FSANZ Corporate Plan 2009- 12
Message from the Chair
FSANZ Operating Environment
FSANZ Vision, Mission and Values
Vision
Mission
Values
4. FSANZ Strategy Map 2009-12
5. FSANZ Strategic Imperatives
5.1 Regulatory Standards
5.1.1 Strategic Imperative
5.1.2 Objectives
5.1.3 Outcomes
5.2 Stakeholder Relations
5.2.1 Strategic Imperative
5.2.2 Objectives .
5.2.3 Outcomes
5.3 People and Organisational Capability
5.3.1 Strategic Imperative
5.3.2 Objectives
5.3.3 Outcomes
5.4 Accountability
5.4.1 Strategic Imperative
5.4.2 Objectives
5.4.3 Outcomes
6. FSANZ Reporting Framework
1. Message from the Chair
This edition of FSANZ’s Corporate Plan spans the years 2009-2012, a period in which global economies, including Australia and New Zealand, are expected to be emerging from the most significant economic downturn in many decades. The challenge facing FSANZ is to provide Australian and New Zealand consumers with a high level of protection from unsafe or unsuitable food by developing appropriate food standards during difficult times.
Through the Corporate Plan, the FSANZ Board sets the culture and directions for the agency. Board members - drawn from consumer organisations, public health interests, and the primary production and food processing sectors - have extensive experience of private and public sector organisations and have a duty of care to ensure that FSANZ acts within its legislative remit and to allocate its resources wisely. The Board is also committed to excellence and quality in everything that FSANZ does.
One of the aims of the FSANZ planning process is to meet our stakeholders’ expectations better. Consumers expect government to guarantee the safety of the food supply and ensure adequate information is provided to them when buying food. Food businesses expect government to minimise the costs of any regulation and not impose any unnecessary hurdles that inhibit innovation. Public health groups expect government to use the food supply to address wider population health issues.
These and other expectations present challenges not only for FSANZ, but also on the food regulatory system as a whole, including the policy-making and enforcement elements.
The FSANZ planning process is designed to identify current and emerging priority issues, address agency risk areas and determine appropriate strategies to ensure we meet our statutory obligations and, wherever possible, the expectations of stakeholders. For example, how can FSANZ maintain its breadth and depth of scientific and other expertise? How can we best maintain effective international collaboration with dwindling resources? What additional steps need to be taken to identify and respond to emerging issues? How can we address gaps in data and information and proactively facilitate research in important areas?
Questions such as these lie behind the Strategic Imperatives in this Corporate Plan. Other corporate strategies will flow from the plan, and the intention is that all FSANZ staff will be able to link their own performance measures to the plan’s Strategic Imperatives.
Our Vision is ‘a safe food supply which supports the health of people in Australia and New Zealand’. FSANZ’s role in the food regulatory system is critical to the maintenance of public health and safety.
I am confident that, despite difficult financial times ahead, we will be smart enough to continue to produce high quality standards in a timely way and meet most stakeholder expectations most of the time. The Corporate Plan 2009-2012 provides the foundations of this process.
PHILIPPA SMITH AM
Chair
Food Standards Australia New Zealand
2. FSANZ Operating Environment
The food regulatory system in Australia and New Zealand underpins the food supply chain and is a cooperative arrangement between the governments of Australia, New Zealand and the Australian States and Territories. These governments, under the auspices of the Australian and New Zealand Food Regulation Ministerial Council, establish the policy framework for food regulation.
Food Standards Australia New Zealand (FSANZ) develops and reviews food standards under this policy framework. Implementation of these standards is then given effect through food legislation administered by each of the Australian State and Territory governments and the New Zealand Government.
In conducting its business, FSANZ must comply with the provisions of theFood Standards Australia New Zealand Act 1991and with theCommonwealth Authorities and Companies Act 1997. The latter describes FSANZ’s fiduciary and reporting responsibilities.
Under the FSANZ Act, the primary objectives of FSANZ are to protect public health and safety, enable informed choices by consumers and prevent misleading and deceptive conduct. In its decision making, FSANZ must also have regard to growth and innovation in the food industry.
The Australian and New Zealand Governments both have a strong focus on reducing the regulatory burden on industry. All new food standards are required to undergo a regulatory impact analysis to assess their likely costs and benefits. Accordingly, a challenge for FSANZ over the next three years will be to develop food standards and other measures that adhere to the principle of ‘minimum effective regulation’, whilest maintaining an appropriate level of protection for the community.
FSANZ can also expect to make a stronger contribution to the work carried out by jurisdictions to implement food standards to address issues around inconsistent interpretation and enforcement of these standards.
In 2009-2012, industry will continue to improve the efficiency of their operations to maintain their profitability and sustainability. This will be largely achieved through innovation and technological advancement. Our challenge will be to work proactively to anticipate potential areas for regulatory standards and ways to ensure food safety. FSANZ will therefore need to maintain the capability and capacity to stay ahead of, and critically evaluate, these advances in science and technology.
Consumer expectations around the safety, quality and availability of food will continue to be high, linked to an increased interest by many in what they are eating. Health professionals and consumer groups are likely to promote a more proactive use of food to address longer term population health challenges such as obesity and diabetes. While policy guidelines will continue to be set by government, FSANZ can expect to be involved in more work which gathers and tests the evidence to support the development of standards and strategies that contribute to broader population health goals.
In meeting consumer and industry expectations, FSANZ operates within the constraints of its legislative responsibilities and broader government policy framework. We also have to remain cognisant of developments in the international sphere that might impact on our standards and the science that underpins them. Accordingly, we test and benchmark our work against our international regulatory peers and seek input to our decision making from public health professionals and centres of scientific excellence in Australia, New Zealand and overseas. We also have a rolling program of review of standards to ensure they remain fit for their intended purpose.
FSANZ believes that transparency is the key to accountability. Our standard development process will, therefore, continue to welcome input by key stakeholders, including commentary and review of our draft conclusions and the evidence base.
It is in this operating environment that the FSANZ Board has developed the Corporate Plan 2009-2012. The aim is to maintain FSANZ’s reputation as an authoritative, flexible, fair and responsive national standards setting agency. 3. FSANZ Vision, Mission and Values
Vision
A safe food supply which supports the health of people in Australia and New Zealand.
Mission
To develop effective food standards in collaboration with Australian and New Zealand governments.
We will do this by:
- developing, varying and reviewing food standards and codes of practice;
- publishing the Food Standards Code and interpretive guidelines and providing advice on the Code;
- promoting consistency between standards in Australia and New Zealand and those used internationally;
- facilitating harmonisation of state and territory laws relating to food and assisting jurisdictions with the consistent implementation of food standards;
- contributing to monitoring, surveillance and enforcement in relation to food in Australia;
- conducting research and surveys relevant to food standards;
- developing food education initiatives and publishing information to assist the public;
- coordinating national food incident responses;
- coordinating the recall of foods in Australia;
- undertaking risk assessments of imported food;
- providing technical advice on food to Ministers;
- participating in international, regional and bilateral negotiations on standards;
- providing leadership in the area of food standards-setting;
- providing information and research which helps promote informed debate on food standards and food policy;
- fostering national and international networks of specialists who help critique the testing and evaluation of food safety and consumer behaviour; and
- maintaining current data bases relevant to FSANZ work.
Values
- striving for professionalism and excellence in whatever we do
- collaborating effectively to achieve results
- being inclusive in how we work
- being transparent in our decision making and processes
- being proactive and responsive in identifying and questioning of issues raised
- demonstrating innovation and creativity as well as consistency in the work we do and
- showing leadership of the highest standard
4. FSANZ Strategy Map 2009-12
The FSANZ Strategy Map outlines the key components of our strategic approach for 2009-12 and includes the following structure:
- Strategic Imperatives
- Objectives, including strategies
- Outcomes, including performance measures
5. FSANZ Strategic Imperatives
FSANZ had identified four areas of strategy which shape the overarching strategic framework for the agency for the next three years. They are:
- Regulatory Standards;
- Stakeholder Relationships;
- People and Organisational Capability; and
- Accountability
This framework, as detailed in the Strategy Map, enables FSANZ to plan specific strategies to support the achievement of its Vision and Mission for 2009-12.< /P>5.1 Regulatory Standards
5.1.1 Strategic Imperative
Enhancing the quality of regulatory standards
FSANZ’s main function is to develop food standards (regulations) for inclusion in the Australia New Zealand Food Standards Code. Food businesses must comply with these standards if they want to sell food in Australia or New Zealand. The development of food standards is, therefore, a collaborative exercise involving the food industry, various areas of government, health professionals and the general community. Any interested party can have input into the decision-making process.
As the food standards setting agency for the Government, we must comply with regulatory process as we do our work. Underpinning regulatory process is good science, and an evidence-base providing risk managers and governments with the best available scientific input for consideration in the decision-making process. We plan to embed world’s best practice into our standards setting process.
This work is undertaken within the integrated food regulatory framework.
5.1.2 Objectives
FSANZ has three specific objectives under this imperative which reflect our intent to enhance the quality of regulatory standards. These are to develop:
- Clear, easy to understand standards;
- Standards soundly basedon evidence; and
- Standards that anticipate innovation and new technologies.
Strategies
Specific strategies FSANZ will implement to achieve this imperative are:
- Embedding the FSANZScience Strategyinto our standards development work;
- Liaising with Australian, New Zealand and overseas regulatory agencies, and
international bodies and academia;
- Monitoring and evaluating the latest available data and research;
- Identifying evidence gaps and, where possible, facilitating research;
- Influencing the development of consistent enforcement, monitoring and surveillance strategies;
- Making a strong technical contribution to food regulation policy; and
- Through our work, contribute to the provision of a safe food supply.
5.1.3 Outcomes
FSANZ has three expected outcomes for this imperative which are:
- Ready acceptance of standards by jurisdictions and industry;
- Easier implementation of standards by jurisdictions and industry; and
- Standards that are useful to consumers (i.e. understandable and beneficial)
Performance Measures
The following measures have been identified:
- The level of satisfaction demonstrated by jurisdictions and other key stakeholders with developed standards; and
- Consistency of standards developed by FSANZ within Australia and New Zealand and, with international standards.
5.2 Stakeholder Relations
5.2.1 Strategic Imperative
Building stronger stakeholder relations
Stakeholders are defined by FSANZ as people and organisations with a particular interest in the work of our agency, or, who are affected by our outcomes and outputs. FSANZ considers effective stakeholder relationships to be one of the vitally important components necessary for the success of our work.
One of our key responsibilities as a regulator is to ensure that our stakeholders are informed appropriately about our processes, approaches and outcomes and, to provide them with opportunities to participate in, and inform, our decision-making processes.
Good food regulation can confer significant economic, social and community benefits. Open and transparent relationships with government partners, industry, consumer organisations, public health bodies and other key stakeholder groups are an effective way of increasing public confidence in our regulatory decisions.
5.2.2 Objectives
FSANZ has identified three specific objectives as we strive to build stronger stakeholder relations. We will seek to establish:
- A shared understanding of FSANZ’s role;
- A reputation for being proactive and alert; and
- credibility and trust in FSANZ.
Strategies
Specific strategies that will support FSANZ’s efforts to deliver on this imperative are:
- Developing and implementing a dedicated stakeholder engagement strategy which will strengthen communication and engagement with our regulatory partners, industry, consumers and the general community;
- Providing communication mechanisms to ensure stakeholders are appropriately informed about FSANZ standards setting processes, approaches and outcomes;
- Improving the readability and accessibility of our documents and mechanisms for comment; and
- Tracking the reputation and standing of FSANZ amongst stakeholders and international peers.
5.2.3 Outcomes
FSANZ has two specific outcomes for this imperative which is to establish:
- Professional and constructive relationships with all stakeholders; and
- A strong sense of engagement with FSANZ amongst stakeholders.
Performance Measures
The following measures have been identified:
- Stakeholders clearly understand the role of FSANZ;
- Increased credibility and trust in FSANZ expertise; and
- Increased levels of confidence in the robustness of standards developed by FSANZ.
5.3 People and Organisational Capability
5.3.1 Strategic Imperative
Continuing to Strengthen the capability and capacity of FSANZ
A well qualified and experienced workforce is vital for FSANZ to complete its work. As a science-based organisation, FSANZ needs people with qualifications and experience in a wide range of the traditional food-related scientific disciplines such as chemistry, toxicology, microbiology, nutrition and food technology. People with skills in dietary modelling, epidemiology and risk analysis are also critical to the FSANZ workforce.
In recent years, with the move towards development of standards that seek to achieve longer term population health outcomes, skills in the social sciences have become important to gain a better understanding of consumer behaviour. People with economic and legal qualifications and experience have also become increasingly important in enabling FSANZ to develop appropriate regulatory measures.
FSANZ accepts the fact that it will not be possible always to have these skills ‘in house’. Accordingly, an important part of FSANZ’s capability and capacity relies upon access to outside expertise through mechanisms such as the FSANZ Fellows Program and linkages to academic, research and regulatory institutions within and outside Australia.
5.3.2 Objectives
FSANZ has identified two specific objectives as we work towards enhancing our capability and capacity. They are:
- Increased efficiency of our organisational processes; and
- An enhanced reputation for being a safe, professionally rewarding and productive workplace.
Strategies
Specific strategies that will be used to deliver on this imperative are:
- Encouraging diversity of views, staff engagement and contributions to all aspects of FSANZ’s work program;
- Ensuring appropriate procedures and practices for the occupational health and safety of staff are in place; and
- Embedding workforce planning strategies into FSANZ to build on existing organisational capability and capacity.
5.3.3 Outcomes
FSANZ has a specific outcome for this imperative which is:
· A positive culture where staff feel motivated in their work, are valued and respected.
Performance Measures
The following measures have been identified:
- The level of staff satisfaction expressed with FSANZ compared to the APSC average; and
- Retention rates of staff, compared to the APSC average.
5.4 Accountability
5.4.1 Strategic Imperative
Complying with relevant governance and accountability requirements
FSANZ is subject to legislation that ensures we comply with our requirement as a government agency to use public funds for the purposes for which they were intended. In addition to this, FSANZ considers it has a responsibility to ensure it operates using best practice corporate governance arrangements which includes being transparent about the work we do and being accountable to our food regulatory partners and the general public for the outcomes of our work.
Activities for reporting our performance include Ministerial and Parliamentary briefings and reports, an annual report to the Australian Parliament and regular reports to the New Zealand Minister.
5.4.2 Objectives
FSANZ has identified two specific objectives for this strategic imperative:
- Maintain a culture of excellent governance; and
- Ensuring appropriate systems are in place and checked regularly.
Strategies
Specific strategies that will support FSANZ to deliver on this imperative are:
- Embedding best practice governance processes into the management systems of FSANZ; and
- Maintaining appropriate quality control of material produced by FSANZ.
5.4.3 Outcomes
FSANZ has two specific outcomes for this imperative which is to achieve:
- Total compliance with our legislative and reporting requirements; and
- Government confidence in FSANZ’s ability to manage its work and resources.
Performance Measures
The following measures have been identified:
- Timely incorporation of standards into the Food Standards Code;
- Ministerial correspondence completed to the satisfaction of Ministers; and
- Percentage of Applications and Proposals prepared which meet statutory timeframes.
6. FSANZ Reporting Framework
