018/19** Saw Good Progress Being Made Against The 3 Strategic Priorities Set By The Board. On Eu Exit, The Fsa'S 1St Strategic Priority, We Completed Our Critical Projects, So That In Any Exit Scenario, The Fsa Will Continue To Deliver A System Of Food Safety That Is Just As Effective After We Leave The Eu.  The Outputs Of The Projects Are Now Being Used And Refined By The Appropriate Areas Of The Business As Part Of Their Day-To-Day Operations.  We Have Assessed The Affect Of A Delay Until 31 October 2019 On Our Day 1 Preparations And Have Judged That There Is No Likely Degradation Of Readiness And Will Keep This Under Review.

On FSA's 2nd strategic priority of regulatory reform, the Regulating Our Future (ROF) programme, there has been good progress. The work on transforming food standards delivery is underway. We are putting in place a new delivery framework that describes the integrated approach to the delivery of food standards official controls. This will include the use of an intelligence model in combination with a new risk rating scheme to inform how official controls are programmed, prioritised and delivered. The "Register a food business" (RaFB) service has seen an increase in the number of Local Authorities (LAs) using the service to 11 and 461 new businesses have registered using it. Plans are in place to support a greater take up of the service and open the service to a larger number of food business operators and LAs through a range of Management Information System providers. 

The increase in foodborne disease in 2018 is below the current thresholds for each of the 4 pathogens. However, because an increase in all 4 
pathogens has been observed, the FSA will undertake further work in partnership with national surveillance bodies and other relevant stakeholders to ensure that we have fully examined all available data to understand any underlying issues. Some annual variation in the incidence of foodborne disease is to be expected and is not necessarily a cause for concern. Because of this expected variation, the FSA Board sets baseline levels which are the thresholds for action. Further action will be taken as appropriate, including commissioning additional research if necessary. The FSA plays a key role working with delivery partners to ensure food businesses fulfil their responsibility of ensuring food is safe and what it says it is.

The FSA has kept within all HMT limits in the year ending 31 March 2019, including the additional funding it received for EU Exit. The £5m underspend in Programme was primarily due to the FSA re-prioritising resources to ensure EU Exit readiness, which resulted in some delays to important but non-urgent Science expenditure. The FSA was able to part mitigate this through a budget exchange of Programme from 18/19 
to 19/20 for the maximum amount permitted. The FSA has a balanced budget and prioritised business plan for 19/20 which will continue to drive further improvements in value for money. One of the FSA's key priorities is more effective protection for food hypersensitive consumers, which includes those with food allergy and intolerance, and we will develop measures and propose targets for delivery.

## Executive Summary Our Performance In Q4 2018/19

HUMAN CASES OF FOODBORNE DISEASE
This is why the FSA exists, to protect the public from foodborne disease. All of our measures contribute to delivery of these Q4 statistics, updated annually in March. The increase in foodborne disease in 2018 is below the current thresholds for each of the four pathogens. FSA 
will work with national surveillance bodies and other relevant stakeholders to ensure that we have fully examined all available data to understand any underlying issues. Further action will be taken as appropriate, including commissioning additional research if necessary.

## Food Hygiene Rating Scheme

% of food businesses within the scope of FHRS achieving FHRS rating of '5 - very good' (England, Wales and Northern Ireland consolidated)
The greatest rate of increase of 5 ratings has been following mandation of FHRS display by businesses. This was shown in Wales following mandation in November 2013 and in Northern Ireland from October 2016
% of food businesses within the scope of FHRS achieving FHRS rating of 2 or lower (England, Wales and Northern Ireland consolidated)
% of food businesses within the scope of FHRS with a rating of 2 or lower as at March 31st 2019 by country

## Food Hygiene Rating Scheme Recognition And Use Uk Recognition Of Fhrs Stickers

% of people who use the Food Hygiene Rating Scheme between Nov 2014 - October 2018 (England, Wales and Northern Ireland consolidated)

## Meat Food Business Operator (Fbo) Animal Welfare - Non Compliances

Animals processed in compliance with welfare rules

## Animals Processed Where Noncompliances Were Recorded Animal Welfare - Cctv Compliance

Surveys of FBO CCTV compliance from 5 November 2018 (end of transition period) to 31 January 2019
of operating FBOs compliant by 28 February 2019 including one that was non compliant 31 January, eliminating the requirement for further surveys CCTV regulations came into force in England  on 4 May 2018 with a 6 month transition period for Business Operators to comply by 5 November 2018
The FSA carried out a number of bespoke surveys to assess compliance of the new legislation

## Modern, Accountable Excellent Regulator Forward Look To 2020 (Milestones)

Deliver our EU EXIT plan and embed
•
UK exits the EU: implement FSA exit plan with Functioning domestic food law
•
Ongoing implementation supporting the outcome of negotiations
EU EXIT
•
Delivery plans approved
•
Contingency plans for a no deal EU Exit are in place
•
HMT - Funding secured
Embed our RISK ANALYSIS approach into the business
•
Make new food and feed risk analysis processes work and build capability
•
Legislate using the powers of the
European Union (Withdrawal) Bill
•
Anticipate and bring forward priority issues driven by our new EU and 
global relationships
•
Commence planning for 'Enduring 
Regime' post exit.
Fully functioning NATIONAL FOOD CRIME Unit
•
Improved understanding of strategic threat and defined thresholds 
REGULATING OUR FUTURE
•
Field trials for registration
•
Requisite platforms to support intelligence and investigative functions
•
Formal consultation for segmentation
•
Interim executive powers and progression of primary legislation
•
Define future roles of FSA, Local Authorities and private assurance
KNOWLEDGE gathering and SURVEILLANCE
•
New surveillance system embedded
•
External surv. intelligence sharing network that promotes collaboration
SURVEILLANCE
•
Prototype model for surveillance
•
Pursue foodborne allergens as 'flagship' public health/safety challenge
•
Build surveillance capability
•
A coherent, cross-FSA framework sampling strategy 
Building our ENGAGEMENT capability
•
Build and maintain our external and international affairs
OUR WAYS OF WORKING
•
New London office
•
Grow influence & impact with our science 
•
Improved & expanded capabilities in issuing food notification
•
Consolidated contracts for plant-based operational staff
•
Engage on a bilateral / multilateral basis on key FSA policy issues
EVOLVE IT
•
Exit from Capita contract
Regulation and its modernisation REGULATING OUR FUTURE
•
Drive adoption of Registering a Food Business across all LAs
•
FSA-owned IT model in place
•
Further develop and refine capability to support FBO Segmentation
•
Trial Primary Authority NIS and Assurance Standards
•
Design a new Food Standards delivery model
DATA & DIGITAL
•
New Food.gov.uk
•
Develop a single, coherent, Operations Transformation Delivery Plan
•
Digital Workplace
Increasing our DATA & DIGITAL capability
•
Deliver Data projects to better understand and utilise our information
PEOPLE STRATEGY
•
2020 Workforce plan
•
Deliver Digital services to meet the FSA business needs
•
Senior Leadership programme
•
New performance management scheme
•
Talent management
Our PEOPLE are supported
•
Delivering business-critical skills as part of our Strategic Capabilities Plan
•
Diversity strategy and roadmap
•
Our Fit for Change model is embedded and leadership strategies developed 
•
New Pay & Reward Strategy, Embed ASPIRE values and Diversity & Inclusion strategy
Food we can trust operating outside the EU
New regulatory model launches A robust evidence base in our work applied and openly communicated to protect consumers' interests 

An effective and resilient 
organisation, with highly 
skilled leaders enabling 
the FSA to be recognised 
as an excellent, accountable 
modern regulator

## Delivering Our Corporate Priorities Eu Exit - Preparing For All Scenarios

| Apr - Jun 18         | Jul - Sep 18   |
|----------------------|----------------|
| Imports              |                |
| Recruitment for      |                |
| additional FSA       |                |
| capacity started     |                |
| Changes to           |                |
| business processes   |                |
| for import controls  |                |
| identified           |                |
| Resource available   |                |
| to enable ports /    |                |
| FSA to deliver new   |                |
| processes            |                |
| Pre-                 |                |
| Notification         |                |
| (EU High Risk        |                |
| products)            |                |
| principles           |                |
| agreed Cross-        |                |
| Government           |                |
| Incidents            |                |
| Solution build for   |                |
| handling food        |                |
| alerts started       |                |
| Stakeholder          |                |
| strategy             |                |
| implemented          |                |
| Recruitment          |                |
| for additional       |                |
| capacity             |                |
| started              |                |
| Fixing SIs Drafted   |                |
| Inoperabilities      |                |
| identified           |                |
| Consultations        |                |
| started              |                |
| Legal                |                |
| Consequences         |                |
| (extends             |                |
| through to Sep)      |                |
| Additional FSA RA    |                |
| capacity in place    |                |
| Risk Assessment      |                |
| Day 1 Lab capacity   |                |
| in place             |                |
| Recruitment          |                |
| for additional       |                |
| FSA capacity         |                |
| started              |                |
| Risk Management      |                |
| Cross Government     |                |
| agreement to RM      |                |
| proposals            |                |
| Ministerial          |                |
| response to          |                |
| RM proposals         |                |
| Governance for       |                |
| decision making      |                |
| developed            |                |
| Shadow               |                |
| Regulatory           |                |
| Forum                |                |
| established          |                |
| Surveillance         |                |
| Specific case        |                |
| studies agreed       |                |
| Methods &            |                |
| process in place     |                |
| Discovery            |                |
| complete             |                |
| Alpha                |                |
| complete             |                |
| Private Beta Phase   |                |
| Enhanced             |                |
| Registration         |                |
| NFCU                 |                |
| HMT approved         |                |
| business case        |                |
| FSA Board            |                |
| Approval             |                |
| NFCU                 |                |
| Recruitment          |                |
| Launched             |                |
| Senior               |                |
| Management           |                |
| recruited            |                |
| Exports              |                |
| New Health Mark      |                |
| agreed by FSA        |                |
| Informal             |                |
| consultation         |                |
| with industry        |                |
| Plan in place for    |                |
| listing premises     |                |
| with EC.             |                |
| Additional FSA       |                |
| imports capacity     |                |
| in place             |                |
| Law is ready to      |                |
| underpin import      |                |
| control regime       |                |
| Start date for Pre-  |                |
| Notification         |                |
| confirmed by         |                |
| DEFRA.               |                |
| Industry / Officials |                |
| understand           |                |
| changes required     |                |
| from Day 1 &         |                |
| beyond.              |                |
| Systems and          |                |
| process for          |                |
| minimum viable       |                |
| product (MVP) in     |                |
| place                |                |
| Solution in place    |                |
| for handling food    |                |
| alerts               |                |
| Additional FSA       |                |
| incidents capacity   |                |
| in place             |                |
| Law is ready to      |                |
| enable incident      |                |
| response / action    |                |
| Start date for Pre-  |                |
| Notification         |                |
| confirmed by         |                |
| DEFRA.               |                |
| Roles and            |                |
| responsibilities     |                |
| clear for incident   |                |
| handling             |                |
| Parliamentary        |                |
| process started      |                |
| Consultations        |                |
| complete             |                |
| Parliamentary        |                |
| process complete     |                |
| Law is ready to      |                |
| underpin             |                |
| regulatory regime    |                |
| from Day 1           |                |
| Risk Assessment      |                |
| Principles in place  |                |
| Scientific           |                |
| committees           |                |
| expanded             |                |
| Risk                 |                |
| Communication        |                |
| methods agreed       |                |
| Law is ready to      |                |
| underpin RA          |                |
| responsibilities     |                |
| Process for decision |                |
| making agreed        |                |
| Resources in place   |                |
| to undertake new     |                |
| responsibilities     |                |
| Food Safety RM       |                |
| Forum Operational    |                |
| (in shadow form)     |                |
| Law is ready to      |                |
| underpin RM          |                |
| responsibilities     |                |
| FSA Board            |                |
| Agreement to         |                |
| Governance &         |                |
| Process              |                |
| Case studies         |                |
| completed            |                |
| Successful           |                |
| outputs              |                |
| operationalised      |                |
| Initial Delivery     |                |
| Agents understand    |                |
| requirements         |                |
| Enhanced             |                |
| Registration         |                |
| System in use        |                |
| (MVP)                |                |
| Staff Trained        |                |
| Case Management      |                |
| System live          |                |
| Middle               |                |
| Management           |                |
| recruited            | (15 April)     |
| Law ready to         |                |
| allow full range of  |                |
| activity             |                |
| Consultation on      |                |
| health marks         |                |
| complete             |                |
| Industry / Officials |                |
| understand           |                |
| requirements         |                |
| Replacement          |                |
| meat stamps          |                |
| issued               |                |

## Delivering Our Corporate Priorities Delivering Our Corporate Priorities Delivering Our Corporate Priorities People Strategy Our Ways Of Working Making The Fsa A Great Place To Work - Attrition And Recruitment Recruitment Activity In Quarter 4 Headcount By Quarter Jan 2018 - March 2019 Making The Fsa A Great Place To Work - Sickness

submitted to Cabinet Office (Q4 reporting period April 2018-March 2019)
% of total absence taken which were short/long term in a rolling 12 month period as submitted to Cabinet Office (Q4 reporting period April 2018-March 2019 )
between Q3 and Q4 (Reporting on a 12 month rolling period). 

## Health And Safety Riddor* (Reporting Of Injuries, Diseases And Dangerous Occurrences Regulations) Incident Causes April 2018 - March 2019 Affordability - How The Fsa Is Performing Against Hm Treasury Limits

2018/19 
Limits
Fav/(Adv)
Availability
Fav/(Adv)
Variance
RAG 
status
£m
£m
%
*2018/19
Provisional
Outturn
£m
Westminster (inc EU Exit)
Net Administration Expenditure (exc dep'n)
43.0
44.3
1.3
3%
Net Programme Expenditure (exc dep'n)
37.5
42.4
4.9
11%
Resource Departmental Expenditure Limit (DEL) (exc dep'n)
80.6
86.7
6.1
7%
Resource Annually Managed Expenditure (AME) 
3.0
9.6
6.6
69%
Capital (DEL) 
6.5
8.5
1.9
23%
Wales RDEL - of which
3.4
3.5
0.1
4%
CDEL Capital - IT / Accommodation
0.1
0.1
0
0%
Northern Ireland RDEL - of which
8.1
8.5
0.4
4%
CDEL Capital - IT / Accommodation
0.0
0.1
0.0
51%

## Breakdown Of Corporate Priorities And Key Areas Of Spend

£m December Full Year Forecast 2018/19
£m Movement Fav / (Adv)
% Movement Fav / (Adv)
£m *March Full Year
Provisional
Outturn 2018/19
EU Exit new funding
13.3
13.2
0.1
1%
EU Exit FSA
3.5
3.5
0.0
0%
ROF**
1.7
1.6
0.1
6%
Surveillance
0.0
0.1
(0.1)
(100%)
OWOW
0.2
0.2
0.0
0%
Evolve IT
0.9
1.0
(0.1)
(10%)
Science
7.6
7.2
0.4
6%
Field ops (inc NI)
24.0
24.0
0.0
0%
Total Priorities Spend
51.2
50.8
0.4
1

As at the end of March (Qtr 4), the above spend on key areas represents approx. 49% of the total FSA spend (incl. Capex) for 2018/19. This is a similar proportion of total spend as forecast at the end of Qtr 3 December. The decrease in overall FSA spend for 2018/19, as at end of Qtr 4, is approx. 1% compared to Qtr 3 (from £106.7m to £103.1m).

*subject to NAO audit. **£2.1m of the £13.2m EU Exit funding figure relates to the ROF Programme.

## Appendix Notes On Data

Slide 5 - Figures supplied are 'all cases', including UK acquired and those that are acquired abroad. The figures presented are from a dynamic database, and are liable to change. Source: Figures have been provided by Public Health England, Public Health Wales, Health Protection Scotland and Public Health Agency for Northern Ireland. All annual figures are calculated as the sum of the quarterly values. Baselines were agreed at the June 2018 Business Committee: https://www.food.gov.uk/sites/default/files/media/document/Performance%20Measure%20Development%20-%20FSA%2018- 06-17.pdf Slide 6 - FBO compliance levels are not in direct control of the FSA, so the targets are ones that FSA can influence, but not control. FHRS is operated in partnership with local authorities who deliver the scheme locally, as an added value to their intervention programmes. Whilst LAs aim to address any food safety hazards and legal non –compliance during interventions, the relationship between FBO compliance levels and LA delivery / performance is complex. Various factors outside the remit of the LA may also influence levels of FBO compliance. FHRS based risk indicators already form part of the LA audit/ intervention selection criteria, and FHRS data is being incorporated into the Balanced Scorecard/LA Dashboard project to inform our work with under-performing LAs. The figures are for England, Wales and Northern Ireland combined. Individual country ratings differ. More information on FHRS can be found on the Food Standards Agency website at: http://ratings.food.gov.uk/ Slide 8 - fluctuations in the number of FBOs operating has created a reduction in the number of meat FBOs rated 'good' compared to March 2018 however the percentage rated 'good' has increased since Q3. Slide 9 - The total number of animals slaughtered in 2018/19 totalled 1,045,801,000 with 11,000 slaughtered with a welfare issue. The FSA recognises the consumer interest in animal welfare, and the professional ethics of its veterinary professionals to safeguard the welfare of animals, but does not hold the departmental responsibility for animal welfare matters outside abattoirs. The role for the FSA is to share data and insight, help link up systems and processes, and support APHA and others in improving controls and assurance. Slide 10 - More information on the Mandatory use of CCTV in slaughterhouses can be found on the Food Standards Agency website at: https://www.food.gov.uk/business-guidance/animal-welfare#mandatory-use-of-cctv-in-slaughterhouses Slide 15 - People Strategy - New pay and reward strategy developed & business case submitted to HMT: Although a business case has been agreed by the Executive Management Team, subject to affordability, and discussions with TUS are ongoing prior to submitting the business case to Treasury/Cabinet Office, the business case will not be considered by Cabinet Office until this year's pay remit has been published. WCN FSA Recruitment platform: Roll out is dependent on Cabinet Office timetable. In the meantime, engagement activities to support the lead up to commencing the supported 9 week implementation period for the new Applicant Tracker system called VX , commence in May 2019, with go live scheduled for 15 July 2019. Slide 18 - RIDDOR requires  employers  to report certain serious workplace accidents, occupational diseases and specified dangerous occurrences (near misses) to the Health and Safety Executive. All Health and safety figures correct as at 17 May 2019.

## Appendix - Reporting In 2018/19

| Content / Number of Slides per area        | Q1       | Q2                            | Q3   |
|--------------------------------------------|----------|-------------------------------|------|
| Public Trust and Awareness                 | 1 slide  |                               |      |
| x                                          | x        |                               |      |
| Recognition and use of FHRS scheme         | 1 slide  |                               |      |
| x                                          |          |                               |      |
| People who believe and accept FSA messages | 1 slide  |                               |      |
| x                                          | x        |                               |      |
| Health and Safety                          | 1 slide  |                               |      |
| x                                          |          |                               |      |
| Diversity and Inclusion                    | 2 slides |                               |      |
| x                                          | x        |                               |      |
| Staff Attrition & Sickness                 | 2 slides |                               |      |
| x                                          | x        | x                             | x    |
| Civil Service People Survey                | 3 slides | Dependent on publication date |      |
| Forward Look                               | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| Delivering our Corporate Priorities        | 4 slides |                               |      |
| x                                          | x        | x                             | x    |
| Spend against HMT Treasury Limits          | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| Key Areas of Spend                         | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| Investment in the 2015-2020 Strategic Plan | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| x                                          |          |                               |      |

## Appendix - Reporting In 2018/19

| Content / Number of Slides per area                   | Q1                                                           | Q2        | Q3   |
|-------------------------------------------------------|--------------------------------------------------------------|-----------|------|
| Human Cases of Foodborne Disease                      | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Food Hygiene Rating Scheme                            | 1 slide                                                      |           |      |
| x                                                     | x                                                            | x         | x    |
| Meat FBO compliance                                   | 1 slide                                                      |           |      |
| x                                                     | x                                                            | x         | x    |
| Animal welfare (visiting slides) 2 slides             |                                                              |           |      |
| x                                                     |                                                              |           |      |
| Bi-annual                                             | People report following recommended food safety practices in |           |      |
| their home                                            | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Confidence that food is what it says it is            | 1 slide                                                      | Bi-annual |      |
| x                                                     |                                                              |           |      |
| FSA Food Safety week (visiting slides)                | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| FSA Key Messages and Media Coverage (visiting slides) | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Incidents                                             | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Recalls                                               | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| NI Business engagement with Calorie Wise and consumer |                                                              |           |      |
| awareness of Calories                                 | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| NI Consumer Demand for healthy Options                | Bi-annual                                                    |           |      |
| x                                                     |                                                              |           |      |
| (2018/19)                                             |                                                              |           |      |
| (2018/19)                                             |                                                              |           |      |
| (2018/19)                                             |                                                              |           |      |