Performance and resources report Q2 2018/19
Food Standards Agency Business Committee
5th December 2018 

## Contents

| Foreword                                                 | ………..………………………………..…………………………………………………     | 3    |
|----------------------------------------------------------|--------------------------------------------|------|
| Executive Summary                                        | …………….………………..………………………………………………..         | 4    |
| Food Hygiene Rating System                               | ……………………………………………………………………                 | 5    |
| Meat Food Business Operator Compliance                   | ……………….…………………………………….                     |      |
| 6                                                        |                                            |      |
| Delivering our Corporate Priorities                      | …………….………………………………………………….                 | 7-10 |
| Forward Look ..                                          | ………………………………………………………………………………………          |      |
| 11                                                       |                                            |      |
| Making the FSA a Great Place to Work - Staff & Attrition | ……………… ………………….                            | 12   |
| Making the FSA a Great Place to Work - Sickness          | …………..………………………..……….                      |      |
| 13                                                       |                                            |      |
| FSA Food Safety Week                                     | ……...…………………………………………………………………..… 14       |      |
| FSA Key Messages and Media Coverage                      | ………………………………………………………..                    |      |
| 15                                                       |                                            |      |
| Finance - Spend against HM Treasury Limits               |                                            |      |
| …………….……………………………………..  16                               |                                            |      |
| Finance - Key Areas of Spend                             | ……………………………………………………………………. 17             |      |
| Finance - Investment in the 2015-2020 Strategic Plan     | ………….………………………………                          |      |
| 18                                                       |                                            |      |
| Appendix                                                 | …………………………………………………………………………………….……….. 19  |      |

## Foreword By Chris Hitchen, Director Of Finance And Performance Q2 The Fsa'S Performance In The 2Nd Quarter Against 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 Continue To Make Good Progress On Delivery Of Our Eu Exit Plans Which Are Designed To Ensure Food And Feed Safety Is Not Compromised When The Uk Exits The Eu Under Any Terms Of Exit. We Are Two Thirds Through The Recruitment Of Our Enhanced Workforce To Increase Our Capacity And Expertise Across Risk Assessment, Risk Management, Import Controls, Incident Handling, Surveillance And Food Crime And Are In The Process Of Agreeing Additional Office Accommodation In Birmingham. While The Majority Of Our Work Is Progressing Very Well, Some Challenges Remain And Where There Are Risks To Delivery, Related To Where The Fsa Is Dependent On Other Departments, We Are Developing Contingency Plans That Could Be Implemented In The Event That Any Critical Part Of A Plan Does Not Deliver On Time In A No Deal Scenario. The Fsa Continues To Work Closely With Other Government Departments And The Devolved Administrations In Progressing Its Eu Exit Delivery Plans. Very Recently The Fsa Submitted A Bid For Eu Exit Funding Into 2019/20 And We Expect To Receive A Response On This During November.

The FSA's 2nd strategic priority, Regulating Our Future (ROF) programme continues to make good progress with the ROF digital service. In September the digital service marked a significant milestone, going live with 6 of the LAs participating in the Private Beta. On 25th September we received our first digital registration of a food business. Work continues to drive wider adoption to achieve the target of 40 LAs using the beta service before the end of March 2019, and the subsequent launch of a 'live' Minimal Viable Service prior to leaving the EU. In parallel, the team are continuing to work on exploring Primary Authority national inspection strategies for food. In September we published both the evaluation of our pathfinder work with 6 PA partnerships and a set of draft standards to govern the development and operation of national inspection strategies, and of FSA oversight. Next steps are to work with a small number of partnerships as part of phased go live to test and develop the draft standards. 

As part of the FSA's 3rd Strategic Priority this quarter we have included new slides (slide 14 and 15)  on Trust in the FSA in relation to our communications, campaigns and media activities. Food Safety Week (slide 14) was held 4-10 June 2018 (reporting completed in Q2). The week focused on raising awareness and understanding of the FSA by showcasing various individuals and their role in ensuring food is safe and what it says it is. The approach to this year was different to previous as we focused on 'story telling'. We invested in creating good quality, digitally focused content, which proved successful in terms of high engagement rates (especially when tailored to specific countries). The investment in this area represented value for money as we have gone on to use the content at other events e.g. Board Meetings, Parliamentary reception and recruitment for new posts.  The breadth of the week also allowed a range of partners to get involved in the week, resulting in an increase in terms of % engagement from partners. Using a more involving approach is key to building relationships and trust. The FSA is successfully managing its resources to well within all key HM treasury limits, with no overspends. Investment in, and delivery of, both EU Exit and ROF remains on track. The FSA continues to drive efficiency and to improve value for money.

topics FHRS, 

## Executive Summary Our Performance In Q2 2018/19 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)
% of food businesses within the scope of FHRS achieving FHRS rating of 2 or lower (England, Wales and Northern Ireland consolidated)

## Meat Food Business Operator (Fbo) Compliance And Northern Ireland Consolidated) Number Of Meat Fbos Rated 'Improvement Necessary' Or 'Urgent Improvement Necessary' (England, Wales And Northern Ireland Consolidated) Delivering Our Corporate Priorities Eu Exit - Preparing For All Scenarios

| Apr - Jun 18          |
|-----------------------|
| Imports               |
| Recruitment for       |
| additional FSA        |
| capacity started      |
| Resource available    |
| to enable ports /     |
| FSA to deliver new    |
| processes             |
| Changes to            |
| business              |
| processes for         |
| import controls       |
| identified            |
| Pre-Notification      |
| (EU High Risk         |
| products)             |
| principles agreed     |
| X-Govt                |
| Incidents             |
| Recruitment for       |
| additional capacity   |
| started               |
| Stakeholder           |
| strategy              |
| implemented           |
| Solution build        |
| for handling          |
| food alerts           |
| started               |
| Fixing SI's Drafted   |
| Inoperabilities       |
| identified            |
| Consultations         |
| started               |
| Legal                 |
| Consequences          |
| (extends through      |
| to Sep)               |
| Additional FSA RA     |
| capacity in place     |
| Day 1 Lab             |
| capacity in place     |
| Risk                  |
| Assessment            |
| Recruitment for       |
| additional FSA        |
| capacity started      |
| Shadow Regulatory     |
| Forum established     |
| Risk                  |
| Management            |
| XGovt                 |
| agreement to          |
| RM proposals          |
| Ministerial           |
| response to RM        |
| proposals             |
| Governance for        |
| decision making       |
| developed             |
| Surveillance          |
| Specific case         |
| studies agreed        |
| Methods & process     |
| in place              |
| Discovery             |
| complete              |
| Alpha complete        |
| Private Beta          |
| Complete              |
| 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                 |
| Systems and           |
| process for MVP 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.             |
| 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 Assm't           |
| Principles in place   |
| Scientific            |
| committees            |
| expanded              |
| Risk                  |
| Communication         |
| methods agreed        |
| Law is ready to       |
| underpin RA           |
| responsibilities      |
| Process for decision  |
| making developed      |
| 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       |
| FBOs understand       |
| requirements          |
| Public Beta           |
| complete              |
| Enhanced Reg          |
| System Live           |
| Staff Trained         |
| Case Management       |
| System live           |
| Middle                |
| Management            |
| recruited             |
| 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 Forward Look To 2020 (Milestones) Modern, Accountable Excellent Regulator Making The Fsa A Great Place To Work - Attrition % Gross Attrition (Leavers) Annualised By Quarter

Performance and resources report - Q2 2018/19    |    12

## Making The Fsa A Great Place To Work - Sickness

between Q1 and Q2 (Reporting on a 12 
month rolling period)

## Trust In The Fsa - Food Safety Week June 2018 71 Media Articles Generated Resulted In 22.3 Million Opportunities* For Fsa Articles To Be Seen  Which Reached 22% Of Uk Adults (*Slide 18 Contains All Media Definitions)

Top Tweet of 2018 gained 75.6k more impressions*
compared to the average FSA post.

## Trust In The Fsa  - Fsa Key Messages And Media Coverage

Reach is the number of people who see your content. 

Impressions are the number of times your content is displayed. Engagement is the number of interactions people have with your content (i.e.: likes, comments, shares, retweets, etc.)
Opportunity to see is an indication, on average , that someone has come into contact with the content.

Top three topics in Q2 were FHRS, Allergens and Young People's Allergy all having over 50% reach to UK
adults

## Affordability - How The Fsa Is Performing Against Hm Treasury Limits

2018/19 Forecast 
September £m
2018/19 Limits
£m
Availability
£m
RAG status
Westminster Net Administration 
Expenditure (exc dep'n)
44.1
44.4
0.3
Net Programme Expenditure (exc dep'n)
39.4
43.4
4.0
Resource Departmental 
Expenditure Limit (DEL)
83.5
87.8
4.3
Capital (DEL)
8.9
8.9
0.1
Of which; EU Exit new funding
13.3
14.0
0.7
Wales RDEL
3.3
3.5
0.2
CDEL Capital - IT / 
Accommodation
0.0
0.0
0.0
Northern Ireland
RDEL
8.3
8.7
0.4
CDEL Capital - IT / 
Accommodation
0.0
0.1
0.0

## Breakdown Of Corporate Priorities And Key Areas Of Spend

£m
June Full Year Forecast 2018/19
£m
September Full Year Forecast 2018/19
£m
Movement Fav / (Adv)
%
Movement Fav / (Adv)
EU Exit new funding
14.5
13.3
1.2
9%
EU Exit FSA
3.5
3.7
(0.2)
(6%)
ROF*
1.9
1.8
0.1
6%
Surveillance
0.0
0.0
0.0
0%
OWOW
0.1
0.2
(0.1)
(50%)
Evolve IT
0.8
0.8
(0.0)
0%
Science
8.2
8.4
(0.2)
(2%)
Field ops (inc NI)
21.4
24.3
(2.9)
(14%)
Total Priorities Spend
50.4
52.5
(2.1)
(4%)

As at end of September (Qtr 2), the above spend on key areas represents approx 48% of the total FSA spend (inc Capex) forecast for 2018-19.  
This is a similar proportion of total spend as forecast at the end of Qtr1. The forecast increase in overall FSA spend for 2018-19, as at end of Qtr 2, is approx. 3% compared to Qtr 1 (from £105.1m to £108.4m). 

*
£2.6m of the £13.3m EU Exit funding figure relates to the ROF Programme.

## Aligning Resources To Corporate Priorities 2015-19 Appendix Notes On Data

Slide 3 - More information on the National Inspection strategy can be found on the Food Standards Agency website at: www.food.gov.uk/primaryauthority-national-inspection-strategy Slide 5- 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 underperforming 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 RoF - Operating model options developed:  Postponed while the cutting plant and cold stores work was progressed. Contractors engaged to produce "as-is" operating model and develop options for future delivery of official controls Slide 9 - Data & Digital - Raw Drinking Milk (RDM) Discovery data services and notifications: The RDM work is underway. Following some initial Discovery work in the Spring the approach agreed with Policy and Operational Delivery has to engage an organisation with Data Science expertise to review all of the data and identify which data approach is the most appropriate and whether any supplementary data is required. This work will complete in time for the outputs to feed into the December board paper but has taken longer than planned across a number of stages. Process issues are being recorded and reviewed so that they are not repeated in future projects. 

Assessment of GDPR compliance: The Agency implemented GDPR in May. The Information Governance Board recommended that the review was not started before 6 months had elapsed, hence the change to the timeline.

Slide 10 - OWOW - Provide training and support for IT rollout in Operations:  In Operations Mobile phones have been rolled out, and associated training and support commenced. Due to technical issues, the launch of 'Thin Client' to replace chip PCs in operational plants has been delayed, and therefore the OWOW Programme cannot yet deliver support and training to staff.' 
Transition OWOW activities into BAU:Following a review of current delivery against the Programme Blue Print, a number of residual activities have been identified that are required to complete the work of the Programme. In October the Programme Board agreed that the Programme will run until March / 
April 2019, and that the transition into BaU would therefore take place in quarter 4. Slide 13 - Long term absence is defined as over 21 working days or 29 calendar days, short term absence is defined as anything below this. The data presented represents a rolling 12 month period which is submitted to Cabinet Office at the end of every quarter. Therefore quarter 2 data refers to the 12 months ending September 2018. The data does not represent a report on the specific quarters absence.

Slide 14 - 1 to 3% is the average engagement rate for FSA tweets on all our twitter channels (to note anything above 1% is considered to be good by industry in general).