Food Safety Inspection Service Presented by Anthony Thompson by ejy64045

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									Food Safety & Inspection Service
    Presented by Anthony Thompson
Assistant Administrator, Office of Management



               May 6, 2009
                          Who We Are
   Employs more than 9,500 employees,
    including over 8,000 inspection personnel who
    are present daily in more than 6,200
    establishments throughout the United States;
   Inspects each animal before slaughter, and
    each carcass after slaughter, before applying
    the mark of inspection;
   Supports almost 2,000 plants under the 27
    State Meat Products Inspection Program;
   Inspects all processing establishments daily to
    ensure sanitary and other regulatory
    requirements are met; and,
   Educates consumers and industry in achieving
    public health goals.


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What We Do




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           Did you know that . . .

Food poisoning strikes 76 million American every
year with 300,000 ending up in the hospital and
5,000 dying the CDC says.

Salmonella bacteria are the
most frequently reported cause
of foodborne illness.




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               Did you know that . . .
In FY 2008 FSIS –
    Inspected
      154 million head of livestock
      9.5 billion poultry carcasses and poultry products
   Condemned
      over 556 million lbs. of poultry
      over 250 million head of livestock
   Recalled
      242 million pounds of beef, poultry, and pork
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                  Did you know that . . .

      Conducted
         11,317 in-commerce surveillance activities
      Detained
         7.4 million lbs. of adulterated or mislabeled products
   Supports almost 2,000 plants under the 27 State Meat
    Products Inspection program
   Conducted on-site audits of 34 countries inspection
    systems
   Will regulate catfish in FY 2010.

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                            Leadership Priorities

―Protecting the safety of our food and
 drugs is one of the most fundamental
 responsibilities government has.‖ – President
 Obama

Promotion of a safe, sufficient, and
nutritious food supply for all Americans and
for people around the world—we need a
modern food safety system. - February 12,
2009 letter to USDA employees from Secretary Vilsack


We are committed to modernizing the food system, focusing on
preventing rather than mitigating the consequences of food-
borne illness. Food-borne illness affects everyone from the consumer
back down to the producer and taxes our health care system far more
than it should.‖- March 31, 2009 testimony before House Appropriations Subcommittee on
Agriculture by secretary Vilsack

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  Key Components of FSIS’ Strategic Plan
           FY 2008 – 2013
Mission       Protect consumers by ensuring that meat, poultry, and
Statement     egg products are safe, secure, wholesome and correctly
              labeled and packaged.
Vision        Provide superior public health protection through risk-
Statement     based food safety programs that are verified and
              validated through data systems.
For each      Public Outcomes         Means             Objectives
strategic
goal 
Performance     Reduce overall public exposure to generic
Measures         Salmonella from broiler carcasses.
                Decrease the overall percent positive rate for
                 Listeria monocytogenes in ready-to-eat products.
                Reduce the prevalence of E. coli O157:H7 in
                 ground beef

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FSIS Decision-making Governance Structure

                         Data

Strategic Plan                   Stakeholders




                                    Budget
Current Events
                    Management
                      Council



 Financial Review                    Policy
      Board

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                Establishing FSIS Priorities

                                                #2 Planning
                                                •Develop FSIS’ annual goals and priorities
                                                •Develop detailed Program plans
                                                •Develop annual and multi-year budgets
                                                •Develop individual performance plans
Mission

                               #1 Strategic Direction                        # 3 Implementation
                               •FSIS Strategic Plan - Articulate             •Allocate Program resources
Stakeholder
                               vision and develop long-range                 •Manage activities
   Input                       goals and objectives                          •Monitor Agency performance
                               •Communicate internally and                   •Monitor link between individual
                               externally                                    performance and FSIS SP

 Situational
  Analysis
                                                    #4 Evaluation
                                                    •Assess strategy effectiveness
                                                    •Assess program performance via
                                                    Annual Performance Reports
                                                    •Assess individual performance


               Improve program effectiveness, accountability and responsibility
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                        FSIS Priorities
In addition to the long term priorities outlined in the Strategic Plan, key
issues that are currently facing FSIS include:

   Being prepared to address issues surrounding the performance
    of the entire Federal food safety system;
   Reviewing and analyzing improved governance solutions,
    including recommendations that will arise from the
    Organizational Assessment and more efficient and effective
    operation of the Management Council;
   Implementing key initiatives such as the Public Health
    Information System, FMMI, the new Catfish program, and
    PHHRS.
   Positioning the Agency to justify adequate resources to
    accomplish our mission.

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                        FSIS Funding History
                                 Fiscal Year Appropriation
                                         (in millions)

                1200

                                                                  930     972
                1000                                     892
                                        817        830
Appropriation




                        754     780
                 800

                 600

                 400

                 200

                   0
                       FY 03   FY 04   FY 05     FY 06   FY 07   FY 08   FY 09
                                                                                 12
FSIS Budget FY 2009               -   $972 million
                Other Operating

 Government
 Services                   11%
                       3%
       Travel
                   3%
Cooperative       5%
State
Inspection
Program
                                        78%
                              Salaries & Benefits




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            Protecting Public Health
  Through a Strong Workforce – 9,505 Positions

  Domestic Inspection & Import
    Re-Inspection (84% of total)      8,224 positions
    Investigation, Enforcement &
                Surveillance (2%)
                                           188

                Data, Sampling &
               Risk Analysis (3%)          306

                 Food Defense &
      Emergency Response (0.1%)             14
                Central Operations
        Control & Efficiencies (6%)        624

    Training, Education, Outreach,
Evaluation & Communications (2%)           147

            Policy Development,
 Implementation & Oversight (2%)           198

        Headquarters Leadership/            106
         Management Team (1%)

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                 FSIS Frontline Positions
                              January 2009
Domestic Inspection                                                 7,681
  Food Inspectors                                           2,832
  Egg Inspectors                                               94
  Consumer Safety Inspectors (CSI)                          3,656
  Public Health Veterinarians (PHV)                           754
  Veterinary Medical Specialists (VMS)                        12
  Frontline Supervisors (FLS)                                157
  Enforcement Investigative & Analysis Officers (EIAO)       176
Import Re-inspection                                                  92
  Import Inspectors                                           64
  Import Surveillance Liaison Officers (ISLO)                 20
  Regional Field Import Supervisors                            8
Investigation, Enforcement & Surveilliance                           120
  Compliance Investigators (includes Senior & Supervisor)    120
Sample Analysis                                                      191
  Microbiologists                                             78
  Chemists                                                    60
  Pathologists                                                 3
  Sample Support/Laboratory Technicians                       50
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                Total Frontline Workforce                   8,084
             FSIS Keys to Success
   Convey Agency mission to all employees and their
    role in accomplishing it.

   Tell your story so stakeholders such as OMB,
    Congress, and the public understand your mission
    and resource needs.

   Pursue continuous improvement through
    refinement of the right enterprise governance
    infrastructure, focus on performance results, a
    comprehensive human resources strategy, and
    business process reengineering of budget and
    other operating systems.

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Other Critical Success Factors at FSIS
   Senior management commitment and support.
   Clear and concise agency goals.
   A results-based approach, using high-quality
    outcomes/measures.
   Use of performance budgeting as a management tool
    and the close monitoring of program budgets and
    performance.
   Budget presentations integrated with actual
    performance and costs that better package Agency
    need and justification.
   Enhanced analysis and critical business thinking.
   On-going review, discussion, and adjustment through a
    Financial Review Board.
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      Example—Established Financial Review Board
   Provide a forum to develop recommendations for decisions by
    the Management Council.
   Provide informed options on how to “invest” budget resources.
   Create dialog about program benefits, costs, and risks
    associated with funding allocations and retractions.
   Identify ways to mitigate funding-related risks.
   Make informed investment choices.
   Monitor both program performance and financial performance.
   Move budget planning towards a contractual-style performance
    agreement.
   Create a broader forum for funding issues.


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Rewards of Transparency in Spending & Increased
    Accountability in the New Administration

    Increased direction for your organization as a whole
     and a clear sense of direction for all employees.
    Stronger performance-based budget justifications -
     reveals the return on investment.
    Stronger performance partnerships and
     collaborations – with all stakeholders.
    Stronger HR performance management.
    Stronger financial management.
    An informed public.

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         Way Ahead for the Future
 Key Questions: What level of inspection is
  appropriate for different kinds of foods? What roles
  are appropriate for the different agencies involved in
  food safety? How do we best work with and
  coordinate with State and local partners, as well as
  foreign governments?
 Positioning FSIS in the debate over a single food
  agency.
 Telling the FSIS story effectively to the Department,
  OMB, Congress and other stakeholders.
 Justifying resource needs through the demonstration
  of performance results.
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