Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
FUTURE STRATEGY FOR FSA SCIENCE
Report by Professor Guy Poppy, FSA Chief Scientific Adviser (CSA)
For further information contact Patrick Miller on 020 7276 8277, email
[email protected]
1
SUMMARY
1.1
The Board is asked to agree the framework for the FSA Science, Evidence
and Information Strategy 2015-20 (SEI Strategy) and that the framework
should be used to develop the delivery plan for the SEI Strategy.
2.
INTRODUCTION
2.1
The FSA Strategy sets ambitious goals for FSA’s work to protect
consumers’ interests in relation to food. 1 We have to fulfil that ambition in
the face of increasingly complex challenges to the wider food system, and of
resource pressures that mean we must do more, and better, with less.
2.2
The FSA Strategic Plan makes clear that effective use of science will be
crucial to this. 2 FSA has a good record as a science- and evidence-based
organisation, but to meet these new challenges we will need to raise our
game. Our use of science will need to be focused, forward-looking,
innovative and connected, making better use of data and other evidence to
get the maximum value, and deliver impact and benefits for consumers and
to develop our capability to do this in the longer term.
2.3
The SEI Strategy will set out how we will do this. The vision and framework
for the SEI Strategy set out below and in Annex A will shape the
development of the specific programmes of work that will form the delivery
plan for the SEI Strategy. We will return to the Board to discuss the Delivery
Plan, later in 2015. Annex A includes examples of work that illustrate some
likely areas of focus for the Delivery Plan.
3.
STRATEGIC AIMS
3.1
Effective use of science, evidence and information underpins all of FSA’s
strategic aims, as articulated in the FSA Strategy 2015-20. The SEI
Strategy sets out how we will use science to help to shape and evaluate
policy and effective regulation, identify and target effective communication
and engagement, and optimise our surveillance and operational delivery so
that have the greatest impact.
1
2
http://www.food.gov.uk/sites/default/files/fsa141105a.pdf
FSA Board paper FSA 15/03/04 and Annex.
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
4.
EVIDENCE
4.1
The paper draws on evidence from a programme of engagement,
discussion and analysis across all parts of the FSA, with our expert
advisors, and with a wide range of external stakeholders. It is also informed
by advice and analysis by GACS and others on data, and work across
government on potential impacts of emerging technologies.
5.
DISCUSSION
5.1
Considering the ambition set by the FSA Strategy, our vision for our science
is that it is:
• Focused on the most significant risks and challenges to consumers’
current and future interests, and how we can make the biggest impacts
ourselves or by supporting consumers and others to do so
• Forward looking and innovative to identify new issues and build our
capability to do more and better with less
• Connected across programmes, disciplines and data to gain added value
and new insights
• Outward-looking to harness the power of working with and through
others in partnership
• Supported to develop our own skills and capabilities and our
engagement across the FSA and with the wider science community.
5.2
We have developed a framework for the SEI Strategy that reflects this vision
by applying two ‘lenses’: the areas of science we will need to develop and
apply (the ‘what’) and the way we develop and conduct our science (the
‘how’). These are summarised below and discussed in more detail in Annex
A. We will add detail on the specific programmes and pieces of work under
each theme as we develop the delivery plan for the SEI Strategy.
The science we will need to develop and apply
5.3
To ensure consumers are protected from risk we need to understand which
risks to target, what level of protection is appropriate and achievable, and
which approaches are most effective for outcome-focused policy and
regulation.
5.4
To support consumers to make informed choices, we need to find new ways
to communicate the evidence base and connect with consumers and
businesses, working with them and with others in government and outside to
understand what helps people take informed decisions, and what other
approaches are effective in influencing behaviour and supporting practices
that lead to benefits for consumers.
5.5
We also need to understand when our desired outcomes will be achieved
more effectively though regulation and when through approaches based on
behaviour change and supporting informed decisions.
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5.6
We need to understand what food futures might look like, and where
consumers’ interests lie in these. We need horizon scanning to be more
effective in identifying and anticipating new and emerging risks and to
exploit the potential of new technologies to deliver benefits for consumers.
And we need to build our understanding of the food system as a system,
and use this to inform our work.
5.7
Four themes emerge from this analysis:
i.
Understanding risks and how to rank them, so that we can target our
work on effective consumer protection
This includes; assessment of individual risks; tools and evidence to
compare and rank risks and interventions; frameworks for consistent,
transparent, evidence -informed decisions on risk; new ways to identify
and control risk (for example, genomics and big data; and
understanding how risks and the most effective suite of controls may
vary for different parts of the population).
ii.
Intelligent and shared use of data, information and its analysis, to
identify new risks and to develop targeted and effective surveillance and
regulation
This includes: extracting maximum value from our use of existing data
(including food surveillance), wherever it is available and fit for purpose;
use of new data sources, partnerships, and tools (for example,
econometrics); co-ordinated targeted surveillance; big data and social
media to identify existing and new risks and early signals (for example,
foodborne disease outbreaks), and to target advice, regulation and
enforcement.
iii.
Understanding consumers and food businesses and harnessing their
power to support behaviour change and build and spread good practice
This includes: robust data and analysis on consumers, businesses and
the food system; harnessing the power of consumers and social media
to engage and support consumer decisions (for example, citizen science
to support and enhance food hygiene information); understanding food
futures (food system information and modelling; research with
consumers on what food futures look like and where their interests lie)
iv.
Learning from what works to maximise positive impacts, through our
own work and our work with others
This includes: testing regulatory and policy options to identify which
work best (for example though pilots and harnessing citizen science)
with feedback to improve our and others’ performance); understanding
and testing where regulation works best and where campaigning,
supporting behaviour change and informed decisions work better; tools
to evaluate and compare impact and benefit across different policy and
regulatory areas; partnerships to share information and tools to
understand impact.
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The way we conduct our science
5.8
We need to ensure that our use of science is fit-for-purpose, effective and
efficient, open, and has integrity. These are underpinning conditions for
success and apply across all our work.
5.9
We have identified four themes for our work to deliver this vision:
i.
Maintaining and building the science skills and capabilities we need
This includes: skills and gaps analysis; developing a science skills
strategy; looking at the longer-term skills pipeline, in partnership across
government; secondments and exchanges; cross-profession networks
and support)
ii.
Assuring the quality of our science and evidence and its application
so it has value for us and legitimacy for others
This includes: developing a QA framework across all our science;
separation of provision of science input and its assurance; developing
frameworks for effective and transparent use of evidence in decisionmaking, and supporting and assuring them in practice.
iii.
Use, communication and knowledge transfer of science, evidence
and information, for openness, engagement and effective use and
impact by FSA and others
This includes: clear pathways and plans for use and impact for all our
own science work; sharing our data and information in ways others can
use; facilitating sharing and pooling of others data and information;
engagement
iv.
Delivering ambitious objectives and cross-cutting impact though
strategic science partnerships
This includes: joint programmes with Research Councils and other
funders, building on our successful existing science partnerships3,
including with Defra and Public Health England and the equivalent
bodies in Wales and Northern Ireland, with Local Authorities and
enforcement partners, and with industry and with consumers and
groups that represent them, to support delivery of the overall strategy;
and working across all parts of FSA to find ways to work more
effectively.
5.10 Delivering a science programme that is innovative and addresses future
capabilities as well as nearer-term issues will be challenging. To support
this we are creating a distinct Strategic Evidence Programme, led by Guy
Poppy as CSA, with a focus on building strategic partnerships and futureoriented work, which will start to come on stream from April 2015.
3
For example: Global Microbial Identifier (on next generation sequencing); Cross-Research Council
network IT as a Utility+ on use of data; Food Research Partnership, Global Food Security network
ESRC food-energy-environment nexus network .
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
6.
IMPACT
6.1
The SEI Strategy will ensure we continue to apply robust evidence to
understand, optimise and evaluate the impact of all our work. It will help us
develop a range of metrics and approaches, and to share with and learn
from others, to ensure we focus on delivering impact which will deliver food
we can trust.
7.
CONSULTATION AND CONSUMER ENGAGEMENT
7.1
The development of the SEI Strategy is informed by an extensive
programme of engagement with FSA people and science and other
stakeholders, and by the wider engagement to develop the FSA Strategy
and Strategic Plan. This programme is outlined in Annex 2.
8.
DEVOLUTION IMPLICATIONS
8.1
No direct implications. The SEI Strategy reflects the challenges and
opportunities for FSA and its science partners across England, Wales and
Northern Ireland and globally, including how we work effectively with Food
Standards Scotland and other partners.
9.
CONCLUSION AND RECOMMENDATIONS
9.1
The Board is asked to agree the framework for the FSA Science, Evidence
and Information Strategy 2015-20 (SEI Strategy) and that the framework
should be used to develop the delivery plan for the SEI Strategy.
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
Annex A: Outline of the SEI Strategy
INTRODUCTION
In 2014 the Board approved the strategy for the FSA for 2015-2020. In developing
the strategy we reviewed a large amount of evidence and engaged with
consumers, colleagues within the FSA, and a very wide range of stakeholders
(academic and scientific, consumer organisations, industry representatives, local
authorities, and other government departments and NGOs), to identify the key
themes that the FSA would use to inform its planning for the period 2015-2020.
A number of critical themes emerged that inform our strategic plan. The most
important relates to our unique role within government as set out in our founding
legislation:
“The main objective of the Agency in carrying out its
functions is to protect public health from risks which may
arise in connection with the consumption of food
(including risks caused by the way in which it is
produced or supplied) and otherwise to protect the
interests of consumers in relation to food.”
Focusing on this purpose, set for us by Parliament, and having considered the
likely environmental factors that face the UK over the next strategy and beyond,
the Board agreed to refresh and reinvigorate the FSA pledge:
We will put consumers first in everything we do.
In consultation with consumers we identified three consumer rights to underpin our
work:
•
•
•
The right to be protected from unacceptable levels of risk
The right to make choices knowing the facts
The right to the best food future possible
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
The FSA’s strategic outcomes, against which we will measure our impact, are
aligned to the definition of consumer interests in relation to food, as set out in the
strategy:
•
•
•
•
Food is safe
Food is what it says it is
Consumers can make informed choices about what to eat
Consumers have access to an affordable healthy diet, now and in the future
FSA Strategic Plan 2015-20
In formulating our strategy, the Board recognised that the food system is going to
come under increasing pressure over the next ten to twenty years, and that we
cannot be sure at what pace changes will happen. So they agreed an approach to
the plan for 2015-2020 that focuses on dealing with the challenges of today while
seeking to build our readiness for the threats and opportunities of the future.
The Strategic Plan identifies the major themes that will inform how we will set
about building the organisation and its capabilities to achieve the purpose and
objectives that are set out in the strategy. It makes clear that we will continue to
develop, apply and openly communicate a robust evidence base in our work to
protect consumers’ interests, as a critical underpinning to all we do, and includes a
specific theme on science and evidence:
We will use science, evidence and information both to tackle the
challenges of today, and to identify and contribute to addressing
emerging risks for the future.
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
USING SCIENCE, EVIDENCE AND INFORMATION TO DELIVER FOOD WE
CAN TRUST
Aims and vision
The FSA Strategy sets a clear focus on putting the consumer first, and ambitious
goals for FSA’s work to protect consumers’ interests in relation to food. We have
to fulfil this ambition in the face of increasingly complex challenges to the wider
food system, and of resource pressures that mean we must do more, and better,
with less.
The Strategy and the Strategic Plan make clear that effective use of science will be
essential to underpin this, and to evaluate progress and drive continual
improvement. FSA has a good record as a science- and evidence-based
organisation, but to meet these new challenges we will need to raise our game.
The SEI Strategy shows how we will do this. The vision for our science is that it is:
•
•
•
•
•
Focused on the most significant risks and challenges to consumers’ current
and future interests, and how we can make the biggest impacts ourselves or
by supporting consumers and others to do so
Forward looking and innovative to identify new issues and build our
capability to do more and better with less
Connected across disciplines and data to gain added value and new
insights
Outward-looking to harness the power of working with and through others
Supported to develop our own skills and capabilities and our engagement
across the FSA and with the wider science community
Priority themes and activities
Building on this analysis, we have developed a framework for the SEI Strategy
which considers our needs through two ‘lenses’: the areas of science we will need
to develop and apply (the ‘what’) and the way we develop and conduct our science
(the ‘how’).
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
The science we will need to develop and apply
Putting consumers first
To put consumers first we have to understand where the risks, detriments and
benefits to consumers arise in the food system, and what the wider interests of
consumers are. We also need to understand the differences between the food
issues and interests facing different groups of consumers.
1. Protection from risk
To ensure consumers are effectively protected from risk we need to understand
which risks to target and what approaches are most effective. This will be founded
in robust, evidence- based risk assessment of where and how risks to consumer
health (or other detriments) arise - which remains a core of our science and our
approach as a consumer protection organisation. We will need to understand how
risks affect different groups, and what measures to reduce and control risks may
be available to and effective for different groups and contexts. Further than this,
we will also require evidence on what level of protection is appropriate and
achievable, informed by evidence on what different groups of consumers, food
businesses and others feel about what risks are acceptable and about the types of
tools and measures that might be used to manage these risks. We will also need
to understand and to test what works most effectively in practice - so we can
deliver on our policy and regulatory principles of focusing on outcomes and taking
an open minded but evidence-based approach to identifying and promoting the
mechanisms that work best to achieve those outcomes.
2. Supporting informed decisions
To support consumers to make informed decisions, we need to continue to
develop and communicate the evidence base - not just our own information but
drawing on the full body of evidence and information, including new sources and
types of data. We also need to connect with consumers and businesses, and to
work with them and with others in government and outside (such as campaign and
representative groups) to understand what helps people take informed decisions
and what other approaches are effective in influencing behaviour and supporting
practices that lead to benefits for consumers.
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Food Standards Agency
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We also need to understand when our desired outcomes will be achieved more
effectively though regulation and when through approaches based on behaviour
change and supporting informed decisions.
3. The food future
Our work on the food future needs to be informed by an understanding of what
food futures might look like, informed by effective horizon scanning and strategic
analysis, and building a capability to be more anticipatory and predictive in
identifying new and emerging risks. We will also need to understand and work with
others to exploit the potential for new technologies to open up new and more
effective ways to deliver benefits for consumers and the food system. We need to
work with consumers to build an understanding of what food futures might involve
and what we and they would want to try to support, or avoid, in influencing those
futures. Underpinning this, we need to build our understanding of the food system
as a system, and how use this to gain insights that can help us target our work
effectively.
Four themes emerge from this analysis
1. Understanding risks and how to rank them, so that we can target our work on
effective consumer protection
This includes: assessment of individual risks; underpinning core data on
patterns and trends in food consumption and food practices by UK consumers;
modelling to understand impact of changes on risks (for example: Listeria and
ageing population; obesity/longevity and chronic contaminants); reviews of the
evidence base in key areas (e.g. systematic review of antimicrobial resistance
risks in the food chain; reviews of the evidence base in relation to
Campylobacter and to foodborne viruses); tools and evidence to compare and
rank risks and interventions; frameworks for consistent, transparent, evidence informed decisions on risk; understanding new and (re)emerging risks; applying
new data, technologies and partnerships (including on genomics) to provide
radically better capabilities to understand and to manage existing and new risks
in the future; research and engagement with consumers (and businesses) on
what level of protection is appropriate in different risks and contexts.
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Food Standards Agency
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2. Intelligent and shared use of data, information and analytics, to identify new
risks and to develop targeted and effective surveillance and regulation
This includes: extracting maximum value from our use of existing data
(including food surveillance), wherever it is available and fit for purpose; use of
new data sources, partnerships, and tools (for example, econometrics); coordinated targeted surveillance; big data and social media to identify existing
and new risks and early signals (for example, foodborne disease outbreaks),
and to target advice, regulation and enforcement; understanding and modelling
of the food system as a system, to help us to understand where and how we
can best achieve impact.
3. Understanding consumers and food businesses and harnessing their power to
support behaviour change and build and spread good practice
This includes: robust data and analysis on consumers, businesses and the
food system; harnessing the power of consumers and social media to engage
and support consumer decisions; citizen science; development and testing of
behaviour change models and further work on consumer attitudes and
practices, including on evidence that inform scope for segmented/flexible
approaches.
4. Learning from what works to maximise positive impacts, through our own work
and our work with others
This includes: testing regulatory and policy options to identify which work best
(for example though pilots and harnessing citizen science) with feedback to
improve our and others’ performance); understanding and testing where
regulation works best and where campaigning, supporting behaviour change
and informed decisions work better; tools to evaluate and compare impact and
benefit across different policy and regulatory areas; partnerships to share
information and tools to understand impact.
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
The way we conduct our science
We need to ensure that our use of science is fit-for-purpose, effective and efficient,
open, and has integrity. These are underpinning conditions for success and apply
across all our work. We have identified four themes for our work to deliver this.
1. Maintaining and building the science skills and capabilities we need
This includes: skills and gaps analysis; developing a science skills strategy;
looking at the longer-term skills pipeline, in partnership across government;
secondments and exchanges; cross-profession networks and support).
2. Assuring the quality of our science and evidence and their use so they have?
value for us and legitimacy for others
This includes: developing a QA framework across all our science; separation of
provision of science input and its assurance; developing frameworks for
effective and transparent use of evidence in decision-making, and supporting
and assuring them in practice.
3. Use, communication and knowledge transfer of science, evidence and
information, for openness, engagement and effective use and impact by FSA
and others
This includes: clear pathways and plans for use and impact for all our own
science work; sharing our data and information in ways others can use;
facilitating sharing and pooling of others data and information; engagement.
4. Delivering ambitious objectives and cross-cutting impact though strategic
science partnerships
This includes: joint programmes with Research Councils and other funders,
building on our successful existing science partnerships4, including with Defra
and Public Health England and the equivalent bodies in Wales and Northern
Ireland, with Local Authorities and enforcement partners, and with industry and
with consumers and groups that represent them, to support delivery of the
overall strategy; and working across all parts of FSA to find ways to work more
effectively.
4
For example: Global Microbial Identifier (on next generation sequencing); Cross-Research Council
network IT as a Utility+ on use of data; Food Research Partnership, Global Food Security network
ESRC food-energy-environment nexus network .
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Food Standards Agency
Board Meeting – 25 March 2015
FSA 15/03/05
Strategic Evidence Programme
Balancing this more innovative and future-oriented work with more immediate
demands will be challenging. To help manage this we will manage the majority of
the strategic work in a new Strategic Evidence Programme, led and directed by the
FSA Chief Scientific Adviser, with a focus on building strategic partnerships and
future-oriented work. This programme will have a distinct budget that allows work
with other funders over a period of more than one year, and will start to come on
stream in 2015.
Prioritising and evaluating our science work
Our science programme will need to balance a number of types of activity, which
have different drivers and outcomes. We will need to ensure we have clear criteria
for selecting and prioritising our science work and for evaluating its success. All
projects and programmes will need to have a clear rationale, a pathway to impact
and a plan to realise this, and clear ways of evaluating success. There are three
main categories of work and each will have distinct but comparably rigorous
frameworks for evaluation.
•
Policy and delivery-focused
Work to inform or evaluate policy, regulatory or delivery objectives in the FSA
Strategy 2015-20. This needs to be relevant and timely with an effective route
to impact.
•
Statutory and underpinning
Work that we are required to do by statute (e.g. some official surveillance) or so
fundamental that it is effectively non-discretionary. This must meet the core
requirement in an efficient way and maximise added value by links and other
uses of data.
•
Strategic science
Objectives are longer-term, cross-cutting and focused on developing future
capabilities, including better or radically different ways of doing things in the
future, and high-risk/high gain projects and strategic partnerships. Evaluation
will need to reflect this.
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Food Standards Agency
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OUR SCIENCE PROGRAMME FOR 2015-20
The framework set out above will shape our science programme for the next five
years, ensuring that the programmes of work and individual projects have a clear
link to and impact on the core elements of the FSA Strategy.
Our detailed programme will be set out in the SEI Strategy Delivery Plan. This will
be appended to the SEI Strategy and will set out the main pieces of work with their
timelines and milestones.
The Delivery Plan will be regularly reviewed and updated to reflect progress on our
own work and that of others, and of wider developments in FSA Strategy and the
wider environment.
[Please note: the Delivery Plan is being developed through engagement across the
FSA and with stakeholders. We will return to the Board later in 2015 for a
discussion on the Delivery Plan. In the meantime, Figure 1 shows how the key
building blocks of the science programme map onto the key themes of the SEI
Strategy and FSA Strategy, and includes some illustrative examples of possible
key pieces of work.]
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Key areas of science
Figure 1: Key elements of the science programme by SEI Strategy and FSA Strategy theme [Note: illustrative examples]
Protection from risks
Supporting informed decisions
Food futures
Risk
Understanding and
ranking risks to
target effective
consumer protection
Data and assessment on where
and how risks arise; NDNS,
systematic reviews, SACs
Tools to rank and compare risks
Evidence to inform decisions on
setting an appropriate level of
protection
Risk lexicon for clear communication
on risk
Frameworks for consistent,
transparent decisions on risks and
priorities for action
FSA approach to precaution
Internet of Things/automated
systems and new/rapid methods for
food system controls
Horizon scanning for new risks (e.g.
HS partnership with Defra; impact of
new technologies)
Genomics for better identification,
attribution and control of risks
Data
Intelligent use and
sharing of data to
identify risks and
target surveillance
and regulation
Better use of existing and new
data to identify and understand
risks
Strategy for effective, targeted
surveillance
Sharing and connecting data to
inform decisions by consumers,
industry, regulation.
Use of social media to inform and
engage with consumers (e.g. FHRS
on trip advisor/yelp etc.)
Real-time/predictive analysis (e.g.
social media to spot outbreaks)
Citizen science (e.g. social media to
inform targeted inspection)
Partnerships with e.g. Alan Turing
Centre
What works
Assessing and
realising impact and
testing new ways to
deliver
Testing regulatory and policy
options, and levels/impacts of
compliance, with feedback to
improve our and others’
performance
Piloting, testing and evaluation of our
implementation. (e.g. building on
FHRS evaluation; trials of different
interventions for effectiveness and
flexibility/segmentation)
New sources and combinations of
data to model and measure impact
Tools to measure benefit (e.g. use
of QALYs, DALYs, WTP)
Harnessing power of
consumers and
businesses for
behaviour change
and good practice
Food and You: key data on views
and behaviours
Understanding views and
behaviours of consumers and
industry in relation to risk and
regulation
Use of data and analytics and
engagement to better understand
behaviours and decisions
Citizen science to empower
consumers to inform policy and drive
change
Understanding the food system as a
system to inform and target work
Evidence on what food futures look
like and engagement on where
consumer interests may lie
How we do conduct our science
Maintaining and building science skills and capabilities
Assuring the quality of our science and its use
Communication and knowledge transfer for use and impact
Cross-cutting impact through strategic partnerships
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Annex 2
Summary of process and timelines for development of SEI Strategy
with actions completed and future actions
Preliminary
Science input to
FSA Strategy
FSA staff, CSA,
GACS and SACs
Throughout
Phase one
2014
September
October
December
2015
January
Feb-March
Feb/March
(April)
March
Phase two
April-May
May-June
July
Phase one:
Develop framework of
aims, principles,
themes
Engagement with FSA,
SACs and science
stakeholders
Phase two
Develop detailed content,
priorities and actions
Further engagement with
stakeholders, new
government, key
partners on specific
Fit with FSA Strategy, Strategic Plan and supporting strategies
Engagement with FSA Strategy process to ensure science informs the
Strategy and to start to analyse the science needs resulting from the
strategy
Framework
High-level principles and themes; ideas for key pieces of work
Board discussion on Future Strategic Science
CSA workshop with FSA staff on strategic science
EMT discussion on horizon scanning and strategic analysis
GACS discussion on high-level themes and aims
Establishment of GACS Working Group on Science Strategy
FSA Science Professions workshop sessions on skills and SEI Strategy
FSA Senior Leadership Team workshop sessions on SEI strategy and
other supporting strategies
CSA/DSER workshop on strategic evidence programme
GACS Working Group 1st meeting
Workshops for FSA colleagues in London, York, Belfast, Cardiff and
Aberdeen. Key local stakeholders attending too.
Large stakeholder workshop led by Guy Poppy, London (19th)
Board update and input on framework (25th)
Board discussion on Strategic Plan (25th)
SSRC and GACS discussions on framework
Detailed content for Delivery Plan:
Priorities, activities, partnerships, timings
Further development of content in discussion with FSA colleagues,
stakeholders and GACS WG
GACS Working Group, FSA and key stakeholders on content
Publication of SEI Strategy
Agreement and publication of Delivery Plan
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