Instructor Guide. The Integrated Food Safety System (IFSS): Toolkit Workshop. Instructor Prompts:

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1 What is in it for me? Sooo.. do you want there to be an integrated food safety system? If so how do we get there? Let s see if we can develop a plan to get there IFPTI The Integrated Food Safety System Page 1

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5 Federal, state, and local policies often require integration: policies call for coordination, and agencies have memoranda of agreement with other agencies that call for integration. Integration is more efficient: having two or more agencies duplicating efforts is costly and can lead to conflicts with other agencies, industry, and the public. No agency has sufficient staffing to cover all they need to do, and integration allows short-handed agencies to depend on others for help. Good government Challenge: we work in a complex government system: our government system is complex at all levels, and the public and industry often complain about how we do our jobs. Effective integration can help us to address those criticisms. No one can do the job alone: we not only need staffing support from others, but also others capabilities, expertise, and authorities to better do our own jobs, as well. We need each other to get our jobs done in the quickest and most efficient ways. It can be fun! We can learn from each other. We can better understand why others do what they do. Meet new people with similar interests and goals. Learn about experts you may need to tap in the future IFPTI The Integrated Food Safety System Page 5

6 Record the answers on flip charts or whiteboard. Possible answers: People work together within their organizations and with other organizations. We know who to call/contact. We meet regularly. We understand each other s roles and responsibilities and who is the lead/decision-maker in various situations. We have formal agreements where needed. We harmonize regulations, policies, and procedures. We work jointly where appropriate. We share information. We communicate IFPTI The Integrated Food Safety System Page 6

7 The concepts of prevention, intervention, and response are foundational to the Integrated Food Safety System and are key to implementing the system through these stakeholders. Discuss the roles and responsibilities of these stakeholders with the class. What do the stakeholders want? What do we want and need from the stakeholders? When do we work with the stakeholders now? Can we work better with stakeholders in the future? 2013 IFPTI The Integrated Food Safety System Page 7

8 Class discussion. Write answers on a whiteboard. Possible answers: Lack of effective communication. Lack of trust between stakeholders. Lack of understanding of an acceptance/respect for others roles and responsibilities. Lack of transparency. Lack of resources. Legal barriers IFPTI The Integrated Food Safety System Page 8

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10 Toolkit Overview: Describes goals, target audience, and approach of the IFSS Toolkit. Toolkit User Instructions: Discusses in detail the steps for using the IFSS Toolkit. Toolkit User Instructions (Quick Start Guide): Briefly lists the steps for using the IFSS Toolkit. Preliminaries Worksheet: Helps identify participants and resources necessary to use the Toolkit. Toolkit Tips for Facilitators: Describes role of Facilitator and suggestions for leading Toolkit process. Individual Focus Area Worksheets: Helps identify recommendations appropriate for program/agency/jurisdiction/organization/company related to the following: Communications, Roles and Responsibilities, Integration of Legal Authority, Resources, Emergency Response, and Global Activities. Resource Reference List: Lists documents to assist Workgroup members in completing Focus Area Worksheets. Participant Evaluation Form: Solicits feedback to improve future versions of IFSS Toolkit IFPTI The Integrated Food Safety System Page 10

11 Purpose: The purpose of this Toolkit is to assist stakeholders in completing a selfassessment; marking progress on efforts to integrate; identifying gaps to integration; leveraging of resources; and planning of next steps to implement integration. Outcome: An established plan; a guide to building an integrated global food safety system leading to increased public health protection. The Toolkit is designed to be used within an organization and used by an interdisciplinary workgroup with knowledge and practical experience in food safety and food defense. Use of the Toolkit by these teams will provide a broader context for assessing an organization s current integration efforts and will identify potential areas for improvement, especially with respect to cross-agency/cross-discipline activities. Use of the Toolkit with these teams will allow stakeholders to become more familiar with the roles and responsibilities of each team member, facilitate communication, and engender team-building in the process. Knowing each other and understanding each other s roles will lead to a more integrated system. Although the interdisciplinary workgroup is the ideal target audience, the Toolkit can also be used by persons from a single program, agency, or discipline, or even a single person within an agency who acts as a champion for the cause. Because integration is a team effort, however, such an approach could be recognized as more limited in scope and might best be viewed as the initial steps that could involve others at a later time IFPTI The Integrated Food Safety System Page 11

12 Identify the stakeholders to be involved. Making this decision now will allow you to concentrate your efforts, involve the right people in setting priorities, and identify changes that will be implemented. Brief decision-makers. Obtaining a commitment from decision-makers will help define the resources and constraints that should be considered when using the Toolkit and creating implementation plans. Select your Workgroup. An interdisciplinary Workgroup with practical expertise in epidemiology, environmental health, food regulation, the laboratory, health education, food defense, and communication is ideal. Participants must have knowledge and experience in food safety issues, the time, and the interest. Include staff who are key to improving food safety/food defense in your program, agency, or jurisdiction. Even if you decide to focus on only one program or agency, involvement of participants from federal, state, and local levels is encouraged. If your program/agency/jurisdiction/organization/company is involved in other initiatives aimed at capacity development or program quality and performance (e.g., FDA Voluntary National Retail Food Regulatory Program Standards and Manufactured Food Regulatory Program Standards, Public Health Accreditation Board Standards, and National Public Health Performance Standards), consider including staff who are involved in those initiatives IFPTI The Integrated Food Safety System Page 12

13 Identify support group (Facilitator and Recorder). 1. Facilitator To ensure success, identify a Facilitator to lead the process. The Facilitator should have experience in food safety/defense and integration/collaboration and be aware of the resources necessary and available in the organizations who will be participating. Before assembling the Workgroup, the Facilitator should become familiar with the roles and responsibilities of the organizations who will be participating, as well as past issues/barriers between and among the organizations. 2. Recorder Assign one person to record notes from the Workgroup s discussions, especially conclusions about the performance of the program/agency/jurisdiction/ organization/company in food safety integration and decisions on actions to improve performance. Ensure that participants are familiar with the Toolkit. To prepare to use the Toolkit, workgroup members should become familiar with the IFSS Toolkit. Workgroup teams might then assign individual participants to take responsibility for reviewing different sections of the Toolkit. Assemble necessary support materials. As an initial step in using the Toolkit, assemble copies of the Toolkit worksheets and other documents that might help in the process, including written protocols, interagency agreements, memoranda of understanding, and information on other quality improvement initiatives in which your program or agency might be involved. Decide on a timeframe for completing the process. Use of the Toolkit requires a systematic, in-depth examination of integration activities in your program/agency/jurisdiction/organization/company and might take several hours or the better part of a day to complete. Decide now whether your Workgroup team plans to work through the Toolkit process in one period or break up the process. Review the Focus Areas. A key step in using the Toolkit is to identify the Focus Areas that are most important for your program/agency/jurisdiction/organization/company to develop. You might involve the full Workgroup team or a smaller group of decision-makers in this prioritization process. The Workgroup team (or subsets of the Workgroup team) will then concentrate on the prioritized Focus Areas during the remainder of the process IFPTI The Integrated Food Safety System Page 12

14 For each prioritized Focus Area, the Toolkit will help you systematically examine integration efforts in your program/agency/jurisdiction/organization/company and explore the Toolkit for ways to improve your effort in that Focus Area. Use the Individual Focus Area Worksheets to help you work through the process. STEP 1: Describe your current activities and procedures in the Focus Area. Considering the Key Indicators, outline what is currently being done in your program/agency/jurisdiction/organization/company. Include individuals, programs, and agencies involved; their roles and responsibilities; and routine actions and procedures undertaken. Written response protocols, if available, will help in this process. Consider other ongoing efforts in capacity development or quality improvement (e.g., Voluntary National Retail Food Regulatory Program Standards and Manufactured Food Regulatory Program Standards). As you list current activities and procedures related to this Focus Area, identify those that might need work to improve your program/agency/jurisdiction/organization/company efforts with integration. STEP 2: Prioritize IFSS Key Indicators to address needed improvements. Rate the priority for implementation of each Key Indicator using a scale of 1 to 5 (1=Low priority and 5=High priority). If a Key Indicator is already in place in your program/agency/jurisdiction/organization/company, check the appropriate box. If a Key Indicator is not relevant to your program/agency/jurisdiction, select N/A. In considering Key Indicators to improve your program/agency 2013 IFPTI The Integrated Food Safety System Page 13

15 /jurisdiction/organization/company performance in integration efforts, select those that will best use resources based on the following: The likely impact on the occurrence of improving integration; The ease of implementation, including necessary time, resources, expertise, and likely barriers; and Whether the Key Indicator is dependent on other conditions being in place. STEP 3: Make plans to implement selected IFSS Key Indicators. For each Key Indicator selected in the previous step, identify who will take the lead and the timeframe for implementation. If certain actions must precede others, make a note of this and adjust the timeframe. Identify factors that might positively or negatively influence full implementation. For example, certain staff skills or expertise might facilitate implementation of a particular Key Indicator, whereas lack of funding might inhibit implementation. Also think about ways to incorporate the Key Indicator into your program/agency/jurisdiction/organization/company standard operating procedures so the activity will be continued. When the worksheet for one Focus Area has been completed, repeat steps 1 3 for each of the other Focus Areas you have selected as important for your program/agency/jurisdiction/organization/company to address IFPTI The Integrated Food Safety System Page 13

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19 These Focus Areas were selected by an IFPTI workgroup and vetted with stakeholders to represent important aspects of integration. Each Focus Area is further subdivided to facilitate the process of assessing your status and setting priorities for improving integration. There is inevitable overlap between Focus Areas; so while the entire Toolkit may seem long, when the overlap is recognized, there is less to it than first meets the eye. The purpose of this Toolkit is to assist stakeholders in completing a self-assessment; marking progress on efforts to integrate; identifying gaps to integration; leveraging of resources; and planning of next steps to implement integration IFPTI The Integrated Food Safety System Page 17

20 The Toolkit Worksheets include these subdivisions and status terms to facilitate your self-assessment and priority-setting. We will discuss the Toolkit Worksheets in greater detail in the following slides IFPTI The Integrated Food Safety System Page 18

21 Each of the six focus areas has a purpose provided. The Toolkit will be used by an interdisciplinary workgroup in a jurisdiction, brought together specifically for this task. However, the Toolkit can be used in other ways. For example, the Toolkit might be used as part of the after-action review of a recall response. This setting can effectively relate problems of the outbreak response to participants who might be motivated to make improvements or changes in future responses. The Toolkit also could be used in conjunction with meetings arranged for other purposes (e.g., State Food Safety Taskforces) or for capacity development efforts (e.g., FDA Voluntary National Retail Food Regulatory Program Standards and Manufactured Food Regulatory Program Standards). A key step in using the Toolkit is to identify the Focus Areas that are most important for your program/agency/jurisdiction/organization/company to develop. (See the Prioritization of Focus Areas in the Introduction section of the Toolkit). You might involve the full Workgroup team or a smaller group of decision-makers in this prioritization process. The Workgroup team (or subsets of the Workgroup team) will then concentrate on the prioritized Focus Areas during the remainder of the process IFPTI The Integrated Food Safety System Page 19

22 Additional background that does not need to be covered by the lecturer: To help you understand what is included in each Focus Area, Key Indicators have been identified for each Focus Area. Key Indicators are activities, relationships, and resources that could be critical to achieving success in a particular Focus Area. If only a few of the Key Indicators for a Focus Area are in place in your program/agency/jurisdiction/organization/company, it could mean the Focus Area needs improvement. If your program/agency/jurisdiction/organization/company is already involved in other capacity development or quality assurance initiatives, priorities identified in those efforts can be used to help prioritize Focus Areas for implementing the IFSS Toolkit: Voluntary National Retail Food Regulatory Program Standards Manufactured Food Regulatory Program Standards ISO/IEC 17025:2005 Local Public Health Accreditation Board Standards Local Public Health Performance Standards. In addition, review contracts, partnerships, and cooperative agreements to identify areas in need of improvement. After-action reports or debriefings among persons involved in past recall or outbreak responses can help you identify strengths and weaknesses in stakeholder cooperation during response efforts and can identify opportunities for improvement. Finally, a growing proportion of foodborne disease outbreaks, multi-state recalls, and food emergency response episodes require the resources of more than one stakeholder for detection, investigation, or control. This is particularly true for some of the most serious foodborne illnesses (e.g., E. coli O157:H7 infection, salmonellosis, and hepatitis A infection) and large food recalls. Therefore, all stakeholders are encouraged to evaluate their relationship with other stakeholders during these important and serious events IFPTI The Integrated Food Safety System Page 19

23 The worksheet is then subdivided into a list of Key Concepts. Each Key Concept includes a brief statement that describes how that Key Concept relates to the purpose of that Focus Area. Key Concepts are the various dimensions you ll use to evaluate your organization s integration efforts. Each Focus Area includes its own list of Key Concepts. Some Key Concepts are common to all Focus Areas (such as vertical, horizontal, and training ), while other Key Concepts are unique to that Focus Area. Key Concepts are activities, relationships, and resources that could be critical to achieving success in a particular Focus Area. If only a few of the Key Concepts for a Focus Area are in place in your program/agency/jurisdiction/organization/company, it could mean the Focus Area needs improvement IFPTI The Integrated Food Safety System Page 20

24 Each Key Concept is then provided with a list of Key Indicators to assist the selfevaluation process by providing guidance into how to implement that Key Concept. This list is not all-inclusive IFPTI The Integrated Food Safety System Page 21

25 During your self-assessment, read and discuss each indicator with your stakeholders and determine if that indicator is already in place IFPTI The Integrated Food Safety System Page 22

26 During your self-assessment, read and discuss each indicator with your stakeholders and determine if that Key Indicator is in place. If it is not, the stakeholders need to determine what rank priority they will give to implementing that Key Indicator. A rank of one (1) is considered a low priority and a rank of 5 is considered to be the highest priority for implementation. When deciding on ranking, consider the importance of that Key Indicator to public health and integration in the context of the resources available to work on and complete or accomplish that indicator. If that Key Indicator does not apply to you and your stakeholders, then mark it as N/A for not applicable IFPTI The Integrated Food Safety System Page 23

27 Extra (blank) rows are provided at the bottom of each list of Key Indicators for every Key Concept, so that you and your stakeholders can add Key Indicators you determine need to be added. Rank those new Key Indicators in the context of the other Key Indicators you have also ranked IFPTI The Integrated Food Safety System Page 24

28 In this demonstration, I will show you how to use the Toolkit using the focus area of Roles and Responsibilities IFPTI The Integrated Food Safety System Page 25

29 In this demonstration, I will show you how to use the Toolkit using the focus area of Roles and Responsibilities IFPTI The Integrated Food Safety System Page 26

30 I am going to demonstrate how to work through one focus area of the Toolkit: Roles and Responsibilities. I will not go through the entire focus area.i just would like to show you how to use the Tool. Once I am finished, I will have you all work in groups and work on another area of the Toolkit. Remember that a key step in using the Toolkit is to identify the Focus Areas that are most important for your program/agency/jurisdiction/organization/company to develop. We will be exploring the focus area of Roles & Responsibilities in this demonstration. You might involve the full Workgroup team or a smaller group of decision-makers in this prioritization process. For demonstration purposes, I am going to view all of you in this room as the Workgroup team IFPTI The Integrated Food Safety System Page 27

31 Additional background that does not need to be covered by the lecturer: To help you understand what is included in each Focus Area, Key Indicators have been identified for each Focus Area. Key Indicators are activities, relationships, and resources that could be critical to achieving success in a particular Focus Area. If only a few of the Key Indicators for a Focus Area are in place in your program/agency/jurisdiction/organization/company, it could mean the Focus Area needs improvement. If your program/agency/jurisdiction/organization/company is already involved in other capacity development or quality assurance initiatives, priorities identified in those efforts can be used to help prioritize Focus Areas for implementing the IFSS Toolkit: Voluntary National Retail Food Regulatory Program Standards Manufactured Food Regulatory Program Standards ISO/IEC 17025:2005 Local Public Health Accreditation Board Standards Local Public Health Performance Standards. In addition, review contracts, partnerships, and cooperative agreements to identify areas in need of improvement. After-action reports or debriefings among persons involved in past recall or outbreak responses can help you identify strengths and weaknesses in stakeholder cooperation during response efforts and can identify opportunities for improvement. Finally, a growing proportion of foodborne disease outbreaks, multi-state recalls, and food emergency response episodes require the resources of more than one stakeholder for detection, investigation, or control. This is particularly true for some of the most serious foodborne illnesses (e.g., E. coli O157:H7 infection, salmonellosis, and hepatitis A infection) and large food recalls. Therefore, all stakeholders are encouraged to evaluate their relationship with other stakeholders during these important and serious events IFPTI The Integrated Food Safety System Page 27

32 Remember that the first step is to identify the key stakeholders. Ask: Who are our key stakeholders for this Roles and Responsibility focus area? I will write on the Flipchart the ideas that you generate. Stakeholders include: local, state and federal food safety regulatory agencies, public health/epidemiology agencies, public health and food laboratories, environmental agencies, law enforcement agencies, homeland security agencies etc. Non-governmental stakeholders include: industry, consumer groups, academic institutions (land grant colleges), professional organizations, communications experts You may choose to start out with only some of the stakeholders, but your integrated system can not be fully in effect until you have included all stakeholders 2013 IFPTI The Integrated Food Safety System Page 28

33 Now let s move on to Step 1: Describe your current activities that you are doing within the area of Roles and Responsibity. What are you currently doing? It is here that you describe your agency s/jurisdiction s current activities and procedures in this Focus Area. Refer to written protocols, if available, and materials related to ongoing efforts in capacity development or quality improvement (e.g., FDA Retail and Manufactured Food Regulatory Program Standards). As you list current activities and procedures related to this Focus Area, indicate those that might need work to improve your agency s/jurisdiction s efforts to integrate the food safety system. So let s say that you know that your agency is currently sharing organizational charts with others write that down. Does it need improvement? Not really as you are doing that well. You are also communicating your assignments with other agencies to avoid duplication of efforts. Although you are doing that activity, there is still a lot of overlap of tasks and duplication so you check the needs improvement box. Another activity that you are doing is training within your agency. You realize though that this is not joint training with other areas so you check needs 2013 IFPTI The Integrated Food Safety System Page 29

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35 Now that you have listed your current activities, it is time to move on to Step 2 prioritizing the key indicators. We are first going to look at the Key Concept of Vertical IFPTI The Integrated Food Safety System Page 30

36 Vertical (Key Concept) is defined as.agencies at different levels (international, federal, state, local, tribal, territorial, etc.) understand each other s jurisdiction. Remember that each Key Concept has a list of Key Indicators to assist in the selfevaluation process by providing guidance into how to implement that Key Concept Now that we know that we are talking about vertical integration, we will examine each of the Key Indicators from that viewpoint IFPTI The Integrated Food Safety System Page 31

37 Let s go through the list. Let s start with #1. Shareholders share organizational charts IFPTI The Integrated Food Safety System Page 32

38 During your self-assessment, read and discuss each indicator with your stakeholders and determine if that indicator is already in place. #1.Stakeholders share organizational charts. Your group had determined that you are currently doing this so you check already in place. Check the box. #4.Stakeholders use laboratory communication and surveillance networks as tools for food protection activities. Your group determines that this is already in place as well. Check the box. You will find that some or even many of the Key Indicators are already in place. Take time to acknowledge these accomplishments and the encouragement that they provide to address the Key indicators that you will set as priorities for improvement. You are already part way down the road to an integrated food safety system! 2013 IFPTI The Integrated Food Safety System Page 33

39 During your self-assessment, read and discuss each indicator with your stakeholders and determine if that Key Indicator is in place. Remember that a rank of one (1) is considered a low priority and a rank of five (5) is considered to be the highest priority for implementation. We need to consider the importance of that Key Indicator to public health and integration in the context of the resources available to work on and complete or accomplish that indicator. Let s look at #2. Stakeholders meetings are held for the purpose of reviewing specific roles and responsibilities of each stakeholder and to identify the strengths and weaknesses that may exist. You realize that you do not do this it is not in place. You then need to determine how you would rank this item for the priority for implementation or improvement with 1 being low and 5 to high. Your team feels that these meetings are critical so you rank it a 5. Let s look at #3. Formalized (written) agreements or MOUs are established between stakeholders to identify specific roles and responsibilities with conflict resolution language. Your team discusses it and ranks this one as a 4. Then your team decides there should be another Key Indicator in this Key Concept so we add #5: Stakeholders conduct exercises to test their understanding of respective roles and responsibilities and rank this a IFPTI The Integrated Food Safety System Page 34

40 Once you have completed the Toolkit for the focus area, it is time to start making plans for improvement. It is here where you look at those areas that you have ranked as high priority and document how you will improve that area of integration within your agency. We had 2 areas in our example that were ranked as high priority.. #2 ranked a 5 and #3 ranked a 4. You would write the plan for those 2 areas let s see the first one was Stakeholders meetings are held for the purpose of reviewing specific roles and responsibilities of each stakeholder and to identify the strengths and weaknesses that may exist. For each IFSS Key Indicator rated as a high priority for implementation, identify who might take the lead and the timeframe for implementation. Record that information on the worksheet that ends each Focus Area section ( Plan for Implementation or Improvement ). Identify factors that might positively or negatively influence implementation of a Key Indicator. Identify next steps for moving forward. You may want to set target dates for mileposts to accomplishing this priority activity. Then you take the next one and do the same thing.the next one #3 was Formalized (written) agreements or MOUs are established between stakeholders to identify specific roles and responsibilities with conflict resolution language. Go through the chart and determine how you will implement this within your agency IFPTI The Integrated Food Safety System Page 35

41 In this exercise, your Workgroup is being asked to assess the Communication Focus Area to determine which Key Indicators need to be addressed, and what priority needs to be assigned to each Key Indicator that needs to be developed and/or implemented. Please work on this exercise in the context of your own work situation, and respond based on your knowledge of how your current food safety and food defense system operates IFPTI The Integrated Food Safety System Page 36

42 Collaborate: Work together and discuss each Key Indicator in the section that you are assigned. Questions: Ask questions for clarification. Time: Be aware of the time. Use a parking lot sheet to capture unresolved issues/concerns. If you finish early, let the instructors know; you will be assigned a new Focus Area. Feedback: Use the Participant Evaluation (example shown on slide) in the back of the Toolkit (pages 7-8 in the Resources tab) to write down recommendations for improvement (last section of Toolkit) IFPTI The Integrated Food Safety System Page 37

43 Set up breakout groups of approximately 6-10 people. Direct them to select a group leader, and then to jointly discuss the questions in an assigned Focus Area and develop answers. Allow the breakout groups 120 minutes to work. Have them report out the answers to the questions on the PPT slide. flipchart 2013 IFPTI The Integrated Food Safety System Page 38

44 You will report out the answers to the questions that are projecting on the screen IFPTI The Integrated Food Safety System Page 39

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