New Forest District Council

The authority had implemented a food service plan for 2009/2010 that was in line with the Service Planning Guidance in the Framework Agreement and had received member approval.

The authority had developed and implemented policies and procedures covering all areas within the scope of the audit. An effective system for regular review of these policies and procedures was in place and a number of these had been updated recently.

The authority had a procedure for the authorisation of officers based on a competency matrix, which took account of officer qualifications, experience and competency. The schedule of authorisation comprehensively covered the full range of legislation under which officers were authorised, with the exception that some officer authorisations needed to be aligned with the authorisation matrix and some minor updating.

Officer training and qualifications records confirmed that the authority had provided adequate training to officers, commensurate with their duties and in accordance with the specified levels of Continuing Professional Development (CPD) training requirements in the Food Law Code of Practice.

Records of the food hygiene inspections and other actions undertaken by the authority were well organised and easily retrievable. The records confirmed that officers were carrying out comprehensive inspections and providing detailed records of findings, in particular recording the progress of the business in complying with procedures based on HACCP.

Where contraventions were noted on inspections, appropriate follow-up action was being taken, including the service of hygiene improvement notices and the voluntary closure of premises. The inspection procedure had been reviewed in 2009 in response to the recommendations arising from the Pennington Enquiry, and will be further reviewed to clearly indicate those establishments that supply vulnerable groups.

The approved establishment files generally contained the information required by Annex 12 of the Food Law Code of Practice, although the approval documents could not be found on the files and there was insufficient information on emergency withdrawal/recall procedures, which would be important in the event of a food safety incident.

The authority had developed a procedure for the investigation of food complaints. Records of food/food premises complaints made to the authority were examined and it was evident that all complaints had been thoroughly investigated.

The authority had a documented sampling policy and procedure in addition to a sampling programme. File checks showed that appropriate follow-up actions had been taken in all cases of unsatisfactory samples and food business operators had been informed of outcomes.

The authority had developed a comprehensive enforcement policy, which had recently undergone review to reflect central guidance. The authority was using appropriate and effective enforcement powers to ensure that food business operators were compliant with the legislation, including the use of hygiene improvement notices. When using these powers, the authority was able to show that they had adopted a graduated approach to enforcement.

The authority had developed an internal monitoring procedure that covered programmed inspections and service requests. In practice, both formal and informal monitoring were undertaken across the range of food law enforcement activities. This internal monitoring needs to be extended to ensure that where monitoring is undertaken the authority have a record, including any corrective actions.

A ‘reality check’ visit was undertaken during the audit to a food business that had been recently inspected. The main objective of the visit was to assess the effectiveness of the officer’s evaluation of food business compliance with food law requirements. The visit confirmed that the authority was carrying out its official control responsibilities effectively at the establishment. It was clear that the officer had focused on the Food Safety Management System (FSMS) during the inspection and had developed a supportive working relationship with the food business operator.