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The FDA, in collaboration with partners, should identify metrics with which to measure the effectiveness of the food

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safety system, as well as its interventions. The FDA should include these metrics, and plans for any related data collection, as part of stra- tegic planning. The metrics should have a clearly defined link to public health outcomes.

Recommendation 3-4: The FDA should identify expertise needed to implement a risk-based approach. This includes training current and/or hiring new personnel in the areas of strategic planning; management of data; development of biomathematical models and other tools for risk ranking, prioritization, intervention analysis, and evaluation; and risk communication.

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4

Sharing the Responsibility for a Risk-Based System:

Models of Governance and Oversight

T

he safety of the U.S. domestic and imported food system is a responsi- bility shared by suppliers, farmers, food handlers, processors, whole- salers and retailers, food service companies, consumers, third-party organizations, and government (federal and state) agencies in the United States and abroad. Given the size and scope of the system, it is unrealistic to expect the U.S. Food and Drug Administration (FDA), or any agency at the federal level, to be everywhere and to do everything necessary to ensure food safety through surveillance and inspection without the help of those who share this responsibility.

The design of approaches to governance to achieve society’s goals has been the subject of much debate and experimentation in a wide range of areas, from the financial system to public safety. The published literature on the subject addresses the pros and cons of various approaches to shar- ing responsibility, factors to be considered, and lessons learned from the implementation of these approaches. Models of governance that deviate from the traditional enforcement of rules through the imposition of penal- ties include voluntary approaches whereby regulators work with industry to develop codes of practice, third-party audits, management-based systems in which firms are responsible for adhering to plans that limit harms, and performance-based approaches that emphasize results rather than the use of specific technologies or actions. These alternatives may serve to distribute accountability across all parties that might affect outcomes.

Innovative governance approaches have already been applied to the environment, building safety, consumer product safety, nuclear power plant safety, transportation safety, and health care, among many other areas, with

BOX 4-1

Examples of the Use of Alternative Governance Approaches Nuclear Power Safety

Before the Nuclear Regulatory Commission (NRC) focused atten- tion on issues essential to protecting public health, the Atomic Energy Commission was often criticized for its dual role in protecting public health while also avoiding imposing requirements that would inhibit the growth of the industry. With respect to nuclear reactors, the NRC took the traditional approach of creating standards and requirements to pro- tect public health, eventually giving operators the sense that accidents would be prevented as long as compliance with these standards and requirements was verified by an inspector. This traditional prescriptive approach, however, was criticized as being unable to promote uniform levels of safety. The NRC then moved toward a risk-based system, whereby accountability is placed on the operator’s side. However, the Government Accountability Office has noted major challenges to the suc- cess of this system, including the need to encourage a shift to a culture of safety, significant human capital needs and costs, and methodological challenges (GAO, 2006).

British Railway System

Potential limitations of implementing novel governance approaches in the health and safety arena may be evident in the experience of the British railway system. Hutter (2001) suggests that such a move may have led to breaches in public safety. Often, a self-regulatory regime is seen as a superior governance model in that it relies not only on govern- ment accountability, but also on the capacity of corporations to regulate themselves and develop systems tailored to their specific operations.

Innovation is encouraged, and companies are more likely to follow their own rules than rules imposed on them. Hutter argues that in the case of the railway industry in Britain, enforced self-regulation was not appro- priately monitored and ended up being itself the source of risk. In fact, the self-regulation was more procedural than substantive; although rules were in place, they were not well understood. Lack of communication was a major explanation for the failure of the system in a company that was fragmented functionally and geographically.

both failure and success. Examples are presented in Box 4-1. These exam- ples illustrate that developing criteria for selecting a governance approach, making the selection, and evaluating performance outcomes are essential activities for regulatory agencies. These two examples are but a small sam- pling of the many models of regulation and oversight that exist, and the

selection of the most appropriate model for specific circumstances is a sub- ject of active debate. Even within the area of food safety, several different models of governance are evolving worldwide (Batz et al., 2005; Garcia- Martinez et al., 2007; Treasury Board of Canada Secretariat, 2007).

Chapter 3 describes the elements that are essential to the operation of a risk-based food safety system, as concluded by the committee. A governance model for the FDA must articulate criteria for deciding who is responsible for overseeing the various elements, for choosing and implementing policy interventions, and for evaluating the performance of the system. Defining the nature and range of shared responsibility is central to implementing several of these elements. This need for clearly reasoned models for shared responsibility and oversight is the subject of this chapter. The chapter reviews approaches to making governance decisions and developing a regu- latory philosophy, as well as choosing policy interventions and assigning responsibility. The discussion includes the committee’s observations on how the FDA selects models of governance.

OVERALL APPROACH TO MAKING GOVERNANCE DECISIONS AND DEVELOPING A REGULATORY PHILOSOPHY

The Food Protection Plan (FPP), written in 2007 under the leadership of the Office of Food Protection, contains the FDA’s general philosophy with respect to food safety and focuses on what the agency considers to be the core elements of food safety: prevention, intervention, and response (see Box 4-2). The FPP also outlines the following four cross-cutting principles for a comprehensive food protection approach: (1) focus on risks over a product’s life cycle from production to consumption, (2) target resources to achieve maximum risk reduction, (3) address both unintentional and delib- erate contamination, and (4) use science and modern technology systems.

To operationalize these elements and principles and to strengthen its ability to protect Americans from foodborne illnesses, the FDA proposes internal administrative changes and recognizes the need to make legislative changes (Box 4-3). The FPP is a platform for initiating a transformation at the FDA, whereby policy decisions are based on prevention and risk. However, it does not provide detail on how the principles it outlines will be achieved.

The committee supports the findings of the U.S. Government Accountability Office (GAO) (GAO, 2008a,b) that the plan does not offer specific strategies for many of the actions proposed. For example, although it refers to risk- based inspections, detail on analytical risk models or even factors that will be considered in developing such models is absent. The terms “risk” and “risk- based approaches” are understood in different ways, underlining the impor- tance of detailed articulation of such factors. Indeed, Chapter 3 explains the importance of a regulatory agency’s delineating in detail a broad strategic

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