The British Food Plan - Eating Better :: For a Fair … · Web viewThis stakeholder review seeks your views on the balanced scorecard, and its use in letting procurement contracts

British Food PlanStakeholder review into balanced scorecard approach for public food procurementFebruary 2014

Contents

The British Food Plan...........................................................................................................1

Balanced Scorecard………………………………………………………………………………..3

Questions to stakeholders…………………………………………………………………………8

What happens next...............................................................................................................8

Annex A: Criteria for a balanced scorecard for the procurement of food & catering services…………………………………………………………………………………………….11

Annex B: Potential costs and benefits of implementing the balanced scorecard…………37

The British Food PlanPublic sector food and catering accounted for £2.1bn (6.5%) of the food service sector in 2011. This includes the procurement of central government departments, including prisons and the armed forces as well as other bodies like schools and hospitals.

Defra, with Dr Peter Bonfield, is working on a British Food Plan to enable public procurement to support a healthier future people, farmers and food processors, in particular a sustainable and competitive UK food and farming sector. This work includes reaching out to the wider public sector, such as schools, hospitals, colleges, care homes and local authorities, as well as developing a toolkit for procurers that supports a more transparent and consistent approach to procurement as a result.

The British Food Plan is aiming to deliver results by June 2014. Activities are focused on: Developing a toolkit, including a balanced scorecard for use when letting

procurement contracts; revising the Government Buying Standards for Food and Catering (the GBS),

which will underlie the balanced scorecard, and working to facilitate implementation by central Government Departments. This involves working with Crown Commercial Service (CCS), which puts in place contracts for use across Government and the wider public sector;

working with central government procurers and those from schools and hospitals to trial this toolkit; and

monitoring procurement patterns, and identifying and sharing good practice.

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Why we need your viewsThis stakeholder review seeks your views on the balanced scorecard, and its use in letting procurement contracts. A list of questions is provided in this document.

Broadly, we are seeking to assess:

whether our approach to the balanced scorecard is sound and results in a useful tool that builds upon the GBS;

whether the balanced scorecard has been weighted sensibly between cost and non-cost criteria;

whether the criteria have been classified appropriately – are the mandatory requirements appropriate and proportional?

whether any further criteria should be added to the scorecard; and

the costs and benefits of implementing the balanced scorecard compared to the current GBS.

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Balanced Scorecard approach

What is a balanced scorecard?In general, a balanced scorecard describes an evaluation approach where more straightforward criteria, such as cost, are ‘balanced’ against more complex criteria, such as health and wellbeing, resource efficiency and quality of service (see figure 1). By using a balanced scorecard, priority themes such as farm assurance, food waste management, and engagement with SMEs can be built into procurement decisions, alongside well-established criteria, such as animal welfare, nutrition, and energy management.

Why have we created a balanced scorecard?We reviewed the Government Buying Standards (GBS) for Food and Catering and considered the costs and benefits of potential new criteria. We now propose combining mandatory requirements (essentially the current GBS) with other criteria (award criteria) which will be used to assess letting contracts for public procurement. This would allow some aspects of quality to be weighed against cost, and give suppliers an incentive to be better than the minimum.

Figure 1: The balanced scorecard

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Technical specifications and award criteriaEach of the five headings under the balanced scorecard can have mandatory requirements, either technical specifications or contract performance conditions, and award criteria aspects to them. The technical specifications are the factors that must be met to qualify for consideration for the contract. Contract performance conditions must be met to be properly performing the contract once awarded.

Award criteria are to enable procurers to evaluate bids against each other. They give opportunities for suppliers to be rewarded for operating to higher standards.

The table below sets out the definitions we have used in Annex A.

Table 1:

Criteria proposed for technical specifications

These criteria are those that are proposed for use as Technical Specifications. All organisations bidding for contracts will be expected to meet these requirements. They are, in most cases, drawn from the mandatory elements of the existing Government Buying Standard for Food & Catering Services.

Award Criteria The award criteria are for use in the bid evaluation process. Relevant considerations to their assessment are included. They are largely drawn from areas covered by the Government Buying Standard Best Practice standards.

The proposed award questions relate to these criteria. In most cases they have been framed to specify an outcome, rather than requiring a particular solution. This is to allow for flexibility and innovation by bidders. Procurers may require evaluation guidance to help them rate each response.

The evaluation guidance has not been developed yet. The aim will be to develop this guidance so that diligent tenderers and procurers tend to interpret them in the same way.

Other potential Award Criteria

Other potential award criteria, where listed, are also examples of evidence that might be submitted as part of a response. These criteria are generally those which have been introduced as part of this project, or are those in which we have less confidence.

Contract Management KPIs

In each case a set of specific, measurable contract management KPIs will be suggested. At the time of writing (February 2014) these have not been detailed.

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Weighting

Annex B summarises some potential costs and benefits which are likely to arise from the implementation of the balanced scorecard. They are broken down between economic, environmental and social. The purpose of Annex B is to provide insight into the magnitude of the costs and benefits of each of the criteria and sub-criteria, with a view to inform the weightings for the balanced scorecard. Your comments will help us determine the appropriate balance.

How does the balanced scorecard relate to the current GBS?

The balanced scorecard sets out the mandatory criteria that tenders must meet to be considered for contracts using the scorecard. The mandatory criteria in the Government Buying Standard for Food and Catering are also mandatory in the scorecard. They will usually be suitable for technical specifications or in other cases as contract performance conditions. Criteria that are not mandatory in the current GBS are currently categorised as award criteria in the balanced scorecard.

Benefits of the balanced scorecard

It sets out clearly the mandatory criteria that tenders must meet to be considered for contracts using the scorecard. These include all the criteria of the Government Buying Standard for Food and Catering.

It means bidders can be rewarded for operating to higher standards where it is economic to do so, yet procurers are not forced to adopt measures that would increase costs.

Using the balanced scorecard is likely to take procurers to Bronze level under the Catering Mark scheme, and caterers meeting Silver or Gold standard are likely to score well under the Quality of Service criteria. Procurers can therefore achieve recognition for their efforts, and this may result in increased uptake and economies of scale.

It can also be readily adapted in future updates, as requirements could be moved into or out of the mandatory section. The scorecard will assist procurers in applying the GBS criteria and help them meet obligations under the Responsibility Deal on Public Health and Public Services (Social Value) Act, as well as meeting the reporting requirements of the Greening Government Commitments.

The balanced scorecard aims to make the process transparent and open for the full range of businesses to gain access to government contracts, including SMEs.

Bid evaluation processThe two principles we propose to embed in this respect are: transparency for the suppliers and some discretion for procuring authorities as to weightings to reflect their priorities.

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The process to evaluate bids will require procurers to confirm that bidders are able to supply food and catering services that meet the defined technical specifications. Bidders will also be asked to provide evidence against the Award Criteria for each issue.

In order to evaluate bids against the Award Criteria procurers will be provided with a rating scale, or ‘evaluation matrix’. Our aim is to make the rating as objective as it can be, but without being so prescriptive that it constrains innovation, or results in the exclusion of valid means of producing the desired outcomes.

The structure of the evaluation matrix used for a particular issue will depend on the nature of the criteria. If the criteria are in the form of a list of simple, objective factors then performance can be rated using a simple checklist. This form is easy for procurers, but if the checklist is not exhaustive it may exclude alternative means of achieving the same desired outcome. Table 2 is an example of a rating scale could be presented for criteria suited to a checklist.

Table 2: Approach 1, rating scale suited to a checklist

Rating % Score Evaluation

Excellent 100 8 to 10 of a list of ten Award Criteria are met

Good 65 5 to 7 of a list of ten Award Criteria are met

Adequate 30 4 to 6 of a list of ten Award Criteria are met

No award 0 0 to 3 of a list of ten Award Criteria are met

Another approach is to provide detailed guidance against each rating level but without setting out an exhaustive list. This may provide a solution that allows contractors to develop their own ideas and supports innovation, but it will also require more effort on the part of the procurer who will have to weigh up what could be very different proposals against each other. The key to this more flexible approach is to ensure that the guidance can be interpreted and applied consistently by all competent procurers and tenderers.

An example of this approach is outlined in table 3, through the evaluation of the management system used to manage a particular issue (e.g. energy, water, waste).

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Table 3: Approach 2, detailed guidance against each rating level

Rating % Score Evaluation

Excellent 100 The applicant has provided detailed and robust evidence of a documented policy and management system. The policy is translated into measureable objectives, which are reviewed regularly. Progress against objectives is monitored, and improvement actions are documented and implemented in a timely manner.

Evidence that the management system has been externally audited is provided. The management system may be certified or registered within an appropriate management systems certification scheme.

Good 70 The applicant has provided detailed evidence of a documented policy and management system. The policy is translated into measureable objectives, which are reviewed regularly. Progress against objectives is monitored, and improvement actions are documented and implemented in a timely manner.

Adequate 40 The applicant has provided evidence of a documented policy and management system.

No award 0 Inadequate evidence of an appropriate management system.

The final version of the balanced scorecard is likely to use a mixture of different approaches, in some cases leaving the scoring open and more open to judgement and in others seeking to provide an exhaustive list of factors in each case, with suggested weightings.

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Questions to stakeholders

Supporting documentsThe questions refer to the supporting documents, Annexes A and B, which provide more information on the balanced scorecard. Please refer to these when responding. Space has been included in the table under Annex A for stakeholder comments in relation to the following questions.

QuestionsWhat are we trying to create?

1. Overall, do you agree with the balanced scorecard approach (in essence it is about a clear and transparent range of requirements with clear evaluation criteria to allow procuring authorities to balance some requirements against others e.g. higher production standards against cost)? If yes or no, please give your reasons.

2. Do you agree with the headline range of considerations? If not, what would you change?

3. Specific criteria:

a. Are the criteria included relevant and appropriate? Should we include any additional criteria as mandatory requirements (technical specifications/ contract performance conditions) or as award criteria? Please offer a justification.

b. Under each heading, criteria are classified as proposed as mandatory or for award. Do you agree/disagree with the current placement of criteria under each heading? Please offer a justification.

c. In respect of each of the award criteria, what do you think the weightings for those criteria should be (total points across categories = 100) Please refer to Annex B. You should note that the technical specifications are mandatory and do not need to be weighted.

d. Do you think the wording used to describe the criteria proposed for technical specifications and award is clear?

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How will it work?

4. Costs and Benefits

NOTE: These questions are aimed at public sector procurers. However, procurers may need to obtain this information from their catering contractors.

Contractors and other stakeholders may also be able to provide useful information in this respect and should do so where possible.

We accept that procurers may be unable to provide accurate figures to all the questions below. However, any estimates and explanation you can provide would be appreciated and will inform the development of appropriate weightings.

a. Production standards:

- What would you expect to be the additional costs impacts and benefits ( cost savings as well as social, economic and environmental benefits) which would result from complying with the requirements as to UK production standards, outlined in the balanced scorecard, compared to the current Government Buying Standards?

b. Health and well-being:

- Is it possible to procure more flexibly and with more seasonal variation (i.e. take advantage of easily available seasonal food, without reducing turnover?) What would the costs and benefits of this be?

- What do you see as the benefits, in health terms or otherwise, if any, of increasing the amount of fresh food and seasonal food that is purchased? Please refer to any studies you may be aware of.

c. Resource Efficiency:

- How many tonnes of waste do your authority’s food and catering services produce per month/ quarter?

- How do you currently manage it and how much does it cost you to dispose/recycle this waste? [if you can break this down by type of waste, this would be appreciated]

- What potential do you consider there to be to reduce energy use across the food and catering operation from farm to fork, and what do you see as the benefits of doing so? To what extent do you consider that as a procurer you could take into account lifecycle emissions in your tender decision?

d. Social and Economic:

- How much produce do you currently source in the local area (e.g. 50km from point of serving, or appropriate regional area) and what potential is there to source more?

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- What is the potential to source more food from or through SMEs and what would the impact be on the local economy?

e. Quality of Service Provision:

- How do you monitor quality of catering within your organisation, for example by using caterers with qualifications or accreditations, running consumer tasting events, etc.?

5. Do the methods and criteria proposed in your view place any unnecessary burden on particular sectors such as social enterprises, SMEs, local producers etc.?

6. Of approaches 1 and 2, to bid evaluation which do you prefer? Do you accept that a mixture of both may be the best? Please give reasons.

7. Are there any additional comments on the balanced scorecard approach/ criteria you would like to add?

What happens next?We would be grateful if stakeholders could send their responses by March 21 th to [email protected]. All responses will be considered carefully to inform the development of the balanced scorecard; however there will be further opportunities to comment after the review process.

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mailto:[email protected]

Annex A: Criteria for a balanced scorecard for the procurement of food & catering services

Purpose and scope of this documentThis document presents the first draft of a tool for use in tendering for food and catering services by the public sector in the UK. This is arranged in five sections, covering the key headline requirements:

1. Production (at farm level)2. Health & Wellbeing3. Resource Efficiency4. Social & Economic Value5. Quality of Service Provision

The detailed criteria that relate to these requirements are intended to enable procuring authorities to incorporate environmental and social considerations into their decision- making in such a way that the Most Economically Advantageous Tender (MEAT) can be selected. This may not necessarily be the lowest cost tender.

This tool incorporates the Government Buying Standard on Food and Catering. The mandatory technical specifications and contract performance conditions from the buying standard are included in the “mandatory conditions” sections, as are the award conditions. The latter are more developed in this tool to ensure clarity and transparency and full recognition of bids that go beyond the minimum. In this document, we haven’t set out exactly which of the mandatory conditions should be regarded as technical specifications and which are contract performance conditions (a distinction made in EU law). This will be clarified at a later date.

In respect of the Award Criteria, we have also set out questions to show you how the criteria would be used in practice, and the main section of this document sets out alternative approaches to using these criteria for your comment. Further guidance may be needed to help procurers assess bids against those criteria.

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Production

1.1 Supply Chain Management

Stakeholder Comments

Mandatory Criteria(tender specifications or contract performance conditions)

Award Criteria

Award Question(s)

1. A purchasing approvals system that includes within its scope a means of checking that technical specifications for food production specified in this scorecard are met

2. A system for monitoring and reporting on compliance with the technical specifications for food production, and on provenance.

Please describe the systems you have for the above, and how well they enable you to ensure compliance.


N/A


Compliance reports to the contracting authority.

Notes An appropriate purchasing approvals system may be based on sub-clause 7.4 of ISO 9001, or equivalent;

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1.2 Animal Welfare

Mandatory Criteria (technical specifications or contract performance conditions)

1. All food served must be produced in a way that meets UK legislative standards for animal welfare, or equivalent standards that achieve the same or similar outcome.

https://www.gov.uk/animal-welfare

Where it is not possible to source the quantities required of supplies that meet UK welfare standards at a reasonable cost, this should be alerted to the procurer and alternative arrangements agreed on an individual basis for each product. In such an eventuality, EU standards must be met at minimum.

NOTE for stakeholders: UK standards are generally similar to EU standards for food production. There are however differences in animal welfare standards for some aspects of meat, egg and dairy production.

NOTE for stakeholders: The absolute welfare criteria of the GBS (see below) still apply. However, it is proposed that the overarching requirement as to UK production standards, which is qualified by cost, will apply in this modified form. A small additional cost should not be regarded as meaning the cost is unreasonable.

Eggs

2. All eggs, including fresh in-shell, liquid and powdered eggs, shall be sourced from systems that do not use conventional cages. If from a caged system, enriched cages shall be used.

Pork and Pork Products

3. Pork and pork products must be compliant with UK standards, as set out in the Welfare of Farmed Animals Regulations 2007, or equivalent.

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Award Criteria

Award Question(s)

Assurance: The extent to which the contractor makes use of robust assurance systems to ensure that UK production standards are met.

Relevant factors

Meat, pork, poultry, eggs and dairy products are sourced from producers which are independently audited annually to confirm they meet UK legislative standards for animal welfare or their equivalent. Proof of compliance, such as membership of a recognised farm assurance scheme such as Red Tractor, or equivalent, must be provided.

Higher welfare standards: The extent to which the contractor will provide food that meets higher animal welfare standardsRelevant factors

Eggs and egg products are produced to a higher welfare standard that gives laying hens more space than UK conventional caged systems (so max 38 rather than 39 per m2), e.g. UK Red Tractor, or equivalent.

Sow conditions for production of pigmeat meet UK welfare restrictions on the use of farrowing crates for maximum 6 days

Chicken is free range

Please describe how your organisation will ensure that all food served is produced in a way that meets UK legislative standards for animal welfare, or equivalent.

Please describe how your organisation is improving standards of animal welfare in its supply chain, over and above those required by UK legislation.



Notes Key elements of Red Tractor will be set out in order to allow equivalence to be assessed.Laying hens: code of recommendations for the welfare of livestock

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https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/69367/pb7274-laying-hens-020717.pdf

The Egg marketing Regulations apply EU legislation that defines ‘enriched cages’ and ‘free range’: http://archive.defra.gov.uk/foodfarm/food/industry/sectors/eggspoultry/faq/marketing.htm

1.3 Biodiversity, Pollution, Water & Land Management


All Food

1. All food served must be produced in a way that meets UK legislative standards for food production, or equivalent standards that achieve the same or similar outcome. [a list of areas of protection e.g. use of pesticides, will be developed to include at least all the regulatory and Good Agricultural and Environmental Condition requirements of CAP cross-compliance]

Where it is not possible to source the quantities required of supplies that meet UK production standards at a reasonable cost, this should be alerted to the procurer and alternative arrangements agreed on an individual basis for each product. In such an eventuality, EU standards must be met at minimum.

2. At least 10% of the total monetary value of primary commodity (i.e. raw ingredient) food and drink procured shall be certified to Integrated Crop Management standards that require the systematic:

- monitoring, protection and enhancement of biodiversity;- prevention and control of pollution;- monitoring and management of energy, water and GHG emissions; and- management of soil and watercourses.

NOTE: This can be evidenced through using LEAF, Organic Certification or similar standards for Integrated Crop Management. The 10% is of the total monetary value and can be made up of any combination of commodities allowing the procurer flexibility to find the best solutions for their circumstances.

Fish

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3. All fish served shall be demonstrably sustainable; with all wild-caught fish meeting the FAO Code of Conduct for Responsible Fisheries (includes Marine Stewardship Council certification and Marine Conservation Society ‘fish to eat’).

Palm Oil

4. From 2015 all palm oil (including palm kernel oil and products derived from palm oil) used for cooking and as an ingredient in food shall be sustainably produced. Support and advice on procuring sustainable palm oil is available from http://www.cpet.org.uk/ (e-mail [email protected], telephone 01305 236 100).

Award Criteria Higher production standards: the extent to which the food supplied meets higher standards

Relevant factorsA higher proportion (>20%) of produce is certified to Integrated Crop Management standards that require the systematic:

- monitoring, protection and enhancement of biodiversity;- prevention and control of pollution;- monitoring and management of energy, water and GHG emissions; and- management of soil and watercourses.

NOTE: This can be evidenced through using LEAF, Organic Certification or similar standards for Integrated Crop Management. The >20% is of the total monetary value and can be made up of any combination of commodities allowing the procurer flexibility to find the best solutions for their circumstances.

Environmental Stewardship: Suppliers confirm the production holding meets ES standards, which can be demonstrated by one of the following:

Proportion of food sourced from farmland subject to Entry Level Stewardship /Organic Entry Level Stewardship payments

Proportion of food sourced from farmland subject to Higher Level Stewardship payments

Assurance: The extent to which the contractor makes use of robust assurance systems to ensure that UK production standards, or equivalent, are met.Relevant factorsProduce is sourced from producers which are independently audited annually to confirm

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Award Question (s)

they meet UK legislative standards, or their equivalent. Proof of compliance, such as membership of a recognised farm assurance scheme such as Red Tractor, or equivalent, must be provided.

NOTE: Key elements of Red Tractor will be set out in order to allow equivalence to be assessed.Guarantee that UK production standards will always be met:Relevant FactorsConfirmation that these factors will always, or for a particular percentage of food and food products always be met.

Please describe how your organisation is protecting and enhancing biodiversity, water/air quality and good land management in its supply chain, including through using assurance schemes such as Red Tractor or its equivalent.



% certified produce

Health & Wellbeing

2.1 Variety & seasonality


In respect of fresh produce, menus shall be designed to reflect the natural growing or production period for the UK, and in-season produce shall be highlighted on menus.

NOTE: Flexibility in menu planning can enable suppliers to take advantage of seasonal gluts, which may result in cost savings and help to reduce waste associated with over

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production.

Award Criteria N/A

Award Question N/A


N/A


TBC

Notes This is in order to promote engagement with food and its production, reduce on-farm food waste, keep costs down, and promote a varied diet as well as to ensure that fruit and veg that is eaten is rich in vitamins.

See www.eatseasonably.co.uk for more information on seasonal diets.

2.2 Nutrition


Schools

If the requirements are applied to schools then the requirements the school food Healthy Eating standards https://www.gov.uk/school-meals-healthy-eating-standards shall take precedence.

Hospitals

If the requirements are applied to NHS then the requirements of… shall take precedence.

Armed Forces

If food and catering services are supplied to the MoD then the requirements of the Defence Fuel & Food Services - Food Quality Standards shall take precedence (https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/239931/food_quality_standard.pdf)

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https://www.gov.uk/school-meals-healthy-eating-standards

Oily Fish

If lunch and an evening meal is served then fish shall be provided twice a week, one of which shall be an oily fish. If only lunch or an evening meal is served then an oily fish shall be available at least once every 3 weeks.

Reducing Saturated Fat

At least 50% of hard yellow cheese shall have a maximum total fat content of 25g/100g;at least 75% of ready meals shall contain less than 6g saturated fat per portion; at least 75% of milk shall be reduced fat;

At least 75% of oils and spreads shall be based on unsaturated fats.

Meat and meat products, biscuits, cakes and pastries (procured by volume) shall be lower in saturated fat, where available.

Increasing Fruit and Vegetable Consumption

At least 50% of the volume of desserts available shall be based on fruit – which may be fresh, canned in fruit juice, dried or frozen.

A portion of fruit shall be sold at a lower price than a portion of hot or cold dessert.

Meal deals shall include a starchy carbohydrate, vegetables and 1 portion of fruit.

Reducing Salt

Vegetables and boiled starchy foods such as rice, pasta and potatoes, shall be cooked without salt.

Salt shall not be available on tables.

At least 50% of meat and meat products, breads, breakfast cereals, soups and cooking sauces, ready meals and pre-packed sandwiches (procured by volume) meet Responsibility Deal salt targets and all stock preparations shall be lower salt varieties (i.e. below 0.6g/100mls).

NOTE: The 50% shall apply individually to each food category described in the above specification, and not only the combined volume.

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Cereals

At least 50% of breakfast cereals (procured by volume) shall be higher in fibre (i.e. more than 6g/100g) and shall not exceed 12.5g/100g added sugars.

Award Criteria

Award Question(s)

Higher nutritional standards: this could include meeting nutritional requirements of particular age groups and reducing sugar and snack intake.Relevant factorsMenu cycles are analysed to meet stated nutrient based standards relevant to the major population subgroup of the catering provision.

Savoury snacks are only available in packet sizes of 35g or less.

All sugar-containing drinks are available in no more than a 330ml portion size (excluding hot drinks).

Confectionery and packet sweet snacks are in the smallest standard single serve portion size available within the market.

Calorie and allergen labellingMenus (for food and beverages) include calorie and allergen labelling.

Systems for monitoring and managing nutritional aspects of provision including use of third party audited systems like Food For Life Catering MarkCaterer has a recognised Award: for meal provision, such as the Food for Life Catering Mark (particularly the Silver or Gold marks), or can provide evidence that it would qualify for such an award.

Please describe how your organisation will measure and manage the nutritional aspects of its service provision, including actions to enable and encourage healthier diets?


Is this where we might put criteria related to going further than the minimum %ages for criteria above?


TBC

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2.3 Nutritional Labelling


Labelling of pre-packaged and loose foods shall meet requirements of EU Regulation No. 1169/2011 on provision of food information to consumers (EU FIC).

Award Criteria FSA and/or DH to advise on best practice nutritional labelling.

Award Question(s) Please describe how your organisation communicates nutritional information to its customers.


N/A


TBC

2.4 Food safety & hygiene


FSA to advise on technical specifications

Award Criteria (s)

Award Question

N/A

N/A


N/A

Contract TBC

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Management KPIs

2.5 Traceability


Traceability of fresh, chilled and frozen produce

Traceability of fresh, chilled and frozen produce shall comply with current UK legislation or equivalent

NOTE: Traceability and labelling of beef ,eggs, fish, shellfish, most fruit and vegetables, honey, olive oil, wine and imported poultry is regulated in the EU. Regulation covering sheepmeat, goatmeat, swinemeat and poultry will come into force in 2015.

Origin of prepared food

In line with the industry principles on country of origin information, food and catering service suppliers shall be able to indicate the origin of the meat, meat products and dairy products, either on the menu or accompanying literature, or at least when the information is requested by the consumer or contracting authority.

Award Criteria

Award Question(s)

Country of origin information systematically recorded and reported.

Origin of produce is assured through supply chain certification schemes with traceability or chain-of-custody systems e.g. Red Tractor, LEAF, Organic, or equivalent.

Please describe the systems that your organisation uses to establish, record and communicate traceability and origin of produce.



TBC

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Resource Efficiency

3.1 Energy Management


Energy management policy

Food and catering service contractors and their suppliers shall have in place an energy management policy appropriate to the nature and scale of their energy use and consumption. Their policy shall commit the organisation to the continual improvement of its energy performance

On-site catering operations shall be run in accordance with the host building’s overall energy management policy.

Catering equipment

The following catering equipment, when procured, shall be procured in compliance with mandatory Government Buying Standards:

Domestic refrigerators and freezers

Commercial refrigerators and freezers

Covers for refrigerated units

Domestic electric ovens

Domestic dishwashers

Compliance with the Energy Efficiency Directive Article 6

All products purchased for use for the relevant contract by the contractor must be compliant with the EED Article 6

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Award Criteria

Award Question(s)

1.Good energy management system in place and being implementedRelevant factors:Environmental Management Systems (EMS)

Energy aspects are managed within scope of an EMS specified according to the principles of ISO14001, or equivalent;

EMS is certified against, or registered to, ISO14001 or EMAS, or equivalent;

Evidence of EMS development in line with BS8555, or equivalent is provided;

Membership of IEMA ACORN Scheme for EMS implementation, or equivalent.

NOTE: The implementation of an EMS supports continual improvement through policy development, implementation, monitoring and regular review.

2. System for checking compliance with the EED, Article 6, and for procurement of energy efficient catering equipment and supplies.

3. Implementation of best practice measures Evidence of implementation of Carbon Trust Sector Guide CTV035

for Food preparation and catering. Taking on board learning from BIS – Procurement compact the Best Practice Government Buying Standards are used for

procurement of: Domestic Dishwashers; Commercial cooking equipment, including ovens, fryers and steam cookers; Domestic fridge freezers

Where no GBS covers an appliance, Ecolabel or equivalent is relevant.

Please describe the management systems that your organisation maintains in order to continually improve its energy performance, both within its internal operations and those located at sites under the control of the contracting authority. Please provide evidence of monitoring, review and improvement of energy performance.

Please describe what energy performance criteria your organisation uses when procuring catering equipment and supplies.

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Energy efficiency directive: Provide an explanation of how you will ensure that in respect of contracts with central govt depts. and agencies all relevant products and buildings comply with Article 6 of the EED. This requires the default standard to be met unless there is clear evidence that this is not cost-effective, economically feasible or the products are not technically suitable, consistent with wider sustainability standards or with effective competition.


Contract Management KPIs TBC

3.2 Water


Kitchen taps shall meet the minimum Government Buying Standard.

Tap water shall be visible and freely available, and such provision shall be promoted.

Pre-bottled water (mineral or spring) shall not be included in the hospitality menu.

Award Criteria

Award Question(s)

N/A


N/A


TBC

3.3 Waste

Mandatory Criteria (technical specifications or

Food waste

Food and catering service suppliers which will supply on-site catering services must:

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contract performance conditions)

Take steps to minimise food waste in their on-site operations, using the indicative checklist from the Government Buying Standard (criterion #19) as a guideline on potential areas to cover;

Review and revise the actions they are taking with suitable regularity so as to continue to reduce food waste wherever possible; and

Feed back to clients on progress and results with suitable regularity.

The contracting authority shall check whether a separate food waste collection service can be provided. If the service can be provided, while achieving value for money, then it shall meet the best practice standard (see Government Buying Standard for Food and Catering Services).

Reducing Landfill

Where waste management is included in the contract, facilities shall be available to staff and customers for recycling cans, bottles, cardboard and plastics.

Paper products

The minimum Government Buying Standards for paper products shall apply where relevant e.g. disposables, such as kitchen paper, napkins, and cardboard cups

Award Criteria Waste minimisation: steps will be taken to minimise food wasteRelevant Factors

Systems in place for minimising food waste, as well as ensuring that all other waste is reduced, in accordance with the waste hierarchy.

A food waste minimisation plan in place. The plan includes actions and estimated quantifiable reductions. The supplier ensures that appropriate training is given to staff to ensure best practice in terms of food waste minimisation.

Food and drink to be consumed in restaurants and canteens served using cutlery, glassware, and crockery which are reusable and washable.

Disposable paper products meet the requirements of the EU Ecolabel, or equivalent.

Packaging waste (secondary & tertiary): Packaging waste in delivering food for the catering service is minimisedRelevant Factors

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Award Question

tertiary and secondary packaging consists of high (≥ 70%) recycled content cardboard; and

where other materials are used, the tertiary packaging is either reusable, or all materials contain some recycled content.

Waste disposal: a reliable food waste collection serviceRelevant factors

An appropriately-licensed separate food waste collection service is provided. The food waste collected goes for treatment to either an in-vessel composting

facility, or anaerobic digestion facility, or other suitable facility, as opposed to landfill.

NOTE: Waste collection may be part of the catering service contract or may be part of an overall site waste management contract.

Please describe the measures that your organisation is taking to minimise waste in all stages of food production and food service, including any measures taken to minimise packaging waste.



TBC

Social & Economic Value

4.1 Fair & ethical trade (supply chain)


1. At least 50% of tea and coffee must be produced in accordance with fair trade standards.

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Award Criteria

Award Question(s)

The contractor works to improve labour conditions and other ethical aspects of its direct and indirect supply chain.

Relevant factors

Where food is sourced from states that have not ratified the International Labour Organization Declaration on Fundamental Principles and Rights at Work (1998), or are not covered by the OECD Guidelines for Multinational Enterprise, the supplier of catering and food services shall carry out due diligence against ILO Declaration on Fundamental Principles and Rights at Work (1998).

Dairy products must meet the Voluntary Code of Practice on Best Practice on Contractual Relationships. http://www.dairyuk.org/code-home

Where food is sourced from countries that have not ratified the ILO Declaration on Fundamental Principles and Rights at Work (1998), or are not covered by the OECD Guidelines for Multinational Enterprise audits have been conducted against social / ethical supply chain standards e.g. SA8000 compliance, audit evidence for Ethical Trade Initiative (ETI) Base Code compliance, or equivalent.

Higher proportions of tea and coffee procured is produced in accordance with fair trade standards. E.g. 100%

Procurement of other produce e.g. bananas, cocoa is in accordance with fair trade standards.

Please describe how your organisation is working to improve labour conditions and other ethical aspects of its direct and indirect (supply chain) operations.



TBC

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Notes The ILO Declaration covers four Fundamental Principles:

Freedom of association and the effective recognition of the right to collective bargaining

Elimination of all forms of forced or compulsory labour Effective abolition of child labour Elimination of discrimination in respect of employment and occupation

http://www.ilo.org/declaration/lang--en/index.htm

4.2 Equality & diversity


Catering and food service suppliers operating in the UK shall have a written equality and diversity policy to implement the relevant requirements of UK Equality Act (2010).

Award Criteria

Award Question(s)

The extent to which the organisation has promoted equality and diversity.Relevant factorsEvidence that policy is actively implemented, KPIs are monitored and improvement actions linked to policy objectives are planned and executed.

Investors in People certification or equivalent

Please describe what your organisation has done to promote equality and diversity, what outcomes it has achieved and what plans it has for further improvement.


Contract Management

Workforce composition metrics (e.g. gender representation, ethnicity, disability, age, religion & belief, sexual orientation, carer/non-carer, working pattern)

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KPIs

4.3 Inclusion of SMEs


The contractor must:1. Advertise all food-related tenders to SMEs.2. Take and report on steps to remove barriers for businesses of all sizes to

compete for all contracts along the supply chain for this contract.

Award Criteria

Award Question(s)

Good systems in place to ensure that SMEs are able to compete and barriers are reducedRelevant Factors

i) Contracts are broken into “lots” to facilitate bids from small producers;ii) Contract documents are simplified, with a degree of standardisation.

Requirements are clearly stated, up front;iii) Contract lengths are geared to achieve the best combination of price and product;iv) Longer-term contracts are offered to provide stability;v) Tenders are widely advertised;vi) Potential bidders are advised on how to tender for contracts;vii) Projects to help small producers do business are undertaken;viii) Social enterprises are encouraged to compete for contracts;ix) Small producers and suppliers are made aware of sub-contractors/suppliers, so

that they know who to do business with;x) The inclusion of small and local producers is encouraged by specifying more

fresh and seasonal produce.xi) Competition on quality rather than brand

Fair treatment for suppliersRelevant factors

Suppliers of food and catering services provide fair and prompt payment terms for their supply chain e.g. 30 days maximum.

Length of contracts and notice period

Describe your organisation’s processes for ensuring there is open and fair competition for its supply chain.

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Please describe how your organisation facilitates bids from SME suppliers.

Describe your organisation’s approach to ensuring fair treatment of its suppliers.



% SME suppliers (by value, or other metric where commercially sensitive)

Notes

4.4 Local & cultural engagement


N/A

Award Criteria Systems in place to ensure that local food traditions are taken on board, that provenance is communicated, and that there is greater engagement with the origin of food and its growing and cookingRelevant factors

Provenance of food is communicated and celebrated. Food served supports local food traditions, as well as the cultural diversity of the

area. Foods with local or regional significance e.g. those with protected designation of origin

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Award Question(s)

(PDO), protected geographical indication (PGI), or traditional specialties guaranteed (TSG) status, are incorporated within menus to give them cultural value.

Opportunities to influence more sustainable choices are acted upon, for example targeting healthier breakfasting habits.

Consumers are encouraged to cook with fresh ingredients themselves where appropriate. The development of skills & knowledge related to food and food preparation is encouraged.

Consumers are connected with farmers through, for example, communication materials, engagement programmes, educational programmes, open days etc.

Please describe what your organisation will do to encourage consumers to feel more connected to the food that they eat, and to foster a sense of community & place.


Use of local heritage varieties and rare breeds?


TBC

4.5 Local economy


N/A

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Award Criteria

Award Question(s)

Developing connections with the local economy

Relevant factors

Efforts made to investigate local/regional suppliers, e.g. making inventory of local producers and suppliers.

Working to create supply networks or hubs to assist local businesses Other action taken similar to what would be expected under the Public Services

(Social Value) Act

TrainingRelevant FactorsApprenticeships and work experience offers?

Please set out the actions you will take to improve the local economy through the provision of food and catering services to the contracting authority, and how your organisation will secure these opportunities.

NOTE: the local economy is that within the area where the food service is being delivered, rather than local to sites where the food is processed.



TBC

Notes The Public Services (Social Value) Act 2012 requires that the contracting authority consider:

“(a) how what is proposed to be procured might improve the economic, social and environmental well-being of the relevant area, and

(b) how, in conducting the process of procurement, it might act with a view to securing that improvement.”

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Quality of service provision

5.1 Timeliness and Reliability


[input welcome in this respect]

Award Criteria

Award Question(s)



5.2 Customer satisfaction

Criteria proposed for technical specifications

N/A

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Award Criteria

Award Question(s)

Tasty and well-presented foodRelevant Factors

Suppliers undertake regular customer satisfaction surveys. Evidence that management systems support the linking of customer feedback to

improvements in customer satisfaction. Menu cycle of 3 weeks or more to ensure variety Use of blind-tasting panels (as used by MoD and MoJ) to promote

Please describe how your organisation will ensure that the food it serves is tasty, well-presented and professionally served.


Consumers involved in selection of new lines / recipes


5.3 Administration


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Award Criteria

Award Question(s)

Steps taken to reduce administrative inefficienciesRelevant factorsStreamlined invoicing systems, e.g. monthly rather than dailyOnline ordering and billing

What steps will you take to increase administrative efficiencies in respect of the catering contract?



Notes

Note: Further legal consideration of this table will be undertaken during the stakeholder review period, taking on board the revised EU Public Procurement Directives.

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Annex B: Costs and benefits of implementing the balanced scorecard Annex B summarises some potential costs and benefits which are likely to arise from the implementation of the balanced scorecard. They are broken down between economic, environmental and social. The purpose of this document is to provide insight into the magnitude of the costs and benefits of each of the criteria and sub-criteria, with a view to inform the weightings for the balanced scorecard. We appreciate stakeholder feedback relating to the magnitude of each of these, and whether the costs and benefits listed here are broadly correct. Please let us know if you have any comments on this, and if there are additional costs and benefits not listed here which you think should be included. Moreover, if you are aware of any evidence or data which will help us verify (and if possible, quantify) these costs and benefits please let us know.

Production Standards

Economic(Business, Government, Labour market, consumers)

CostsSupply chain management

- There may be an extra cost to suppliers of implementing a reporting system for supply chain management, but we expect this is not significant considering existing rules on traceability, UK production standards and reputational issues for caterers.

Animal welfare/biodiversity/pollution/land management

- There may be an extra cost to government of complying, as food that meets these standards can be more expensive. Provisional Defra calculations indicate that there would be an increase in overall costs to taxpayers and private sector (consumers and caterers) of between undiscounted £69m and £125m over the 10 year period1. This higher cost may be

Benefits- We would expect there to be a higher proportion of food that

actually meets UK standards of production as a result. This will mean a lower risk of farmers who meet those standards being undercut by those who don’t meet them. We expect that this will be of benefit to the UK food and farming sector which is largely subject to assurance schemes, and may stimulate some rural growth.

- There will also be a decreased risk of crises of provenance such as horsemeat fraud (and consequent repercussions).

- By having higher levels of confidence in production standards and supply chains, we would expect a level of increased demand and therefore revenues in central government canteens and other customer-funded catering in the wider public sector.

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passed on to consumers

Environmental - If there is an increase in compliance with UK production standards, which are the same as EU standards for environmental aspects, there would be improvements in terms of biodiversity, pollution and land management.

Social - Due to the public valuing higher production standards, particularly animal welfare standards, we expect there would be an improvement in wellbeing among the public (even if they do not consume the product, or if it is produced abroad). Good standards of production have an existence value.

Health and Wellbeing


CostsVariety and seasonality

- There may be a transitional cost in terms of administration incurred by businesses (and passed on to final purchaser) of shifting to more seasonal produce e.g. the cost of rewriting menus, identifying producers etc.

BenefitsVariety and seasonality

- Economic theory suggests that during periods of high supply (seasonal gluts), costs of produce will fall. If suppliers make greater use of seasonal gluts there are potential cost savings to businesses.

Better Nutrition- Poor diet, including consumption of too much energy, saturated

fat, salt, added sugars and insufficient amounts of fruit, vegetables, oily fish and fibre is associated with increased risk of cardiovascular disease, diabetes and some cancers. Where intakes of energy are greater than needs this can lead to overweight and obesity itself impacting on poor health. Health problems due to being overweight or obese are associated with a cost to the economy in excess of £5bn per year2. As better nutrition has been linked with better health it may indirectly lower

1 Costs based on two different scenarios- contact Defra for details of calculations2 https://www.gov.uk/government/policies/reducing-obesity-and-improving-diet

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https://www.gov.uk/government/policies/reducing-obesity-and-improving-diet

these costs. It could also positively affect the economic performance in future generations e.g. through fewer workdays lost to sickness in future. By giving recognition to those contractors who offer healthier food, we can expect even better health outcomes.

Environmental - Healthier food can be expected to be more appealing and lead to less food waste.

Social Variety and Seasonality- Increasing use of seasonal and local food may lead to better

engagement with food and production methods. This may have an indirect benefit of increasing wellbeing, as people value knowing where their food comes from.

Better Nutrition- Poor diet is associated with risk of overweight, obesity,

cardiovascular disease, diabetes and some cancers. Therefore improving nutrition in public sector institutions may have an indirect benefit of encouraging healthy eating in other areas of life, leading to reduced morbidity and mortality among the population.

Nutrition Labelling- Helps consumer make informed decisions in order to achieve a

healthy balanced diet – the benefits of which are mentioned above.

Food Safety and Hygiene- There are health benefits of reducing the risk of illness, which

will mean reduced costs to health services and an indirect benefit of improved wellbeing of consumers.

Traceability/ Labelling- The public will be more aware of where food comes from.

Benefits linked to improved production standards and existence values (above).

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Resource Efficiency


CostsWaste

- There may be administrative costs of setting up better waste management and recycling systems, however these shouldn’t be significant.

- Less landfill means reduction in tax revenue for government, but this is compensated for by smaller Landfill Tax payments by authorities, so this is a neutral impact overall.

Energy Efficiency- Some businesses may incur upfront costs of

ensuring compliance to energy efficiency requirements. However, most are likely to already comply with the minimum criteria which are outlined in the previous GBS.

Benefits- Short supply chains can be more flexible, as it is easier for

procurers to contact suppliers directly to adjust orders, whereas importing for long distances may be harder to do. This flexibility could reduce waste.

- The reduction in waste will mean reduced costs of disposal, and reduction in landfill tax charges incurred by businesses.

- Increased energy efficiency should lead to ongoing cost savings to businesses.

Environmental - Reducing waste to landfill will lead to a reduction in methane emissions.

- Reducing waste and increasing recycling will mean less use of raw materials and fossil fuels in production (e.g. of packaging), reducing costs to business and the environment. It may also help the UK move towards a circular economy.

- Increased composting of food waste will mean reduced landfill costs and a cheaper source of compost or soil improver for UK businesses.

Social Reducing carbon emissions and waste to landfill will have social benefits, in particular in the longer term.

Social and Economic

Economic(Business,

Costs- Businesses may incur administrative costs of

BenefitsLocal Cultural Engagement

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Government, Labour market, consumers)

implementing ethical standards.- There may be additional ongoing costs of

ensuring these standards are consistently met.

- Enhancing local cultural engagement within public procurement may yield the indirect benefit of encouraging consumers to buy more local produce in their personal consumption.

Local Economy- Enabling local farmers and suppliers to supply contracts, helps

develop local supply chains.

Environmental - There may be some benefits in terms of reduced carbon emissions in the transport stage, but these benefits may be countered by higher emissions in the production process.

Social Fair and ethical trade- Ethical trade has an existence value - the public value it even if

they do not consume the product. Therefore, with improved standards we expect there would be an improvement in wellbeing among the public (even if they do not consume the product).

- The requirements may lead to an improvement in working environment and therefore wellbeing of the workers whose condition has improved.

Local Cultural Engagement- Buying more local produce and understanding local provenance

is likely to reduce anxiety associated with longer supply chains which has arisen post horsemeat fraud.

- It also improves community spirit and wellbeing as more citizens increase their involvement in the local community and feel more connected to their food and community.

Quality of Service Provision


Costs- Higher quality ingredients may cost more and

there are costs in sourcing new suppliers.

Benefits

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Environmental - If food is better quality, there is likely to be less food waste as people are more inclined to finish meals. Therefore businesses will enjoy the indirect benefit of lower disposal costs.

Social - Consumers are likely to be more satisfied if fed higher quality, tastier meals, and as a result enjoy higher wellbeing. This may have other benefits such as, for example, less disruption or complaints in schools, prisons, and hospitals.

- Social benefits to people working in restaurants of serving good food and cooking.

- Finishing meals means better nutritional intake (link to nutritional benefits listed above).

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Documents

The British Food Plan - Eating Better :: For a Fair … · Web viewThis stakeholder review seeks your views on the balanced scorecard, and its use in letting procurement contracts