Catering 23may Iconsult (1)

8/12/2019 Catering 23may Iconsult (1)

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Catering services

RICS draft guidance note

May 2011


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RICS guidance notes

This is a guidance note. It provides advice to RICS members on aspects of their work. Where procedures arerecommended for specific professional tasks, these are intended to represent best practice, i.e. procedures which in theopinion of RICS meet a high standard of professional competence.

Although members are not required to follow the advice and recommendations contained in the note, they should note thfollowing points.

When an allegation of professional negligence is made against a surveyor, a court or tribunal is likely to take account ofthe contents of any relevant guidance notes published by RICS in deciding whether or not the member had acted withreasonable competence.

In the opinion of RICS, a member conforming to the practices recommended in this note should have at least a partialdefence to an allegation of negligence if they have followed those practices. However, members have the responsibility odeciding when it is inappropriate to follow the guidance.

Alternatively, it does not follow that members will be found negligent if they have not followed the practices recommendedin this note. It is for each surveyor to decide on the appropriate procedure to follow in any professional task. However,

where members do not comply with the practice recommended in this note, they should do so only for a good reason. Inthe event of a legal dispute, a court or tribunal may require them to explain why they decided not to adopt therecommended practice. Also, if members have not followed this guidance, and their actions are questioned in an RICSdisciplinary case, they will be asked to explain the actions they did take and this may be taken into account by the Panel.

In addition, guidance notes are relevant to professional competence in that each member should be up to date and shouhave knowledge of guidance notes within a reasonable time of their coming into effect.


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1 Introduction

1.1 The White Book

This guidance note follows the principal guidance note to the White Book, The strategic role of

facilities management in business performance, and is one of a series relating to services that seeksto assist the chartered facilities management surveyor in delivering individual or collective services toclients. The principal guidance note and the services guidance notes will make up the RICS FacilitiesManagement Standards (the White Book). In positioning the approach of the chartered facilitiesmanagement surveyor in this way, clients are always assured that their critical business needs areidentified and that they are therefore able to optimise the balance of spend and service delivery. Thisensures that clients are never disadvantaged in employing a chartered facilities managementsurveyor in delivering facilities management services.

As detailed in the White Book, strategic facilities management is now seen as a major driver ofbusiness efficiency and a strategic influencer within an organisation. It therefore follows that, in

defining service delivery need, each element of the service requirement should support this approachand integrate into the business planning process of the host organisation if it is to be effective insupporting the primary business activities of that organisation.

1.2 Approach

The purpose of this guidance note is to provide chartered facilities management surveyors and othermembers of RICS who are involved in the property and facilities management process with aresource that can be applied when considering the catering needs of an organisation, and to describecurrent best practice in the planning and deployment of the measures necessary to deliverappropriate and effective catering services.

It is not designed to provide the absolute solution for every scenario but will give an understanding ofthe need for catering and the processes that support its application as part of the decision-makingprocess. This will assist chartered surveyors in identifying catering issues relevant to theirorganisation and enable them to follow the appropriate course of action.

While the references in this document relate predominantly to the UK market the document isdesigned such that the principles can be applied in other markets with an overlay of local operatingpractices and procedures.

As with most things involving the built environment there is a burgeoning body of regulation,

legislation and standards, as well as management texts, which cover a wide range of catering-relatedissues. There is therefore now a clear commercial and governance imperative to ensure that bestpractice is followed.

The terms chartered facilities management surveyor and facilities manager are usedinterchangeably throughout the guidance note. The exact role played by the chartered facilitiesmanagement surveyor in the facilities management process will vary such that in some instances themay be employed directly as part of the facilities management team while in others they will be actingas external consultancy advisors.


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Similarly the terms organisation and business are used interchangeably the intention is that theprinciples set out in the guidance note are equally applicable to public and private sector bodies,including charities.

1.3 The role of the chartered facilit ies management surveyor

As with all other services, the facilities manager provides a focal point for other professionals whendetermining the need for change and this includes the capability of the host organisation to supportnew or revised catering services.

The involvement of the facilities manager will play an important role during the process of concept andetail design of a new building, and equally where existing facilities are to be replaced or upgradedwith an impact upon the design, construction and management of the building or portfolio in questionIn this context it is essential that facilities managers seek to position themselves on the design teamat all stages in the life cycle of a property in order to ensure that the agreed solution is manageable,sustainable and is able to react to change as the operational parameters of the host organisation varwith business demand.

This approach will allow the appropriate level of investment to be allocated and risk-based decisionsto be made about the approach and catering strategies to be applied.

Most organisations will focus on the initial capital cost of provision. However, because of theirbackground and training, the chartered facilities management surveyor provides a valuable insightinto the operational management of the site and the infrastructure that may be required to support theorganisation's activities, as well as how its loss would impact upon current and future businessactivities.

Effective catering design and management requires a clear understanding of the organisation's

operation and business needs. This knowledge will allow the catering services to be designed,developed and managed in the context of the built environment and its ability to support the requiredinfrastructure and associated procedures. The relationship between the facilities manager and themanagement structure of the client organisation should allow this to be articulated effectively at theappropriate level within that organisation.

It is important that catering is delivered on a consistent basis and that, where services are no longercompatible with the organisational requirement, or no longer fit for purpose, there is an ability toinitiate change. The facilities manager should be in a position to initiate this change and assist the risand decision-making process. In the same context, the facilities manager should be in position tooversee and comment upon the implementation of changes in catering, including how they affect the

operation of the site. There may also be an impact upon the attitudes of employees and visitors, whomay be adversely affected by changes in approach, and the facilities manager should be in a positionto comment accordingly.

Specific examples of aspects of a catering service that could benefit from a chartered facilitiemanagement surveyors input might include:

development of the business case; service performance review; cost and/or performance benchmarking; specification reviews of catering areas and equipment; space planning; tendering and contract documentation management; and


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audits, of:- personnel skills;- purchasing practice in operation; and- statutory compliance.

1.4 Scope and defini tion

This guidance note covers aspects of the design, procurement, management, marketing anregulation of the provision of food and drink within private and public sector organisations operatinwithin diverse sectors, ranging from commercial offices through to the health and education sectors. is not intended or designed to cover core-business catering operations, such as those found in hoteand restaurants, though the principles herein apply equally to such environments.

Catering may vary from the provision of automated vending (e.g. hot/cold drinks, hot/cold snackconfectionery), through drinks and snack counters, cafs, deli bars, canteens and staff restaurants a full silver-service dining room for directors and clients, and may additionally include hospitality fooccasional or regular events and conferences.

Hospitality generally refers to free-issue catering for meetings, conferences, events, etc. and can bhighly profitable, depending on the contractual arrangements for invoicing, enabling the provider cross-subsidise, and thereby reduce, the prices charged for staff catering. Increasingly, hospitality being cross-charged to inter-business budgets with mark-up, which allows the organisation to offssome of the core catering subsidy against other business budget codes. Reducing staff restauratariffs by cross-subsidising against business-funded hospitality may have the effect of increasing takup in a restaurant. While this may be desirable as a staff benefit, it is likely to result in a greatecatering subsidy and put pressure on the capacity of the existing facilities. In this sort of circumstancit is recommended that a thorough audit should be undertaken to bring any such issues clearly to thorganisations attention.

Catering, while requiring similar skills and involvement from a facilities manager to those covered other guidance notes, has particular idiosyncrasies of which the chartered facilities managemesurveyor should be aware. These include:

The built environment requiredThis includes the design of delivery routes, cold and ambient storage, staff changingand ancillary areas, the kitchen, servery and dining areas, catering managementspace, utilities, special pest-control and waste-management services.

The interested personnel, such as:

- the organisations business requirement in terms of serving their visiting clientsneeds;

- human resources, in terms of the provision of a valuable staff employmentbenefit;

- the building occupants likely to use any aspect of catering, from beverages andautomated vending, through to the staff restaurant and on-site meetings andconferences;

- the buildings visitors and external regulators, for example, school governors andOfsted inspectorate in the education sector.

The service delivery methodology


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There is a wide range of options available from kitchenettes and auto-vending,through minimalist snip and ping lunch service, to a full directors silver-servicedining room. The mix and balance of the individual catering requirements will dictatethe quality and experience of the catering provider needed to ensure a service ableto satisfy the organisations needs.

Associated legislation

This includes regulations covering all aspects of the catering space, the operativesinvolved in its provision, and the storage and preparation of foodstuffs. (Otherapplicable general legislation in addition to that particular to the catering and foodindustry is listed in Appendix A)

The menu offeringUnlike many other facilities services, in which the service to be provided can bedescribed in a reasonably prescriptive manner, an organisation will usually want toencourage their catering provider to be innovative and dynamic with their offering tokeep the menu contemporary, and to amend their offering to maximise the take-upof the service and, therefore, their income. This will be more applicable in a

commercial environment than for healthcare patients or pupil catering in a school,where a more prescriptive menu, meeting appropriate nutritional standards andvolumes, with a mix of ethnic and diverse needs, must be offered.

Costs and income streamsMost other facilities services receive their income from the organisation and, inlimited cases (e.g. demand-driven business services), from internal charges to partsof that organisation. Catering income can be achieved from numerous sources; staff,visitors, patient fee, business charge, etc. This diversity of income can enable amargin to be derived from service delivery. This is becoming more important asorganisations seek to reduce facilities costs through profit share of this margin.

The subjectivity of successful performance;An individual consumers perception of what represents good catering varies wildly,with distinct differences of opinion depending upon whether the user or theorganisation are footing the bill.


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2 The development of a catering strategy

2.1 Business need the business case behind catering

The extent of on-site catering facilities should be driven by the business needs of an organisation;this should include consideration of issues such as the market expectations of employees (currentand potential), and expectations of visiting clients. It is important for the facilities management team tbe able to demonstrate that the catering strategy is proportional to the organisation's needs; ideallythe facilities manager should lead the associated business case exercise.

It is recommended that the catering strategy should be agreed and signed off at an appropriate levelwithin the organisation, ensuring that all risks are clearly understood and demonstrated, in terms ofboth provision and non-provision of the agreed level of catering services. Catering delivery can thenbe managed against measurable outputs geared toward the business plan of the organisation.

Risks vary according to market sector, clients, employee demographics, etc. The healthcare sectorhas particular association with the provision of nutrition as part of the recovery process. Cateringwithin commercial organisations with links to the hospitality industry will have enhanced expectationswhile those with clients regularly visiting from overseas will wish to provide an appropriate, possiblysympathetic, service to impress and welcome their guests.

Appendices BD provide more information regarding specific considerations relevant to the corporathealthcare and education sectors, respectively.

2.2 Menus and choices

Increasingly, caterers are finding that they have to consider a broad range of consumer requirementsuch as healthy eating, food intolerances and ethnic variation, within their menus to both serve thmore diverse mix of staff now found in the modern workplace, and cater for an increased diversity taste. However, providing this level of diversity and choice can come at a price and thus requirecareful planning. This increase in cost may derive from a variety of different considerations, includina need for an enhanced subsidy; increased levels of waste being generated; increased labour inp(and ultimately labour cost) incurred per cover.

Menus can take various forms, and can include:

la carte: being cooked to order these menus are rarely found, except perhaps inthe most lavish of client silver-service dining areas.

Table dhte: a limited choice and a set number of courses, which will usually befound in client dining where table service is expected.

Cycle menu: menus generally rotated on a weekly, fortnightly or four-weekly basis;common in institutional catering establishments such as prisons, hospitals, schoolsand nursing homes. Menu cycles are often reviewed quarterly to ensure seasonalvariation and to take advantage of seasonal procurement benefits.

Cocktail menu: usual for free-issue finger buffets for general hospitality catering. Buffet menu: for a large selection of self-service, all-inclusive meals.


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Caf menu: increasingly found for all-day flexible menus for contemporaryestablishments servicing a more youthful audience. This style of menu works on apart-day basis with key lines retained throughout the service span.

Hospitals typically provide a cyclical menu, and increasingly cater for not only necessary dietarequirements but also special requirements on the basis of religion, and requests from those whchoose to adopt a vegetarian or vegan diet.

Schools put an emphasis on delivering an educational benefit around the provision of healthnutritiously-balanced meals with consideration given to the ethnic origin of the pupils.

Commercial organisations have greater freedom in their offering but to retain their customer base thewill regularly offer innovative special menus, product promotions and loyalty schemes, while keepinthe tariff attractive in comparison with external competition.

2.3 Pricing

Catering services operated within organisations are sometimes subsidised. Even in non-subsidiseenvironments the full costs of a commercial catering facility are not usually fully recovered from userFigure 1 illustrates this cross-subsidy fromhospitality in a 4,000-occupant public-sectoroffice. Typically an inherent subsidy comes inthe form of the premises occupied (spacerental, rates, utilities, etc.), the capital costs ofthe space and whole-life revenueexpenditure, such as plant replacement,equipment maintenance and cleaning.

Despite this advantage over externalcaterers, in-house catering operations canfind themselves unable, or unwilling, tocompete with external commercial enterprises without further subsidy. This may be partly due to thlow priority and/or lack of focus the service provision holds within the broader organisation, teacompetency, limited customer base, constraints imposed by the organisation (such a security), or thoccupants desire to leave their place of work and as a consequence to give their custom, often greater expense, to someone other than their employer.

In most circumstances the provision of on-site catering is not considered a taxable benefit (in the UKregardless of subsidy, and the in-house caterer has the benefit of a captive audience enabling staff t

minimise time away from their workplace.

2.4 Competition

Unlike most other facilities services, staff can generally choose whether to use the in-house caterinfacilities, to use local outlets, or to bring in their own lunch; both the latter remain common, especialduring the current economic climate, even where the organisation subsidises the offering. However,is recommended that the latter practices are not encouraged as they carry undetermined risks terms of the associated equipment requirement, waste streams, and health and safety related issuewhich are complex to manage and resolve.

Figure 1: Hosp itality Catering Cross-Subsidy

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Additionally, where hospitality catering is required, while staff are generally encouraged to use the inhouse service provider (often forming a significant element of the caterers turnover) individudepartments are rarely prevented from using external caterers, so long as operational policies, sucas security, are not breached. This should be actively discouraged by the facilities management teadue to the difficulties in ensuring that external suppliers are complying with all the organisations rismanagement policies (with which an in-house catering team or outsourced supplier will already hava commitment to comply).


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3 Planning catering facilities

It is recommended that facilities managers should make themselves familiar with the basic desigrequirements as a prerequisite to any involvement in the planning of a catering facility. Issues thashould be addressed as part of any such proposals include:

Availability of appropriate amenities: water supply, drainage and sewerage, wastedisposal, power supply, space heating and/or cooling, ventilation (including theextraction of cooking smells and air-borne grease), all to comply with good practiceand local planning, building and fire regulations.

Protection from insect and vermin infestation.

Temperature control and monitoring required to demonstrate due diligence asrequired by the Food Safety (General Food Hygiene) Regulations1995, appropriatetemperature ranges being:

- cold food assembly 510 C;- larder/pastry meat and fish preparation 1618 C; and- hot cook areas maximum 24 C.

Sufficient and appropriate space for adequate, safe working space for all personneland equipment, including maintenance and cleaning thereof, for:- food deliveries and storage;- staff amenities;- food preparation;- kitchens;- service areas; and-

eating and dining areas.

3.1 Utilities and water supply/disposal

Special consideration should be given to the specification of utilities and water supplies, as thequipment required to provide a catering facility will create extra demand that will, in turn, result increased loading on:

electrical supply; gas (mains or bottled), or oil storage; mains water supply; and waste containment and disposal.

The catering operation typically consumes asignificant proportion of the energy used by anorganisation. Figure 2 illustrates the typicalproportion of catering energy consumptionaccording to sector.

Due to the contractual arrangements that usually exist between the parties to a catering service, atoo often, little attention is paid to the energy efficiency of the catering equipment. Low capitexpenditure is often the priority, despite revenue costs out-stripping capital cost by a factor o

between five and ten times over the typical lifespan of the equipment.

Figure 2: Typcal spread of energy consumption

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Education Commercial

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It is recommended that a facilities manager involved in the procurement process should ensure thaprocurement of catering equipment is based on the results of whole life-cycle cost analyses, followinadvice from all interested members of the design team. New cooking equipment typically maintainhigher more consistent temperatures for oil and metal surfaces than the older equipment that replaces; it is essential therefore that advice from fire specialists is obtained if the equipment is beinretro-fitted into an existing facility. The result of this advice may well have additional cost implication

and these should be factored into any capital cost calculations/whole-life projections and sustainabilianalyses during the equipment procurement process.

3.2 Deliveries and storage facilit ies

The type of catering operations to be provided will help define and shape the design regarding thprovision for delivery and storage facilities specification. For example, frozen, chilled and perishabconsumables have differing storage requirements and monitoring regimes. Food deliveries neecareful checking on delivery in terms of specifications, temperatures, volumes, dates and sealBroken seals or tampered with items should be rejected or returned as appropriate. Partia

defrosted frozen food should under no circumstances, be re-frozen; it should be allowed to fuldefrost in a refrigerator and then used immediately, or disposed of in the recommended manner.

Building design and maintenance regimes should also provide for appropriate delivery areas, enablinthe catering provider to verify that vehicles used are clean and appropriately specified. Hired vehiclemay be a cause of particular concern as they may have been used for the transportation of materianot compatible with foodstuffs. Food should have an auditable historical trace, whether locapurchased perishables or goods delivered and/or stored at a distance. Appropriately sized anequipped on-site administrative facilities should also be provided for use by the catering managemepersonnel to register all such supplies and maintain records, etc.

3.3 Waste

Catering waste (e.g. waste food and cooking oils) should be disposed of in the appropriate locationi.e.:

landfill sites; approved composting plants; approved biogas plants; incineration plants; or rendering plants.

It is essential that a facilities manager responsible for a catering contract or in-house operation is abto provide on request documentation proving that catering waste:

is disposed of appropriately; does not contaminate the environment; and does not find its way back into the food chain, e.g. by being fed to livestock.

3.4 Staff facil ities

The Workplace (Health, Safety and Welfare) Regulations1993 requires separate toilet and changin

facilities for catering staff. General workspace staff working in food areas should be treated as foo


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handlers, otherwise separate facilities will need to be provided. The best provision is for separawater closet and hand basins for both sexes, unless there are no more than five workerFurthermore, all facilities should be clearly marked for use by foodservice personnel only.

3.5 Food preparation and kitchen areas

A lack of sufficient food preparation areas will limit the range of catering options, for example, reduction in fresh food options, which by definition require more time and space to prepare, and maextend the operating hours for the kitchen due to the limitations imposed. It will also make compliancwith good practice and legislation, for example, the separation of raw meat preparation, more difficuto achieve.

This situation may also limit the ability of the caterer to fulfil the organisations requirements fhospitality functions, so it is recommended that a facilities manager working at the design stage of new build or fit-out project should ensure seek advice from a specialist catering planning consultant.

3.6 Dining and servery areas

Dining and servery areas should be designed, space permitting, to accommodate the maximuexpected take-up of the service. Calculations should also take into account the permissible expected dining area opening hours and the number of sittings likely within the lunch period, normathe busiest time for most staff restaurants.

The ambiance of dining facilities in commercial environments can have a dramatic effect upon takeup, especially when comparable alternative lunch options exist close by. Designing and constructinthe facilities to a good standard will also increase the opportunity of using or letting the space for othefunctions outside the timetable of normal use.

3.7 Kitchenettes and automated vending

Kitchenettes provide basic catering facilities; equipment will vary from a sink, kettle and fridge througto a microwave and, possibly, a small hob. These facilities enable the occupants to provide beveragefor themselves and visitors, but may also serve their basic lunch needs. Kitchenettes are also ofteused to house vending machines and together these can serve organisations not large enough, or notherwise disposed, to provide a staff canteen or restaurant.

In organisations with separate catering facilities, where the space provided for the principal caterinfacility is put under pressure, perhaps due to a higher-than-expected take-up, or by the fact thavailable space was limited from the outset of design, then this can be alleviated to some degree bexpansion of, or improvement to, on-floor kitchenettes, for example, by the provision of enhancefacilities and equipment. This may encourage workspace lunching but may, in turn, impact upon thprofitability of the catering operation and have associated implications for the facilities managemeteam in terms of waste removal, for example..

Automated vending can fulfil an organisations catering requirements or bridge the gap betweekitchenettes and canteens, providing many products from hot beverages, cold drinks, hot and cosnacks, to a variety of lunch options. This may provide a building with an appropriate caterinsolution, especially where space is a premium or working hours are stretched into the night.


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4 Sustainable catering

4.1 Carbon footprint

An in-house catering operation will have a direct input into an organisations carbon footprint. Energyused within the catering facility, including dining areas, will not only impact upon a buildings energyconsumption, it will also affect its display energy certificate (DEC) and the organisations carbonreduction commitment (CRC)energy efficiency scheme ranking. The facilities management team wilmost likely be involved in ensuring that accurate, complete and appropriate data is made available fothese legislative energy and emissions measurements; it is recommended therefore that the facilitiemanager make themselves familiar with the associated sources of data and reporting processes.

It is, however, important to understand that the carbon footprint methodology incorporates all cateringemissions, whether direct or indirect, in-house or by catering suppliers, including waste and the

emissions resulting from food mileage (see 4.2).

4.2 Food miles

Food miles refers to the distance food is transported from the point of production to the endconsumer and is one factor used to assess the environmental impact of catering services. Whilsttransporting food from field to fork is a relatively small contributor to overall catering emissions themost significant impact is in the mix of food supplies rather than its source location. A facilitiesmanagers analytical approach to understanding such issues can circumvent unnecessary pressuresand influence on a caterers food sourcing. For example, red meat production produces over twice th

emissions of chicken or fish, and significantly more than fresh fruit or vegetables, for which the field-to-fork discussions usually refer. Reduction in meat consumption by subtle changes to menus andpricing is demonstrably capable of achieving far greater greenhouse gas reductions than sourcinglocal fruit and vegetables.

4.3 Energy and waste

Selection and management of catering equipment and its use has the most significant impact uponoverall emissions from catering operations. Menus that reduce embodied energy in food production,as well as its supply in raw form, will not only reduce the in-house consumption of energy, and

thereby improve the buildings DEC and CRC measurements, but will also reduce the organisationsoverall carbon footprint once indirect emissions are accounted for. For the assessment methodologyfor goods and services a facilities manager should refer to PAS 2050, Specification for theassessment of the life cycle greenhouse gas emissions of goods and services (BSI 2008).

The facilities management team can influence and lead to improvement in many green propertyissues. For example, as regards beverage facilities, the choice, maintenance, operation and use ofwater heating (and cooling), and the associated supplies, and the waste produced by single-use cupplastic milk containers, etc. will have significant effects upon utilities expenditure and overall carbonfootprint. While selection of the method of drink production has, in the past, been influenced largelyby cost and convenience, generally at the expense of any green agenda, greater consideration shou

be given in future to reducing waste and energy.


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5 Catering risk management and regulation

It is essential that a facilities manager responsible for appointing the catering managementteam or catering contractor should be aware of the general relevant legislation and beconfident that their organisations catering operation:

can prove due diligence where required; and has a risk management audit trail in the event of a failure or claim.

5.1 Due di ligence

Due diligence should be employed at all times because:

It allows someone who is facing a complaint, or at worst, legal action, to defendthemselves by showing that they have taken all reasonable precautions andexercised due diligence in managing risk. If found guilty of a food safety offence the

law allows fines of up to 20,000 and up to six-months imprisonment per offence, sounderstanding, and complying with, due diligence is a crucial matter for the caterer,and those who have appointed/are responsible for them.

It recognises that food businesses cannot always achieve perfection. The lawaccepts that perfection is something to be strived for, although never guaranteed tobe achieved, albeit selling food that causes illness is a criminal offence, and theperson causing it is personally liable even if undertaken by a limited company.

It has to be proved, and the burden of proof in court is on the defendant. Catering

management will have difficulty, or more likely find it impossible, proving duediligence without records. The existence of a due diligence system comprising aseries of appropriate records that show that the food business has done all that itcould be expected to do to protect its staff and customers is therefore critical.

In practice it is recommended that a facilities manager responsible for catering on behalf of thorganisation should ensure that the catering operation or organisation maintains the following:

audit trails to enable management to demonstrate safe systems of food productionand the reduction, minimization, or better still, the elimination of hazards;

training records to prove staff competence;

records proving compliance with the:- Health and Safety at Work etc. Act1974,- Health and Safety (First-Aid) Regulations1981,- Electricity at Work Regulations1989,- Gas Safety (Installation and Use) Regulations1994,- Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995

(RIDDOR),- Provision and Use of Work Equipment Regulations1998,- Control of Substances Hazardous to Health Regulations2002 (COSHH),- Regulatory Reform (Fire Safety) Order2005 (FSO); and

holds and maintains insurance covering all appropriate liabilities.


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Liability insurance schemes are warranted where the caterer is conforming to the relevant law,otherwise they not only become liable to prosecution, but they also risk the insurance companydeeming any policy held as being void.

5.2 Hazard analysis and crit ical control points (HACCP)

Since 2006, all food businesses throughout Europe have been required to have a fully documentehazard analysis and critical control points (HACCP) system and have responsible personnel trained its implementation and use. In view of this it is essential that a facilities manager should ensure ththe catering management system embodies the necessary processes and procedures to adhere tthe HACCP system.

The system should therefore comprise the following elements with associated risk assessments:

A daily recording diary to:- log fridge temperatures, freezer temperatures, and food temperatures; and

- contain the cleaning schedule used on the day, and to be kept in each foodpreparation area.

A health and safety policy document and risk assessment documentation. A flow diagram of the food through the business. A step-by-step audit trail for each of the types of food that are prepared. Customer and supplier complaint system and registers. A pest control register. A training register. An accident and sickness register. Driver and vehicle records.

Fire risk assessments and evacuation strategy.


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6 Sourcing

6.1 General guidelines

It is essential to develop a sourcing strategy that supports key organisational requirements regardlesof whether it is decided to in-source or outsource the service. This should be in accordance with, andesigned to meet the needs of, the host organisation, and should be geared towards delivering value-for-money solution over the short, medium, and long term as appropriate.

It is recommended that the sourcing strategy has the necessary flexibility to enable changes to bmade as the demands of the organisation change. These changes can be in response to fluctuationin volumes or the emergence of new trends. It is similarly recommended that the sourcing strategshould be agreed with the organisation and signed off at the highest appropriate level within thorganisation, and that any reviews are treated in the same manner. It is essential to clearly articula

and manage all associated operational risks at an early stage as part of an ongoing risk managemeprocess aligned with the business risk management profile of the organisation.

The sourcing strategy should therefore be developed in accordance with good supply chamanagement practice and include an assessment of the degree of importance of the individuelements of the catering service, balanced against the availability of potential suppliers in thmarketplace. The development of a catering-related sourcing strategy can be a complex exercise, sit is worth considering at the outset whether or not the skills for the development of such a strategexist in-house within the facilities management team or need to be outsourced to a specialist caterinconsultant with the appropriate experience. Whatever course of action is taken, it is recommendethat both the catering operation and the supporting sourcing strategy defines the key responsibilitie

and the ultimate ownership of those responsibilities.

6.2 Outsourcing (procurement)

Procurement, as defined in the White Book, is a core element of the facilities managers remit anfollows the development of the sourcing strategy as detailed in 7.1. The selection, planning animplementation of procurement activities constitute the basis of good financial management anvalue-driven operation. Any effective procurement exercise should be based on a solid and thorougcomprehension of the over-arching strategic considerations, supported by proper analysis and rismanagement consideration.

It is recommended within the sourcing strategy to define:

those elements of the catering strategy which are of such a specialist nature ortechnical difficulty that they have to be procured on an individual basis, e.g. certainmajor hospitality events;

any elements of the catering service that can be bundled as part of a genericfacilities management package, e.g. the catering equipment maintenance;

any issues that may be better retained in-house, e.g. the setting of staff restauranttariffs;

the high-level output requirements to be included in contract documentation, such as

target take-up; and


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any associated risks deriving from the strategy.

The UK government has produced procurement guidance, tools and services to support the UK publsector in setting efficiency standards by outlining procurement principles at each stage and providinsimple solutions to common challenges, and there is no reason why this guidance cannot be utiliseby a private sector practitioner as well. Facilities managers are recommended to brief themselveand all relevant management staff in such tools and services; they can be found at www.ogc.gov.u

(Those operating overseas, and especially if outside the EU, are advised to be aware of any similinitiatives in operation in their particular domain).

For the public sector, EU procurement directives, and the regulations that implement them in the UKset out the law on public procurement, with the particular purpose of opening up the publprocurement market and ensuring the free movement of goods and services within the EU. Thesrules apply to purchases by public bodies and certain utilities, and cover all EU member states; anfollowing international agreements, their benefits also extend to some other countries. It recommended that facilities managers be aware of e-sourcing for contractual processes, eprocurement for transactional processes and e-payment, including such tools as the governmeprocurement card (GPC).

6.3 Contractual arrangements

There are two basic approaches to contract arrangements for the outsourced provision of subsidisecatering services, cost-plus or fixed-fee, together with a variety of intermediate type arrangements.

Under a cost-plus contract the client organisation pays for staff, food and sundry supplie(disposable items) plus a declared profit or management fee. When negotiating such a contract assessing bids, an over-emphasis is often placed upon comparing declared fees or profitsHowever, since this will represent only a small proportion of the overall expenditure, it

recommended that the facilities manager should ensure that greater emphasis is put on a process fomonitoring the ongoing validity of supply invoices and staff schedules when operating under succontracts.

A survey or audit of a contracts costs, profits and fees may suggest that catering providers armaking only a minimal profit, or even an overall loss, on a considerable turnover. In such contracts significant proportion of profit may well be hidden from the host organisation in the form of discountpaid directly to the catering contractor based upon the periodic value of invoices from each supplieThese discounts can be significant, 15 to 30 per cent, depending on contract value.

Since accessing the true value of such discounts is near impossible, and assessing the value-fo

money of invoiced foodstuffs would be difficult and time-consuming, a great deal of trust is placed in provider operating under a cost-plus contract. Alternatively, a host organisation could source foosupplies directly, thereby achieving true lower costs or receiving any discounts themselves. Howevethis requires significant in-house management, which defeats one of the benefits of outsourcing thcatering operation in the first place, and should therefore only be considered with care. In addition tthe extra management time required, there would also need to be the confidence that the organisatiocan itself achieve better overall value-for-money than under the cost-plus arrangement. Increasinglcost-plus contracts are negotiated with a number of guarantees included. Maximum or guaranteelevels can be agreed for the key financial line, or gross margin, and labour costs. This gives aincreased degree of certainty, with the host organisation receiving greater benefit of effectivmanagement of the service by the provider.


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In times of economic downturn nil-subsidy or full-cost recovery contracts may, on the face of appear financially beneficial to host organisations, but there is a downside to this approach. It imperative that, should this approach be adopted, it does not come at the expense of putting thorganisations reputation and corporate image at risk, in the eyes of its staff or its clients, by way oproviding a reduced service and/or higher prices, both of which can result in reduced staff welfabenefit.

A variant to this type of arrangement is the establishment of a nil-subsidy contract with prices peggeto a benchmark of current, local competition, with a discount (say between 10 and 15 per cent) reflect the saving to the caterer of free/subsidised in-house space and associated premises costThis, however, puts considerable emphasis on the outcome of the benchmarking exercise, whicmust ensure that comparators reflect the quantity and quality of the caterers offering. Due to thsignificance of this exercise on the commercial viability of the catering contract it is essential that thfacilities manager ensures that the benchmarking process is undertaken on a strict like-for-like bas(see also 7.2).

Alternatively, fixed-fee contracts provide certainty in terms of the host organisation subsidy requireHowever, like any contract of this nature, the contract should be based upon detailed criteria in term

of volumes to be achieved, tariffs, service specifications, etc., to ensure that the provider is innovativand flexible in their approach, in order to provide meals that satisfy the requirements of both thpaying customers and the organisations aspirations. The facilities manager is well-placed document such contracts, but it is recommended that specialist advice is sought from well-establishecatering consultants.

Fully commercial catering contracts can be found within certain organisations, especially those witpublic access. Arrangements can vary widely in terms of payment methodology for use of thpremises (e.g. rent, rates, energy consumption) or a fee to the client organisation, either fixed obased upon a percentage of sales revenue. Reliability of footfall and the location of the caterinfacilities within a building are major determinants upon the success of such arrangements and it

essential that these factors should be considered from the outset of concept and design.

Regardless of the style of contract agreement, catering providers are becoming increasingcommercially minded and will often consider investment in the catering facility in return for aextended contract term and with appropriate contractual conditions.

6.4 Contract management

A key function for the facilities manager will be contract management, which will include contraadministration and the financial management of the contract. It is recommended that both should b

undertaken in line with pre-agreed key performance indicators (KPIs) and service level agreemen(SLAs) set against the organisation providing the catering services.

When entering into a new contract, it is recommended that the facilities manager is instrumental defining contract terms and conditions (T&Cs), and ensuring that they align with the strategies thhave been agreed previously with the host organisation. It may be necessary to consult legal and/finance departments within (or outside of) the organisation to tie up any loose ends in the T&Cdocumentation, as some of the terminology typically used is, almost by definition, written in legalese

When taking over an existing contract, facilities managers are recommended to review the contraT&Cs in light of existing or newly-agreed requirements. The host organisation should be made awa


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of any risks that may exist, and recommendations should be made as to how any existing risks migbe mitigated or managed.


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7 Continuous improvement and review

7.1 Continuous improvement

This is perhaps the singular most important aspect of the facilities management process, ensuringthat organisations are at all times positioned in accordance with best market practice and that servicedelivery is aligned to business process. The application of a continuous improvement process isimportant in ensuring that service delivery is at all times relevant to the business of the clientorganisation, is innovative, meets contemporary standards and delivers assured value for money.

Given the increasing need to meet regulatory requirements and appropriate levels of compliance it isessential for organisations to have a clear understanding of, and therefore be familiar with the risksattached to, their requirements and approach to catering. The application of a proactive cateringstrategy is a management responsibility and, as such, should be delegated to an appropriately

qualified and responsible member of the organisation.

As defined in the White Book, the continuous improvement process is driven from a number of areasof activity, but principally from the need to continually innovate in the delivery of facilities managemenservices, taking into account any strategic changes to the business needs of the host organisation.

With regard to the specific area of catering, it is recommended that in advising an organisation thefacilities manager has access to specific and relevant market knowledge and can utilise thatknowledge in a way that meets the demands of the organisations business planning process andmitigates risk, as appropriate.

At each review stage it is advisable to question the relevance of service provision againstcontemporary standards and, together with the organisation, a catering consultant (perhaps) andcatering provider, to ensure that service provision is at all times appropriate.

In this context, and in considering the provision of catering services, it may be helpful for the facilitiesmanager to make reference to innovations and changes in expectations of employees, clients andvisitors.

During the early weeks and months of operating a catering service the provider should expect to learfrom, and adapt to suit, the particular requirements of the organisation, the building, and thcustomers. This will enable the provider to begin to eliminate inefficiencies in their processes; f

example, ranging from excessive movement of delivered and stored consumables (double-handlingthrough to delivery of the plated meal.

The provider should continuously work with the organisation to amend the menu offering anminimize waste in both labour (operative-hours) and consumables. Over a period of time, the procesof continuous improvement should result in enhanced sales, increased customer satisfaction, anincreased contract profit; the classic win-win situation.

If the service is managed proactively, and analysed seriously, and change implemented wheapplicable (i.e. continuous improvement), the established catering contractor, or indeed an in-housoperation, should, over time, establish a considerable advantage over potential competition. If,

more likely when, the service is market-tested against the potential competition, there is no reasowhy the incumbent should not come out on top using their insider-knowledge.


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Furthermore, the organisation will undoubtedly be continually changing, as will the catering industitself. Such change always brings with it opportunities and challenges for all those concerned. these circumstances it is the responsibility of the facilities manager to ensure that the organisatiocontinues to receive the required service, and that that service is continually delivered, with value fomoney as a given.

7.2 Review processes

7.2.1 Statistical analysis

The collection and regular collation of catering data covering the likes of menu pricing, covers and tincome can provide invaluable information to both the catering provider and the facilities manager ato the cost-effectiveness and performance of the catering offering. Catering labour productivity, fexample, meals per catering operative hour, varies significantly with the varying methods of foopreparation and meal delivery. Close examination of the catering regime using such statisticanalysis can reveal scope for potential cost savings and/or performance improvements.

7.2.2 Benchmarking

Benchmarking is a means of comparing a product, service, process, or any activity, with otheexamples from a peer group, with the intention of identifying best practice or a best buy and thedelivering the services accordingly.

Benchmarking can be an extremely powerful tool in the facilities managers armoury; however, whecarried out incorrectly, perhaps by misinterpretation or by using inappropriate data, it can provcounter-productive.

Facilities managers are therefore recommended to familiarise themselves with the requirements the organisation's budget planning and management process, and to ensure that reporting on thcosts, relevant volumetrics and performance is compatible with these protocols. Benchmarkinexercises should be carried out periodically, at agreed frequencies, in support of the budget anbusiness planning process.

Where true commercial competitiveness is built into a catering offer, the service providers themselvecan benchmark the service on a daily basis using expenditure patterns, which probably provides thtrue picture of how the service is performing.

7.2.3 User satisfaction

The measurement of user satisfaction by means of staff or customer satisfaction surveys is a useftool in performance management. In terms of fulfilling an organisations desire to feed their statargeting staff who are not currently customers of the restaurant will bring the greatest benefitParticular employee group(s), for example, defined by age, income band, department, etc. can be lousers of the catering services, and these potential customers may be attracted by a change in regimand the associated marketing.


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A facilities manager with a remit across all facilities services may be better advised to commission aindependent survey of building occupant satisfaction, covering all aspects of workplace performancas the very fact that the survey is deemed to be independent may well generate a more informativresponse (see also Appendix B).


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Glossary

Carbon footprint:the total set of greenhouse gas (GHG) emissions caused by an organisation, eventproduct or person

Cross-charging: subsidising one income stream by enhancing the price charged to another incomestream

Chartered facilities management surveyor:surveyors specifically qualified by RICS to work in the fielof facilities management (FM)

Carbon reduction commitment (CRC) energy efficiency scheme:a mandatory carbon trading scheme

for large non-energy-intensive organisations using more than 6,000MWh per year of electricity

Discounts:the difference between declared food costs and the actual cost to the contractor after all

payments (for example, to the contractors head office) are accounted for

Display energy certificates (DECs): measures the buildings actual performance based on meteredenergy usage. They are renewed annually and apply to public sector buildings with a usable floorarea greater than 1000m. They must be displayed publicly.

Free issue: goods (for example, meals) provided by the suppliers (for example, catering contractor)for which there is no immediate payment, but payment is made by a subsequent invoice to theorganisation

Greenhouse Gas (GHG):a gas in an atmosphere that absorbs and emits radiation within the therma

infrared range; includes: carbon dioxide, methane, nitrous oxide and fluorinated gases

Publicly Available Specification (PAS) 2050: specification developed in response to broad communitand industry desire for a consistent method for assessing the life cycle GHG emissions of goods andservices

Food miles: refers to the distance foodis transportedfrom production to consumer. Food miles areone factor used when assessing the environmentalimpact of food.

HMRC(Her Majesty's Revenue and Customs): responsible for the collection of taxes in the UK

Margin: the net profit as a percentage of the revenue

Private finance initiative (PFI): a way of creating publicprivate partnerships (PPPs) by funding publicinfrastructure projects with private capital

Silver service: meals served at the table from serving dishes to plates

Take-up: the number of occupants or staff using a service, often expressed as a percentage of thoseentitled to use the service

Tariff: the sale price of an item
http://www.carbontrust.co.uk/policy-legislation/business-public-sector/pages/carbon-reduction-commitment.aspxhttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Transporthttp://en.wikipedia.org/wiki/Consumerhttp://en.wikipedia.org/wiki/Environmentalismhttp://en.wikipedia.org/wiki/Environmentalismhttp://en.wikipedia.org/wiki/Consumerhttp://en.wikipedia.org/wiki/Transporthttp://en.wikipedia.org/wiki/Foodhttp://www.carbontrust.co.uk/policy-legislation/business-public-sector/pages/carbon-reduction-commitment.aspx


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Appendix A: Current legislation (other than that specificallydesigned for the catering and food industry) also applicablto catering

This list is not exhaustive, but lists the more significant items of legislation that will have an influenceover strategy, policy, operations and its management. They are correct at the time of going to press.

Shops, Offices and Railway Premises Act1963

Electricity at Work Regulations1989

Environmental Protection Act1990

Health and Safety at Work Act1992

Manual Handling Operations Regulations1992

Notification of Cooling Towers and Evaporative Condenser Regulations1992

Clean Air Act1993

Reporting of Incidents Diseases and Dangerous Occurrence Regulations1995

Health and Safety (Safety Signs and Signals) Regulations1996

The Management of Health and Safety at Work Regulations1999Climate Change Levy (General) Regulations2001

Control of Substances Hazardous to Health Regulations2002

The Personal Protective Equipment Regulations2002

The European Public Contracts Directive2004/18/EC (OJEU NOTICE)

Disability Discrimination Act2005

Regulatory Reform (Fire Safety) Order2005

Transfer of Undertaking (Protection of Employment) Regulations2006

Corporate Manslaughter and Corporate Homicide Act2007

Health and Safety (Offences) Act2008

Regulatory Reform (Fire Safety) Order 2005

HSG65 Successful health and safety management


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EC Regulation

EU Regulation No. 2073/2005 on microbiological criteria for foods (as amended by EU Regulation N1441/2007)

Regulation (EC) No. 852/2004 on the Hygiene of Foodstuffs

UK enforced by:

Food hygiene (England) Regulations2006

Food hygiene (Scotland) Regulations2006

Food hygiene (Wales) Regulations2006

Food hygiene (Northern Ireland) Regulations2006


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Appendix B: Corporate catering

B.1 Staff catering

An organisations staff canteen or restaurant is amongst the most important workplace issues wheoccupants are surveyed regarding their levels of workplace satisfaction. Figure B.1 illustrates thresults of a restaurant survey displayingdissatisfaction with the dining environmentbut high levels of satisfaction with food choiceand prices. Regular staff surveys, carried outby the host organisation, rather than by theprovider, covering hospitality and vending aswell as the restaurant, are a valuable part ofa facilities managers performance

management tool kit. Whilst monitoring tillincome and take-up levels will provide someevidence as to the users changing value-for-money assessments, comments on acustomer satisfaction survey will indicate thereason for dissatisfaction (or occasionally their satisfaction), or possibly, even more importantly, thereasons for not using the facilities at all.

B.2 Subsidies

Where an organisation provides a canteen or restaurant open to all staff at a location it becomes tax-free employee benefit, as defined by HMRC; this is irrespective of the level of any subsidy.

With the ever-present pressure on facilities budgets, the level of subsidy given over to catering will bconstantly under scrutiny, and this scrutiny can only increase during periods of economic difficulty. is therefore recommended that a facilities manager understands all aspects of the catering budgeand especially the part played by any subsidy. Reducing a subsidy can either be achieved through aevolutionary process, altering issues relating to the existing catering accounting methodology and/ooffering, or it can be achieved through a revolutionary shift where the entire rationale behind thorganisations catering function is analysed and fundamentally altered.

Examples of how the subsidy can be reduced include: increased sales (through improved marketing or eating environment); simplified offering (fewer, well-selected choices); reduction in food costs (reduction in quantity/quality of meat in dishes and more

batch cooking, depending on demand); simplified food preparation to reduce labour (pre-prepared vegetables, etc.); reduction of free-issue offerings (fruit, biscuits, etc.); and increased tariffs (where prices charged have not kept pace with increased food

costs, with prices charged by the competition, or with inflation in general).

Catering s urvey : satisfaction profile

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Very poor Poor Average Good Very go

% Satisfaction Environme

Taste

Price

Choice


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B.3 Hospitality catering

Almost all organisations will have some, even if only very occasional, requirement for hospitalicatering. While meeting room beverages can be produced from a kitchenette, external providers wusually be required for anything more ambitious.

Although usually relatively low in terms of the overall facilities expenditure, hospitality catering mahave a significant impact upon staff and visiting clients, and the impression provided by thexperience, whether it be the quality of a simple working lunch, or perhaps a major corporatmarketing event.

The mainstay of a facilities managers involvement is most likely to be in the management anadministration of hospitality as an integral part of the catering service. A caterer will often use thehospitality catering income from the organisation to subsidise the staff restaurant through competitivtariffs, and thus enable them to sustain a profitable level of service by stimulating take-up. Howevethis may become problematic when the number of hospitality events reduces, perhaps due spending cuts, and the corresponding turnover falls, or when value-for-money comparisons anexternal pressure encourages hospitality organisers to shop around for other providers to fulfil the

requirements.


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Appendix C: Healthcare catering

Within the health sector, patient catering services represents a significant proportion of the totexpenditure; achievement of value-for-money in this part of a providers offering is therefore crucial

achieve.

C.1 Hospitals

A facilities manager auditing patient cateringservices, using benchmarking metrics such as costper patient-day, may discover scope forconsiderable cost-savings. Figure C.1 comparescost per patient-day within a UK health trust withthat of peer organisations. Cost savings may be

achieved in a number of different ways, including:

Rationalising the diversity of menus- Sourcing a limited number of wide-ranging cultural meals has a significant impact upo

the overall cost per patient. The reduction of choice from two each of standard, culturavegetarian and therapeutic meals to, for example, two standard and just one culturavegetarian and therapeutic option would generate significant cost savings.

- Eliminating cultural labelling of food would significantly reduce the per-patient costNot surprisingly, these initiatives often work counter to user feedback requestinincreased daily choice (notwithstanding costs).

- Meat and fish purchases, together with their preparation, represent a considerab

proportion of the cost of hospital meals. Meat is often available in each meal, each daoften with a choice, and often with an additional choice of fish. This can be seen aunnecessarily generous in terms of choice and may not be nutritiously beneficial if ameat options are selected by a patient on a regular basis; this is especially the case offering a cooked breakfast option. Significant savings, and health benefits, may bachieved by restricting the availability of meat in the patients diets. Nutritionists wneed to be consulted before any diet variations are made, but, in general, this may be sensible consideration.

Formulation of agreed quantities of the more expensive items would ration theconsumption. These quantities may need to vary in terms of a patients age, gendeactivity level, and ethnic background; again, nutritionists will need to provide guidelines.

Pre-agreed limits on the provision of dry goods based upon patient numbers, age, and/condition. Pre-notification of selection to reduce food wastage (for example, more than two meals

advance if possible). Improved notification of requirements assists supply-chain economies of scale and reduce

supplier food costs.- A reduction in the frequency of meal deliveries, while likely to require greater on-si

storage, it will reduce the number of deliveries and, therefore, the caterertransportation costs. The use of longer-life food products (for example, UHT milk) mahelp facilitate less-frequent deliveries.

Reduction of packaging waste

Figure 4 - catering cos ts per patient-day

peer comparison

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1

2

3

4

5

6

7

8

9

In-patient Day-patient

perpatient-day

Client health tru

Peer maximum

Peer mean

Peer minimum


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- A by-product of food and meal deliveries is often large quantities of packaging wastmuch of which could be recycled, or better still, eliminated entirely, by improved desigand procurement practice. A significant saving can be made if this includes many smaaluminium trays, for example, which are energy intensive in their manufacture.

- The use of large containers may be possible with the economies of scale achievethrough reduced choices; this will further reduce the volume of packaging waste.

C.2 Residential healthcare

Typical catering services and duties, often wrapped up within residential healthcare services, wgenerally include:

the operation and manning of the catering and meal production facility; meals and beverages provision up to the point of service to the resident:

- three meals a day plus a late snack;- cooked and continental breakfast choices;- two choices of each for standard, cultural, vegetarian and therapeutic meals plus

salad choice; and- provision of dry and dairy goods up to resident service point;

housekeeping:- maintenance of kitchen and vending equipment;- cleaning of kitchen, vending, and dining areas; and- filling dishwasher detergent and rinse dispensers; and

waste collection and disposal:- waste food collected and disposed of in waste disposal unit after each meal service.

C.3 Other healthcare catering

Within the healthcare sector, catering is also required to provide for:

occasional business functions (similar to commercial hospitality, see Appendix B); staff catering, historically subsidised but generally moving towards a nil-subsidy operatio

and visitor catering (including complimentary beverages). Public catering facilities tend to b

operated on a commercial basis for visitors and staff using appropriate tariffs often with discount structure for staff.

Catering contracts will generally be framed to encompass all these operations, marketed to provid

greater economies of scale. Due to the varied income streams, facilities managers managing succontracts should be wary of the opportunities for cross-subsidy between the various businesses anthe potential confusion that this could cause in ascertaining the true cost of a specific element of thoverall catering service.


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Appendix D: Education sector catering

D.1 Nursery catering

The most common situation where a facilities manager will be involved with nursery catering will be apart of a workplace nursery setup. Provision will start with breakfast, followed by mid-morning snacklunch, and finally afternoon snacks where the opening hours extend beyond lunchtime.

Parents major concerns usually occur in the early years, where such things as food intolerances wbe at their height. As such, a caterer should be prepared and able to provide detailed informatioregarding food contents, including additives (preservatives and colourings) sugar, salt, and fcontent, etc. The actual nursery staff will usually be responsible for feeding the infants and keepindetailed records of the volumes of food and drink consumed.

D.2 School meals

With regard to catering in schools, the role for a facilities manager is most likely to be concentrated othe bidding and planning stages, and the setting up of the catering services. Contracts can oftecover multiple schools that come under the same jurisdiction. Working with and alongside the locauthority they may also be set up under a private finance initiative (PFI) arrangement. The facilitiemanagers traditional attention to detail is of particular importance in examining a providers offer anensuring that it complies with the organisations express, or more usually, implied, requirementThis is especially important under a PFI as the parties here are typically tied into contracts for longperiods than under traditional arrangements.

Specifying to the provider exactly what is required is very important in schools. Whilst in the past thprovider would naturally strive toward labour and cost savings, such as those achieved by usinairline-style moulded multi-compartment catering trays for serving meals, this is often now considereinappropriate for a childs education, especially for the younger pupils. More recently, informecaterers are far more commercial within the education sector, with many working towards a strategof educating children and making food and nutrition fun.

D.3 Further and higher education catering

The range, type, and number of catering outlets, together with the food choices offered on a collegor university campus needs to be far more diverse than for schools. They will also need to be opeover for a longer period of the day, as colleges and universities have no set timetable, with eacfaculty acting independently.

The catering operation will also need to be more commercial in its approach in this environment auniversity students will be more mobile than school pupils and will more readily seek out thcompetition.

There will also be a greater call for hospitality catering services, as it is common for different groupwithin a university environment to organise their own events. There are normally also large annu

events to cover, such as graduation ceremonies.


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Further Reading

Further Reading and Sources of Information

Audit CommissionReviews of the national results of an investigation of hospital catering carried out as part of itsAcute Hospital Portfolio(September 2001, and March 2011 for Wales).

British Institute of Facilities Management (BIFM)Good Practice Guide to Procuring and Running Catering Contracts (August 2010)

Catering Equipment Distributors Association.www.ceda.co.uk/

Catering Equipment Suppliers Association (CESA)www.cesa.org.uk/

Catering for a Sustainable Future Group (CSFG):Benchmarks for Catering in Office Buildings November 2006

Chartered Institution of Building Services Engineers [CIBSE]TM50: Energy Efficiency in Commercial Kitchens

Defence Estates Case Study:Sustainable Development at the Defence Food Services School, Worthy Down (April 2009)

European Food Safety Authority (EFSA)EFSA is the EU risk assessment body for food and feed safety. It provides independentscientific advice to risk managers.www.efsa.europa.eu/

Food Standards AgencyMeat Industry Guide, Guide to food hygiene and other regulations for the UK meat industryNovember 2010www.food.gov.uk/multimedia/pdfs/migparttwonov10.pdf

Foodservice Consultants Society Internationalhttp://www.fcsi.org/

Institute of Hospitality (IoH)A professional body for managers working in the hospitality, leisure and tourism industries.www.instituteofhospitality.org/

Documents

Catering 23may Iconsult (1)