Statement of Strategy

Statement of Strategy 2008 - 2011 Printing: Brunswick Press Ltd. Design and Artwork: Paul Martin Communications Limited Leagan Gaeilge: Europus Teo Architectural Photographer: Ross Kavanagh Other Photographs: Aengus Ó Briain, State Laboratory Content Message from the State Chemist Chapter 1 - Our Mandate 1.1 Summary 1.2 Mission 1.3 Vision 1.4 Values 1.5 Overview of the services of The State Laboratory Chapter 2 - Situation Analysis 2.1 Internal Context 2.2 External Context 2.3 Summary Challenges 2.4 Linkages Chapter 3 - Our Strategy 3.1 Goal 1 - Agriculture and Food 3.2 Goal 2 - Revenue 3.3 Goal 3 - Coroner Service and other Departments 3.4 Goal 4 - Modernisation Agenda and Operational Capabilities Chapter 4 - Implementation and Monitoring Appendix - Organisation Chart 2 3 4 9 13 14 The State Laboratory Statement of Strategy 2008 - 2011 1 Message from the State Chemist State Chemist Mr Dermot Hayes This Strategy Statement from the State Laboratory sets out the goals and strategies of the Laboratory for the period from mid 2008 – 2011. Consultations with customers were undertaken during the process of developing the new Strategy Statement and the objectives reflect the changing requirements expected over the coming years. This consultation with customers is the key to ensuring the relevance of the services provided by the Laboratory over the coming years and the ongoing feedback received concerning these services will ensure a focussed product. The format has been refined so as to highlight objectives in the core activities of the Laboratory such as providing an analytical and advisory service to client Departments and Offices. This should also facilitate reporting progress through the Annual Output Statement and Annual Report. The constantly increasing expectations for a faster, wider ranging, comprehensive analytical service at ever lower detection sensitivities and quantification levels puts increasing demands on staff and laboratory instrumentation. The requirement to hold laboratory accreditation for diverse analytical test procedures will also add significantly to the demands on the resources in the laboratory over the coming years. The integration of the Laboratory’s IT and analytical instrumentation offers the prospect of error free transfer of analytical data. This also reduces the necessity for double checking the transfer of information. The process of further integration will be progressed during the lifetime of the Strategy Statement using in-house expertise and customized software where available. The overall strategies will be supported by continuous improvement in business planning. Our highly qualified staff will benefit from ever more pertinent role profiles, positive management of performance and the provision of developmental opportunities. The expertise and dedication of staff ensures confidence in our ability to meet the challenges over the coming years. Dermot Hayes State Chemist 20 2 The State Laboratory Statement of Strategy 2008 - 2011 Chapter 1 - Our Mandate 1.1 Summary The mandate of the State Laboratory is to provide an analytical and advisory service to Government Departments and Offices that supports their policies, regulatory programmes and strategic objectives, particularly in the revenue, agriculture and environment sectors, and to provide a toxicological service to coroners. 1.2 Mission The State Laboratory is committed to providing a quality analytical and advisory service to Government Departments and Offices that meets the challenges presented by changing regulatory customer needs and new and emerging technologies. 1.3 Vision The State Laboratory will excel in the provision of high quality and effective regulatory scientific services to Government and State Organisations by • Focusing on customer requirements • Fostering motivated, skilled, adaptable and expert staff • Employing innovation and state-of-the-art technology 1.4 Values As the unique specialist laboratory service provider to Government Departments and Offices, our mission is underpinned by the following core values: Professionalism • The staff are committed to scientific and organisational excellence and to the maintenance of an environment that develops and enhances the expertise, knowledge, competencies, capacity and capability of individual staff at all levels to carry out their roles in a professional manner. Ethics and Integrity • The staff are committed to carrying out all of the work functions in an objective, impartial and ethical manner. Value for Money • The staff are committed to ensuring that the processes and systems support the delivery of efficient and effective services. Service to the Customers / Stakeholders • The staff are committed to providing high quality specialist services which meet the needs of the stakeholders and support them in the delivery of their priority activities. Positive Work Environment • As a specialist professional knowledge organisation staff are committed to the creation of a positive and rewarding work environment. The staff recognise that both individual contributions and teamwork are the basis of success. Responsiveness and Adaptability • In the complex environment of today, staff will ensure that the systems are flexible, adaptable and capable of responding to demands for services. 1.5 Overview of the Services of the State Laboratory The State Laboratory is a Scheduled Office under the aegis of the Department of Finance. It is the Government’s principal analytical chemistry laboratory and provides an analytical and advisory service to Government Departments and Offices in support of their regulatory programmes and strategic objectives. Since its inception in 1924, the Laboratory has been assigned a variety of statutory and referee functions under various Acts of the Oireachtas. Accession to the then EEC in 1973 completely revolutionised the way the Laboratory fulfilled its mandate and this impacted greatly on the scope and range of analytical services provided. The Laboratory moved from a position of meeting national regulatory requirements to one where staff represented Ireland as national experts at EU and other international meetings. Over the past 30 years rapid technological evolution has completely changed the operational work and has placed different requirements for the skills and expertise of staff. Also, barriers between the scientific disciplines have gradually been eroded and chemistry has been more integrated with other disciplines such as immunology and biology. This has led to a new range of analytical technologies such as chemometrics, immunochemistry and molecular biology which offer new challenges. The quality of analytical work from the Laboratory has been dramatically improved over the years through compliance with the quality standard ISO 17025 (laboratory accreditation). This has significantly increased the analytical costs, but gives management and customers greater confidence in the results / data reported by the Laboratory. During 2005 the Laboratory was relocated from Abbotstown to new purpose built facilities in Backweston, Co. Kildare. The process of designing, equipping and relocating to the new work environment presented many challenges, but has also opened other possibilities. Scientific work can now be carried out in a modern safe laboratory utilising an extensive range of new state of the art equipment. The State Laboratory Statement of Strategy 2008 - 2011 3 Chapter 2 - Situation Analysis 2.1 Internal Context Impartial Service The State Laboratory, as a civil service office, operates in an environment where a public service ethos prevails. Work is not undertaken for private clients and this avoids any possibility of conflict of interest. The Laboratory undertakes analyses that may be used by Government Departments or Offices and state bodies for litigation purposes. For example, litigation may proceed for illegal use or laundering of marked diesel, sale of watered or counterfeit spirits, possession or administration of illegal animal growth promoters. Further laboratory analyses show whether companies are entitled to receive export refunds claimed and whether additional duties and fines may be payable; Analyses may aid the Coroner in deciding the cause of deaths, e.g. in cases of drug overdoses. required for manual data processing, diminishes the possibility of transcription errors and gives more timely and complete sample information. The aim over the lifetime of the strategy statement is to continue to integrate the financial and non-financial data so as to make more timely use of available information. Staff knowledge and commitment is essential for a modern analytical chemical laboratory with high technology instrumentation. Chemical analysis is constantly undergoing change with the development of new techniques that offer safer, accurate and more automated technological solutions. At the same time, demand for new types of analyses, for testing at increasingly lower levels and for wider ranges of analytes is constantly increasing, often driven by legislation. It is essential to keep up to date with these developments so as to be in a position to take advantage of improvements and to be ready to respond to changing client needs. The management of staff performance is guided by the Performance Management and Development System (PMDS). Staff training identified through the PMDS process is organised through a sub-committee of Partnership. Facilities The facilities at the State Laboratory in Backweston are sufficiently spacious to comfortably and safely house the current and future activities of the Laboratory. Also the Laboratory is fully equipped to carry out the analytical requirements of clients. Ensuring that suitable laboratory facilities are maintained and that the appropriate equipment is available to run a modern laboratory is a key goal over the next three years. Expertise The mandate of the Laboratory is to provide an analytical and advisory service to a broad range of Government Departments, e.g. the Departments of Agriculture and Food, Environment, Justice and the Revenue Commissioners. The activities and requirements of these customers differ greatly and require that the Laboratory provide a diverse service to fulfil the needs of the individual Departments. The Laboratory has developed a broad analytical skills base capable of delivering the service to customers. Relationships The staff from the State Laboratory represent Ireland at the request of client departments at EU and other international forums. This expert representation on scientific committees is of significant value to customers where input into decisions on analytical chemistry is required. Participation in international and EU organisations also assists the Laboratory in developing its knowledge base, helps the staff involved to keep up-to-date, provides opportunities for collaboration with other laboratories and adds to the status of the State Laboratory. Modernisation agenda The Laboratory is delivering the civil service modernisation programme and implementing all relevant commitments as verified by the Civil Service Performance Verification Group (CSPVG). A Management Information Framework (MIF) compliant accounts system has been developed and established with appropriate staff training. The Laboratory Information Management System (LIMS) is being fully utilised to better target staff work assignments, to ensure efficient sample management and to record and track turnaround time data. A document control system has been introduced to ensure that laboratory quality is managed in an efficient electronic format. Modern instruments have the capability to analyse large numbers of samples in a single run, through the use of auto-samplers which can be programmed to remain in operation without supervision. This capability is extremely useful when there is a large number of samples for a particular type of analysis. Also it is now possible to interface laboratory instrumentation and IT where this would be of value such as two-way transfer of data between the Laboratory Information Management System (LIMS) and data-systems. This capability reduces the time 20 4 The State Laboratory Statement of Strategy 2008 - 2011 Chapter 2 - Situation Analysis 2.2 External Context The challenges faced by the Laboratory from the external environment are not unique. In an increasingly global economy, decisions taken in other countries have ripple effects on the Irish economy and on the analytical environment. The demand for ever newer types of analysis, for testing at increasingly lower levels and for wider ranges of analytes is constantly expanding, often driven by world trade agreements, EU Regulations and Irish legislation. Accountability and Transparency The introduction of SMI in the civil service has emphasised the need for more accountability and transparency in all work areas (Freedom of Information, Management Information Framework and internal audits). The Laboratory is also increasingly subject to inspection and audit by external bodies e.g. Irish National Accreditation Board (INAB), Food and Veterinary Office (FVO) and United States Department of Agriculture (USDA). More accountability and transparency has led to records of all types, administrative and technical, coming under scrutiny. This need to have such records available for regular inspection has led to a large increase in the amount of paper records generated and retained. Litigation In society in general, people are more inclined to seek redress through the courts and increasingly where results are non-compliant, some client departments want to be in a position to take prosecutions on the basis of out of tolerance analytical results obtained for routine samples. Consequently sample security, continuity of custody and the availability of contemporaneous records for court purposes must be available when requested. International Context New official control requirements to ensure compliance with food and feed legislation and with animal health and welfare rules have applied from 1st January 2006. Laboratories must be assessed and operate in accordance with EN ISO/IEC 17025 (laboratory accreditation) before they may be designated as the competent national authority to carry out analyses for control purposes. Consequently this means that during the lifetime of this strategy statement, the State Laboratory will need to extend its scope of accreditation (INAB Reg. No. 146T) to encompass an ever widening array of test procedures. Internet The internet plays an increasing role in our lives on a daily basis. Internet shopping is now commonplace and with it the possibility that members of the public are exposed to unsuspected harmful agents in these purchases. Seizures of products by Customs and the Irish Medicines Board are increasing and the analytical service provided by the State Laboratory to these state authorities is expected to increase over the lifetime of this strategy statement. Revenue Sector The EU agriculture CAP reforms will over time result in the production of agricultural commodities based more on world market prices. In the short term this will have a small impact on the Laboratory’s analytical workload, but in the longer term it will reduce the number of samples received for export refund purposes. Hydrocarbon oil prices continue to reach record highs on the world markets. The search for alternative fuels gathers pace particularly in the biofuels sector. The Finance Act of 2004 introduced relief of Mineral Oil tax on approved biofuels. The Laboratory has many years expertise in the analysis of fossil fuels (petrol, kerosene and diesel), but has anticipated the changes that will occur and has developed procedures for the identification of these alternative fuels over the past year. Food and Agriculture Sector The Irish food industry employs almost 54,000 people and accounts for about 20% of industrial output at a value of €16.8 billion approx. The industry is now consumer led, quality dependent and also very much influenced by global trends and events and is concerned with issues such as levels of veterinary hormone residues, pathogenic micro organisms, dioxin contamination and toxic constituents. Brazilian beef imported into Ireland has been under the spotlight recently. The farming organisations are pressing that the imports are restricted or that the same rules should apply to the control and monitoring of this imported beef as apply to beef produced in the European Union. Over the next three years this could lead to significant increases in testing requirements for veterinary hormones residues on imported products. Coroner Service The Coroner Bill (2007), when implemented, will deliver significant changes in the provision of a Coroner Service in Ireland. The main changes in the Act that have significance for the State Laboratory will see the establishment of a centralised Coroner Service headed by a Chief Coroner and the service operated on a regional basis with no fewer than two Coroners for each region. The likely long term implications of the Bill are that the State Laboratory may be requested to provide a more expanded analytical service to a wider geographical region. During the lifetime of this strategy statement, discussions will be held with the principal stakeholders to ensure that effective solutions are available in the event that a more comprehensive service is required from the State Laboratory. The State Laboratory Statement of Strategy 2008 - 2011 5 Chapter 2 - Situation Analysis 2.3 Summary Challenges Service Delivery and Customers The knowledge now available widely on the internet on issues such as new designer drugs, date rape drugs, the use of drugs and hormones in sports or their presence in the food-chain, may potentially be exploited in the commission of crime or alternatively may serve to heighten the awareness of the public on such issues. The expectation in society today is for immediate and comprehensive analyses of such compounds at the lowest sensitivity with the highest level of certainty. Customers require fast turnaround times for sample analysis. Faster turnaround times could potentially be achieved at the expense of the quality of results so that there is always a balance to be struck on a fitness-forpurpose basis. Sometimes the rather limited control which the laboratory has on the numbers of samples submitted for analysis and the timeframe for receipt of samples may lead to unwelcome delays in reporting results. Such considerations notwithstanding, the Laboratory is committed to ensuring that acceptable turnaround times are agreed with customers. Organisational Learning and Capacity Chemical analysis is constantly undergoing change with the development of new technology and rapid and more automated screening methods becoming available. At the same time, demand for new types of analysis, for testing at increasingly lower levels and for wider ranges of analytes is increasing, often driven by legislation. It is essential to keep up to date with these developments so as to be in a position to take advantage of improvements and to be ready to respond to changing customer needs. Failure to remain current with developments in analytical techniques may also compromise the quality of the advice which can be offered to customers. The Laboratory actively promotes continuous up-skilling of staff to meet the changing needs. Staff are permitted and encouraged to undertake further relevant third level studies. Fees for such courses are usually refundable. The Laboratory requires high levels of expertise on an ongoing basis in areas such as chromatography, mass spectrometry and hyphenated techniques. Newer technological processes such as nanotechnology, which alters surface properties at the molecular level, offer benefits in the food and healthcare sectors. Staying abreast of such developments and building the analytical capabilities to detect and monitor these technological modifications is a constant challenge. The expertise required must combine an understanding of how the technology works and the advantages and limitations of related techniques. An awareness of on-going developments and systematic problem-solving and troubleshooting skills are also required. A sound knowledge and understanding of the relevant legislation is also essential to enable the Laboratory to understand the customers’ needs, to advise the customer on appropriate analyses, to guide the customer in relation to any technical issues associated with the legislation and to interpret the analytical results in the context of the legislation. Ensuring the continuing availability of this expertise is key to the Laboratory’s continued success. Financial Management The Laboratory has developed a Management Information Framework (MIF) compliant accounts system. The auditing processes under the C&AG and internal audits ensures that the accounts are generated and comply with the best principles of government accounting practice. The challenge over the coming years is to ensure that this financial information better informs decisions on Laboratory capabilities and deployment of resources. 20 6 The State Laboratory Statement of Strategy 2008 - 2011 Chapter 2 - Situation Analysis 2.4 Linkages The State Laboratory has linkages (see Key Linkage Table) with national and international organisations for the coordination of issues of national interest and for the development of harmonised analytical procedures so as to provide representation on key scientific committees and to ensure compliance with existing rules and regulations. European Union Linkages Various European Union scientific committees, subcommittees and working groups are serviced by expert staff representing client government Departments and Offices. These include food, feed, seed, milk, fertiliser, hydrocarbon oils, vegetable oils, textiles, customs etc. Laboratory staff develop, harmonise and validate test procedures with their European colleagues for application across the EU. The Laboratory liaises with the community reference laboratories where the State Laboratory is designated as the national reference laboratory for specific test procedures or analytes in defined matrices. International Linkages Laboratory staff actively participate in other international analytical meetings and working groups such as Consultative Committee on the Amount of Substance (CCQM), European Network of GMO Laboratories (ENGL), CEN, ISO, CODEX, etc. Departmental Linkages Government policies including commitments agreed under Sustaining Progress are implemented in consultation with the Department of Finance. Progress on the modernisation agenda is verified by the Civil Service Performance Verification Group (CSPVG). Staff recruitment and administrative training are coordinated through PAS and CMOD. Cross functional Linkages Cross functional coordination takes place through the established internal structures and through ad-hoc groups. These include MAC, Section Managers/MAC, Audit and Partnership Committees. The State Laboratory Statement of Strategy 2008 - 2011 7 Chapter 2 - Situation Analysis Key Linkages Table IssueSample Number of Samples Analysed in 2006 Linkage 2006 International / EU EU TAXUD EU DG SANCO EU Milk Products Committee EU Olive Oil Chemists Group Authorisation of Feed Additives Group EU Textile Labelling Group EU Fuel Monitoring Group Worlds Customs Organisation scientific subcommittee UK Forensic Toxicology Group International Association of Forensic Toxicology ENGL networks CEN CEMA ISO CODEX CCQM EU Working Group on seed legislation Department of Agriculture and Food Revenue OPW Coroners Enterprise Trade and Employment FSAI Museum / Heritage Irish Medicines Board Office of Tobacco Control Health and Safety Authority Office of the DPP Irish Codex Advisory Committee Irish Environment Standards Committee National Drug Related Death Index Steering Committee National Advisory Committee on Drugs National Standards Authority of Ireland Irish Interagency Collaborative Group on GMOs Beaumont Hospital Forensic Science Laboratory EU Reference laboratories Coordination group of Customs laboratories Stormont (Northern Ireland) laboratory 3rd Level Colleges C&AG Department of Finance Department of the Taoiseach PAS CMOD CSPVG Drugs Treatment Centre Civil Service Unions Interdepartmental Committees and Networks Coordination / Action Taxation issues Food and feedingstuffs topics Food related topics Food related topics Feedingstuffs issues Textiles Fuels Customs coordination Toxicology Regional representation EU laboratory networks European standardisation EU methods of analysis group International standardisation Worldwide scientific groups Metrology working groups Participation Analysis, advice, representation Analysis, advice, representation Analysis, advice, representation Analysis, advice, representation Analysis, advice, representation Analysis and advice Analysis and advice Analysis, advice, representation Analysis and advice Representation Expert witness provision Representation Representation Representation Advice to government Representation and advice Representation Analysis Analysis Coordination and advice Coordination and harmonisation Cooperation Lectures and student placements Audits Analysis SMI coordination Recruitment of staff Training, IT policy Modernisation verification Advice Negotiations Civil Service wide networks National Laboratory Departmental 20 8 The State Laboratory Statement of Strategy 2008 - 2011 Chapter 3 - Our Strategy Strategic Goal 1 Agriculture and Food Meet current and future needs for high quality, timely and expanded analytical and advisory services to ensure the highest standards of food safety and quality, consumer protection and animal & plant health. Strategic Goal 2 Revenue Meet current and future requirements for high quality and timely analytical and advisory services that support maximum compliance with customs and excise legislation. Strategic Goal 3 Coroner Service and other Departments/Offices Meet current and future requirements for timely high quality services in areas such as forensic toxicology, health and safety compliance, environment and heritage protection and metrology. Strategic Goal 4 Modernisation Agenda and Operational Capabilities Develop our operational capacity, human and physical resources to ensure quality service delivery to customers, while implementing public service modernisation requirements. The State Laboratory Statement of Strategy 2008 - 2011 9 Chapter 3 - Our Strategy 3.1 Goal 1 Agriculture and Food Meet current and future needs for high quality, timely and expanded analytical and advisory services to ensure the highest standards of food safety and quality, consumer protection and animal & plant health. In the agriculture and food sectors, animal feedingstuffs, fertilisers, foods and plants are analysed to monitor compliance with European and national legislation governing the production, distribution and sale of these products. No. Sample Number of Samples Analysed in 2006 Objective 2006 1.1 Provide a quality analytical and advisory service to the Department of Agriculture and Food to support its objectives for the control of the agriculture and food sectors. Performance Indicators Customer satisfaction with quality of analytical and advisory service Maintenance of professional competence and standing Meeting agreed analytical service outputs e.g. • Turnaround times • Range of analytes Expert witness provision Customer satisfaction with analytical and advisory service Detection limits achieved Designation maintained 1.2 Meet evolving customer needs for services including dioxin analysis Maintain designation as National Reference Laboratory for residues in food of animal origin Achieve accreditation for agreed priority tests 1.3 1.4 Hold laboratory accreditation for priority tests 3.2 Goal 2 Revenue Meet current and future requirements for high quality and timely analytical and advisory services that support maximum compliance with customs and excise legislation In the revenue sector, the Laboratory advises the Revenue Commissioners on the correct classification of goods under the Customs and Excise Tariff of Ireland and on the application of the appropriate excise duties applicable to hydrocarbon oil products and alcoholic beverages. No. Sample Number of Samples Analysed in 2006 Objective 2006 2.1 Provide Revenue with an effective analytical and advisory service to facilitate detection and prosecution of fraudulent activity and monitor compliance with legislation Performance Indicators Customer satisfaction with quality of scientific and technical advice Maintenance of professional competence Meeting agreed analytical service outputs e.g. • Turnaround times • required tests accredited Expert witness service provision Customer satisfaction with quality of scientific and technical advice Customer satisfaction with quality of scientific and technical advice Hold laboratory accreditation for priority tests 2.2 Provide Revenue with skilled expert representation at EU, WCO and other international fora Meet evolving client needs for analytical and advisory services Maintain existing scope and examine priorities for extension of accredited testing 2.3 2.4 10 20 The State Laboratory Statement of Strategy 2008 - 2011 Chapter 3 - Our Strategy 3.3 Goal 3 Coroner Service and other Departments Meet current and future requirements for timely high quality services in areas such as forensic toxicology, health and safety compliance, environment and heritage protection and metrology. To assist coroners to determine the cause of death, the Laboratory analyses post mortem samples to identify the presence or absence and to quantify the level of both legal and illegal drugs. In the environment sector samples are screened for the presence of toxic or potentially toxic hazardous substances. Also an analytical service to assist architects and conservators in the Office of Public Works and cultural agencies is provided. No. Sample Number of Samples Analysed in 2006 Objective 2006 3.1 Provide effective analytical and advisory services to facilitate coroners’ and criminal investigations Performance Indicators Customer satisfaction with quality of scientific and technical advice Maintenance of professional competence and standing Meeting agreed analytical service outputs e.g. • Turnaround times • Range of analytes Expert witness service provision Customer satisfaction with quality of scientific and technical advice Detection limits achieved Maintenance of professional competence and standing Meeting agreed analytical service outputs e.g. • Turnaround times • Range of analytes Expert witness service provision Customer satisfaction with quality of scientific and technical advice Detection limits achieved Maintenance of professional competence and standing Meeting agreed analytical service outputs e.g. • Turn around times • Range of analytes Expert witness service provision Customer satisfaction with quality of scientific and technical advice Detection limits achieved Hold accreditation for priority tests Designation maintained 3.2 Provide effective analytical and advisory services in the environmental sector 3.3 Provide effective analytical and advisory services to Department of Health, Irish Medicines Board and the Office of Tobacco Control. 3.4 Meet evolving client needs for analytical and advisory services 3.5 3.6 Achieve accreditation for agreed priority tests Maintain designation as National Reference Laboratory for metrology in chemistry and biomeasurement The State Laboratory Statement of Strategy 2008 - 2011 11 Chapter 3 - Our Strategy 3.4 Goal 4 Modernisation Agenda and Operational Capabilities Develop our operational capacity, human and physical resources to ensure quality service delivery to customers, while implementing public service modernisation requirements In the rapidly changing analytical laboratory environment, resources such as staff (development and skills mix), infrastructure (ICT, technical information, quality, safety) and financial requirements need continuous appraisal. No. Sample Number of Samples Analysed in 2006 Objective 2006 4.1 Recruit, develop and retain skilled, capable and motivated staff Maintain quality system Support the activities of the Laboratory by maintaining and enhancing a stable and secure ICT system and infrastructure Maintain and develop financial and human resources systems and maintain compliance with corporate governance requirements and the modernisation agenda. Performance Indicators Retention of skilled motivated staff 4.2 4.3 Maintenance of INAB accreditation Effective ICT capabilities aligned to the business needs of the Laboratory 4.4 Compliance with Civil Service guidelines 12 20 The State Laboratory Statement of Strategy 2008 - 2011 Chapter 4 - Implementation and Monitoring This Strategy Statement sets out the goals and strategies for the State Laboratory over the next three years and establishes the indicators against which progress will be measured. The successful implementation of these goals will require commitment from all staff in the Laboratory. The implementation of the Strategy Statement will be reviewed by the MAC twice a year. Progress on achieving the goals in the business plans that emanate from this Strategy Statement will be examined on an ongoing basis by the section managers and formally by the MAC after six months. The requirements for future annual reports includes documenting progress on targets and goals set out in the strategy statement and showing the alignment of outputs with matching resources voted for the Laboratory. Progress on the modernisation agenda of Sustaining Progress is agreed at Partnership and is monitored through the Civil Service Performance Verification Group (CSPVG). The capabilities of the Laboratory to provide a service matched with the requirements of the customer is documented in service level agreements. The performance of the Laboratory with respect to these agreements is monitored continuously and documented annually with the customer through a customer satisfaction questionnaire. The Laboratory has developed a Management Information Framework (MIF) compliant accounts system and ensured MIF training for the staff involved. The information generated will in future more fully educate decisions on re-evaluating internal work programmes and on the deployment of resources. The State Laboratory Statement of Strategy 2008 - 2011 13 Appendix - Organisation Chart State Chemist Principal Chemist Principal Chemist Animal Feedingstuffs Customs and Excise Stores Consumer Protection Environment / Heritage Fertilizers Veterinary Toxicology Human Toxicology Microbiology/ Molecular Biology Information Technology Technical Information Centre Quality Assurance / Metrology Corporate Services 14 The State Laboratory Statement of Strategy 2008 - 2011