Tendring District Council

The authority had developed a food safety framework agreement 2009/2010 (service plan), which included imported food requirements. The plan had been drawn up generally in line with service planning guidance in the Framework Agreement. However, at the time of the audit, the 2010/2011 service plan had not been drafted and approved by the appropriate member forum or relevant delegated senior officer.

The authority had contracted its imported food duties out to Suffolk Coastal District Council (SCDC) who had considerable experience with imported food controls. However, the contract had not been recently reviewed to ensure that it was kept up to date with legislative changes. The authority had plans to review and redraft the contract to bring it up to date, and also include more specific details in regard to the duties and responsibilities of the contracted parties. Auditors discussed the benefits of developing and implementing an overarching procedure for document control.

The authority ensured that SCDC officers were appropriately authorised to carry out enforcement activities at the relevant ports. File checks showed SCDC officers had the 10 hours continuing professional development (CPD) training and appropriate imported food training. The authority’s lead officer for imported food also had the appropriate CPD and imported food training. However, the authority needed to review their authorisation documents to ensure that officer authorisations are kept up to date with legislative changes.

The authority had ensured that appropriate facilities and equipment were available for the inspection and sampling of imported food not of animal origin (FNAO) at the relevant ports.

SCDC had well organised, effective systems and arrangements in place in relation to the control of containerised imported food, including those for high-risk products. The service had recently developed the Port Health Interactive Live Information System (PHILIS), which was a robust system for the identification of incoming consignments of containerised food and feed through the systematic, detailed checking of ship’s manifests.

In addition, PHILIS was an effective electronic consignment control system that enabled SCDC to immediately hold any containerised consignment, where further information or an inspection was required. Harwich International Port was electronically linked to this system. Harwich Navyard and Mistley Quay supplied their consignment data by email, which was examined by SCDC officers, detained by manual methods and entered onto PHILIS if appropriate.

SCDC had effective imported food controls, which were managed through the PHILIS system. Documentary checks, identity checks and random physical checks were risk-based and targeted in accordance with current legislation and previous knowledge and experience. SCDC had carried out 100% of document checks for the relevant ports. However, no identity or physical checks had been carried out, as no high-risk products had been landed.

Although no enforcement activities had been carried out at the relevant ports, SCDC were able to demonstrate systems and procedures for appropriate action on unsatisfactory consignments should they be necessary. Template enforcement notices were in line with the appropriate legislation. Auditors discussed the benefits of the authority developing their own imported food enforcement procedures to cover their duties and responsibilities at the various stages of enforcement, and including any appeal processes importers would be expected to follow.

Records maintained in relation to imported food were detailed, accurate and easily retrievable.

SCDC had also taken responsibility for liaison arrangements and kept the authority informed of developments. SCDC had extensive liaison arrangements with central government, other enforcement bodies, professional organisations and other external stakeholders. SCDC had supplied advice to businesses on imported food control requirements, which it also carried out for the authority in regard to the relevant ports.

The authority had stated in its service that six monthly audits of SCDC’s activities would be carried out. However, there was no audit procedure and the auditing that had been carried out did not cover all aspects of SCDC’s responsibilities. Auditors discussed the benefits of developing and implementing a formal documented audit procedure.

SCDC had a documented ISO 9001 quality management system, which included internal and external auditing of their imported food service.