Professional Practices Visitation
University of Montana
October 29 – November 2, 2006
The National Association of College & University Food Services
2525 Jolly Road, Suite 280 • Okemos, Michigan 48864-3680 USA
Phone (517) 332-2494 • Fax (517) 332-8144 • www.nacufs.org
PROFESSIONAL PRACTICES
VISITATION REPORT
October 29 - November 2, 2006
University of Montana
Missoula, Montana
TEAM MEMBERS
Mr. Arthur Korandanis
Director of Auxiliary Services
College of the Holy Cross
Worcester, MA
Ms. Mona Milius
Assoc Director Residence/Dining
University of Northern Iowa
Cedar Falls, IA
Ms. Sharon Coulson
University of California - Davis
Associated Students
Davis, CA
Mr. Blake Widdowson
Associate Director Dining Service /Fin
& Retail Enterprises
University of Richmond
Richmond, VA
Ms. Patricia Lee Klos
Director Dining & Business Services
Tufts University
Medford, MA
Printed in the United States
Copyright © 2006 The National Association of College & University Food Services
All rights reserved. No part of this publication may be reproduced or
transmitted in any form or by any means, electronic or mechanical, including
but not limited to photocopying, recording or by any information storage and
retrieval system, without the prior express permission in writing from the
National Association of College & University Food Services.
The National Association of College & University Food Services
2525 Jolly Road, Suite 280
Okemos, MI 48864-3680
Phone: (517) 332-2494
FAX: (517) 332-8144
Web: http://www.nacufs.org/nacufs
University Dining Services
Professional Practices Review
Abstract
University Dining Services (UDS) completed a comprehensive peer review called
the Professional Practices Review in fiscal year 2007. UDS first completed a self
assessment based on the National Association of College and University Food Services
(NACUFS) Professional Practices Manual. Following the self assessment, a team of
professionals from the university food service industry was invited to The University of
Montana to assess our operations. A comparison of the self assessment and team’s
findings were completed for each chapter. Action plans were developed for each practice
requiring change.
Background
University Dining Services enriches the campus community through outstanding
cuisine and guest service as we gather for dining, learning, and celebrating.
UDS is a self-operated state auxiliary, providing for the foodservice needs of the
multi-campus community of The University of Montana. UDS welcomed the
opportunity to participate in a Professional Practices review and will use the findings to:
1. Ensure that UDS is performing in accordance with professional standards.
2. Gather information to help the department grow strategically.
3. Provide best practices education for the staff.
4. Use organized peer review as a great assessment tool.
5. Focus on departmental weaknesses to prioritize change and allocation of
resources.
6. Drive strategic, operations, and capital plans.
Assessment Procedure
The NACUFS (National Association of College and University Food Services)
Professional Practices Visitation Program provides colleges and universities with a
voluntary and non-binding operational review of their food service departments. The
reviews are based on the Professional Practices in College & University Food Services
Manual (PPM), published by NACUFS. The PPM is an assessment guide and
professional development tool. Visitation teams use the PPM to review the degree to
which best practices are being met in an operation.
The Professional Practices Visitation Program uses experienced food service directors
and senior managers (listed below) to conduct on-site diagnostic reviews. Host
institutions receive both oral and written reviews. All recommendations are voluntary
and are aimed at improving an institution’s food services by comparing current
conditions with the best practices outlined in the PPM.
The PPM is organized into principles, supported by best practices. The manual is
comprised of fifteen chapters, listed below.
Professional Practices Manual Chapters
1. Professionalism
2. Organization
3. Planning
4. Marketing
5. Operational Controls
6. Human Resources
7. Menu Management
8. Purchasing/Receiving/Storage
9. Food Safety
10. Service Management
11. Safety and Security
12. Facilities Management
13. Technology
14. Capital Improvement
15. Contract Services
In December of 2005, UDS assigned the 15 chapters from the NACUFS
Professional Practices Manual to team leaders and committees. Committees were
comprised of UDS and non-UDS members as we involved key stakeholders in the self
review process.
The committees met and reviewed each chapter in detail. The entire UDS
Management team reviewed the committees work and submitted comments. This self
review was sent to the peer review team comprised of the following individuals:
Team Leader:
Arthur Korandanis, Director of Auxiliary Services, College of the Holy Cross
Sharon Coulson, Foodservice Director, University of California-Davis
Mary Lou Kennedy, Director of Dining & Bookstore Services, Bowdoin College
Patti Klos, Director of Dining Services, Tufts University
Mona Milius, Associate Director of Residence/Dining, University of Northern Iowa
Blake Widdowson, Associate Director of Cash Operations, University of Richmond
Christine McLane, NACUFS Member Services Coordinator
On Thursday, November 2nd, the visitation team presented an oral report of their
findings to UDS Senior Management, the Vice President for Student Affairs and other
UM executive officers. A formal written report was submitted to UM President
Dennison, Vice President Teresa Branch and the UDS Senior Management Team.
Following the publication of the review committee, chapter chairs were asked to
review any areas where discrepancies existed and investigate. Short term action plans
were developed and completed for any immediate needs, and other areas were flagged for
attention during our strategic planning process and for upcoming Unit Operations Plans.
Findings
The overall findings of the Professional Practices team were very positive for
UDS. We tended to be much more critical of our operations in our self review. Specific
areas for improvement included:
1. A better recruitment, orientation and training process should be developed for
all staff.
2. Communication within the department should be improved, especially
between operations and between management and classified staff.
Recommendations



Recruitment, orientation and training will be addressed by the new Assistant
Director for Training and Staff Development
Overall communication is being addressed by the UDS Senior Staff and unit
specific management.
Other specific details or action plans are being incorporated into the UDS 20082013 Strategic Plans and in Unit Operational Plans as appropriate.
Chapter 1. Professionalism
1-5
Table of Contents
Topic
Page
What is NACUFS? .................................................................................................. iii
NACUFS Mission Statement, Purpose, & Code of Ethics .................................. iv
Preface ........................................................................................................................v
The Professional Practices Visitation Report ...................................................... vii
1.
Executive Summary
Chapter
2.
Organization
2.1
Vision/Mission
2.2
Structure
2.3
Policies and Procedures
3.
Planning
3.1
Situation Analysis
3.2
Long Term Planning
3.3
Short Term Planning
4.
Marketing
4.1
Market Research/Assessment
4.2
Marketing Plan
4.3
Customer Relations
4.4
Advertising
4.5
Merchandising and Promotions
4.6
Public Relations
5.
Operational Controls
5.1
Data Management
5.2
Financial Accountability
5.3
Cashier Controls
5.4
Wage and Payroll Controls
5.5
Tax Reporting
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
8.
Purchasing/Receiving/Storage
8.1
Purchasing Function - General
8.2
Purchasing Specifications
8.3
Vendor Relations
8.4
Ordering
8.5
Receiving
8.6
Storage
8.7
Issuing
8.8
Inventories
8.9
Payables
9.
Food Safety
9.1
Food Safety Codes
9.2
HACCP
9.3
Personal Sanitation
9.4
Preparation
9.5
Cooking
9.6
Holding and Distribution
9.7
Cooling and Storage
9.8
Re-use
9.9
Cleaning and Sanitizing
9.10 Inspections
10.
Service Management
10.1 Service Philosophy
10.2 Service Controls
10.3 Board Operations
10.4 Retail Operations
10.5 Nutrition Education
10.6 Catering Operations
10.7 Alcoholic Beverage Operations
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
1-6
Chapter 1. Professionalism
1-7
WHAT IS NACUFS?
The National Association of College & University Food Services is the trade association for
foodservice professionals at more than 625 institutions of higher education in the United States,
Canada and abroad.
Founded in 1958, NACUFS provides members with a full-range of educational programs,
publications, management services, and networking opportunities.
In addition to colleges and universities, over 400 industry suppliers are members of the
association. These companies exhibit at national and regional showcases, serve on standing
committees, and participate in various educational conferences.
NACUFS is governed by a national board of directors and six regional councils and uses
volunteer committees, project teams, and professional staff to deliver service to its members.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1-8
Mission Statement
The mission of NACUFS is to promote the highest quality of foodservice on school, college and
university campuses by providing educational and training opportunities, technical assistance,
related industry information, scholarships, and support for research to the membership.
Purpose
The purpose of NACUFS shall be:
• To advance the highest standards of foodservice on school, college and university campuses;
• To provide a medium through which its members may jointly advance and promote their
common interests, goals and objectives;
• To provide information and assistance to membership by means of conferences, programs,
publications, discussions and research;
• To advance the cause of good nutrition;
• To work cooperatively with professional associations in the fields of higher education and
the foodservice industry towards the attainment of compatible objectives.
Code of Ethics
NACUFS members shall:
• Promote the highest standards of food, customer service, nutrition, food safety, and
sanitation;
• Maintain the highest standards of professional and personal conduct;
• Perform all business activities in a manner that is consistent with the policies of their
employers and NACUFS.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1-9
Preface
Creating Professional Practices in College and University Food Services has been the largest
professional development activity NACUFS has ever undertaken. One hundred seventy-eight
NACUFS members responded to a needs analysis questionnaire and more than 50 members
volunteered their time to work on reviewing, rewriting and editing. The result is a premier
resource for defining excellence in college and university food services.
The Professional Practices Manual (PPM) is built on the foundation of the NACUFS Mission,
Purpose and Code of Ethics. The PPM is a tool for identifying how a food service department
measures against an ideal set of operational characteristics, while taking into account the needs
specific to that institution.
The PPM also served as the guiding document for the review requested by University of
Montana. The objective of this review is to determine the status of implementation of each
applicable principle and accompanying practices, and offer suggestions for further
implementation to achieve the spirit of these voluntary and non-binding guidelines within the
vision and mission of the department.
The writers of the PPM considered the food service needs of schools ranging from the smallest
community college to the largest comprehensive research university. Each NACUFS member is
different; therefore, each school uses different processes and techniques to achieve its mission
and best serve the campus community. The goal of each member school should be to implement
the principles and practices necessary to support students, the food service department and the
university community. The vision and mission of each food service department and the
institution it serves should be the cornerstones of all activities and services provided by the
department.
We believe that the PPM identifies "principles of best practice" that will help define the
profession of college and university food services into the 21st century. Food service
departments contribute to the campus community by providing different service styles and
locations, by encouraging interaction between customers and staff, and by being responsive to
the culture of each campus. There is no one right or wrong way to organize college and
university food service departments, provide products and services to customers or implement
the PPM. NACUFS intends the PPM to be one of many good resources available for improving
operations and services.
The sequence of chapters in the PPM provides an organizational model to facilitate development
of a food service department from the ground up. This format provides the user a logical
sequence to aid in finding information.
NACUFS makes the PPM available to it members as a service, with the understanding that it is a
set of voluntary and non-binding guidelines for food service departments. While the association
provides the PPM primarily as an internal development tool, members may also use it as a basis
for developing food service policies and procedures, as an internal audit guide, as a checklist for
training and development and as a framework for communication.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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The decision by your institution to implement these principles and/or practices or request peer
assistance through NACUFS, is entirely voluntary.
NACUFS members who participate in peer review teams do so as volunteers. The association
does not assume any legal responsibility for the use or application of the principles and/or
practices or peer assistance in any situation associated with such implementation.
The key to successful use of the PPM is as a guide for self-study. Through a self-study, the
dining service department thoroughly assesses whether it meets the spirit and intent of the PPM.
By using Professional Practices in College and University Food Services as a guide, each
NACUFS member has an opportunity to become a leader in their campus community.
A number of published resources were used in developing the PPM. We recommend that those
who use the manual also make full use of published resources from your institutions’ library,
local libraries, the Internet and your own professional reference library.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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The Professional Practices Visitation Report
Throughout the Professional Practices Visitation Report, there is a rating scale for each practice.
The NACUFS members who developed the PPM, on which this report is based, believe that
implementing the principles and practices will improve the overall professionalism of the food
service department. However, implementation of any or all aspects of this report is voluntary and
NACUFS in no way mandates implementation of the principles or practices.
The rating scale does not lead to an overall score. The scale focuses the assessment of each
practice individually compared to processes that the food service department currently uses.
Individual principles and practices should interact with and support each other and not stand
alone. As each component of a food service department is part of a total organization, individual
principles and practices are part of the total report. We encourage you to consider the purpose of
the entire report and not limit your focus to one or a few principles and practices.
The review team used this same rating scale in making its assessment. In addition, the team
comments offered additional oral and/or written remarks. The focus of both the internal and
external review processes is to continually improve the quality of the food service department
through ongoing assessment, analysis and implementation of professional principles and
practices.
Status of Practices Key:
Y
N
PI
E
NA
Yes There is clear evidence the department has fully implemented this practice.
No There is little or no evidence of implementation of the practice.
Partially Implemented The department has implemented the practice in some, but not
all, appropriate areas, there is institutional shared governance of the practice, or the
implementation is in process but not complete. The reviewer should state the
reasons for determining the partial implementation status.
Exempted The department follows this practice but another department on campus
administers it. Explain in comments section.
Not applicable The practice does not apply in this food service department.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 12
Section 1.1 Legal Impact
Principle:
The foodservice department respects all laws, regulations, and
policies, and demonstrates full compliance with legal and regulatory
requirements.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
1.1.1
A system is in place for keeping the department informed of
changes and developments in laws, regulations, and policies
affecting the department. (Cross-Reference: 2.3.10; 2.3.11; 2.3.12)
The dining services department has a good relationship with the
legal counsel as well as the Environmental Health and Safety
Department. They are promptly advised of changes or developments
that may affect the department.
Y
1.1.2
The department is in full compliance with all applicable
federal, state, and local laws and regulations, as well as
departmental and institutional policies. (Cross-Reference: 5.4.1;
5.5.1; 6.1.2; Sec. 6.2; 6.6.8; 6.11.4; 6.11.8; 6.13.1; Sec. 6.15; 8.5.5; 8.6.1; Sec.
9.1; 9.4.7; 9.9.13; 10.6.3; 10.7.2; 10.7.3; Sec. 11.1; 11.2.8; 11.2.18; 11.4.8; Sec.
12.1; 12.2.3; 12.2.9; 12.4.12; Sec. 12.5; Sec. 14.3; 15.6.8)
Y
1.1.3
Departmental managers inform staff members and
customers, where appropriate, of laws, regulations, and
policies that might affect their behavior or rights while on
the food service department’s or institution’s premises. (CrossReference: 6.4.2; 6.6.12; Sec. 6.15)
Y
1.1.4
Reports prepared in compliance with laws, regulations, or
policies governing business activity, financial accountability,
and taxation are accurate and honest, submitted on or before
deadlines, and satisfy applicable legal or regulatory
requirements. (Cross-Reference: 5.2.3; 5.2.4; 5.2.11; Sec. 5.5; 6.2.5; 11.1.5)
Y
1.1.5
Staff members cooperate fully with governmental agencies
that inspect or audit the activities of the department. (CrossReference: 9.9.14; 9.9.31; Prin. 9.10; 11.1.3; 11.2.7; 11.2.36; 11.2.37; 11.2.48;
14.3.7)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 13
Section 1.1 (continued) Legal Impact
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
1.1.6
The department is in full compliance with all requirements
for regulatory permits and licenses, as applicable under
federal, state, or local laws and regulatory codes. (CrossReference: 1.1.2; 10.7.2)
The dining services department is viewed as very pro-active with
regard to pending regulation changes. The department is usually
aware of changes and has strategies to address them.
Y
1.1.7
The department controls (prevents) the sales and service of
restricted products, such as alcoholic beverages and tobacco
products, to minors. (Cross-Reference: 10.4.15; 10.7.8)
Y
1.1.8
The department monitors alcoholic beverage sales and
service and discontinues the sale or service of alcohol to any
individual who is exhibiting physical signs of alcohol
impairment. (Cross-Reference: 10.6.3; 10.7.5; 10.7.6; 10.7.7)
Catering serves alcohol at University Foundation events and handles
the service appropriately. An outside vendor is used for all cash bar
events.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 14
Section 1.2 Integrity
Principle:
The foodservice department promotes an atmosphere of
professionalism, integrity, and ethical behavior in dealing with
colleagues, students, administration, faculty, and the public.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
1.2.1
Orientation and training activities for all staff members
include principles of professional ethics, honesty, and
integrity related to job duties and responsibilities. (CrossReference: 2.3.14; Sec. 6.5.3; 6.6.14; 8.1.3; Sec. 8.3)
Y
1.2.2
Departmental guidelines for behavior emphasize honesty,
fairness, and integrity in a manner consistent with the
NACUFS Code of Ethics. (Cross-Reference: 6.5.3; 6.6.14)
Y
1.2.3
The behavior of staff members indicates that the department
has incorporated a professional code of ethics into the way
staff members act in the workplace. (Cross-Reference: 6.5.3; 6.6.14;
8.1.3)
Y
1.2.4
Departmental management personnel thoroughly investigate
and document each alleged violation of the code of ethics in
a timely manner, and follow through with appropriate
corrective action. (Cross-Reference: Sec. 6.11)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 15
Section 1.3 Community Involvement
Principle:
The staff members of the foodservice department make a positive
contribution to the educational, social, and economic development of
the campus and local community.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
1.3.1
Departmental management encourages staff members to be
involved in campus events, task groups, and campus and
local community organizations, when appropriate, to help
those activities and organizations achieve their goals. (CrossReference: 1.3.2; 4.6.6; 4.6.7; 6.8.8)
Y
1.3.2
Staff members occasionally serve as guest lecturers both on
and off campus on professional topics or issues related to
their positions at work. (Cross-Reference: 10.5.2)
Y
1.3.3
Specialists in the department, such as registered dietitians,
write articles for publication in news, trade, and professional
publications. (Cross-Reference: 4.6.3; 4.6.5; Sec. 10.5)
Y
1.3.4
Senior departmental management invites community leaders
to tour the department’s facilities and dine as guests of the
department. (Cross-Reference: Sec. 4.6)
Y
1.3.5
Staff members of the department distribute brochures and
other informational materials to campus and external
community organizations, describing the department and its
services. (Cross-Reference: Sec. 4.6; Sec. 10.5)
Practice#:
Comments:
Section 2.1 Vision/Mission
Principle:
The foodservice department has clearly defined and communicated
its vision and mission to staff members to provide the focus for
departmental behavior.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Y
2.1.1
1 - 16
The department’s vision and mission statements are
consistent with the institution’s vision and mission. (CrossReference: 2.1.2; 2.2.6; 3.1.3; 3.1.5; 3.1.8; 3.2.6; 4.1.1; 4.2.3; 6.5.3; 6.6.3; 6.6.5;
6.9.1; 15.1.2; 15.5.1)
Y
2.1.2
The departmental vision statement is brief, clarifies the
desired direction and market position for the department, and
provides a basis for establishing long-term priorities. (CrossReference: 3.1.3; Sec. 3.2; 4.1.1; 4.2.3)
Y
2.1.3
The department’s mission statement clarifies the
department’s identity, constituency, and primary purpose for
existing. (Cross-Reference: 3.1.3; 3.1.5; 4.2.3)
Y
2.1.4
Management personnel developed the vision and mission
statements of the department with participation from all
levels of staff, plus individuals from outside the department,
as appropriate. (Cross-Reference: 3.1.5; Sec. 3.2)
Y
2.1.5
Staff members of the department review the vision and
mission statements at least annually and revise them, if
needed, to reflect changes in long-range direction, identity,
constituency, and departmental focus. Following the review,
departmental management is timely in communicating
changes to upper administration and individuals and groups
impacted by the change. (Cross-Reference: 2.3.10; 3.1.5; Sec. 3.2; 3.3.1)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 17
Section 2.1 (continued) Vision/Mission
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
2.1.6
The departmental vision and mission statements are widely
disseminated throughout the department (e.g., in staff
member handbooks, manuals, web pages, planning
documents), institution, and external communities, as
appropriate. (Cross-Reference: 4.2.3; 4.2.7; 4.4.5; 4.4.6; 4.6.5; 6.9.1; 15.5.1)
The vision and mission statements need to be reinforced more
frequently beyond the initial hiring process.
PI
2.1.7
Staff members of the department emphasize the vision and
mission statements in orientation, training, staff meetings,
and performance review sessions. (Cross-Reference: 2.2.6; 2.3.14;
Sec. 6.5; 6.6.3; 6.9.1)
The guidelines are shared at employee orientation; additional review
and referencing would be helpful.
N
2.1.8
Staff members at all levels of the department are able to state
the departmental vision and mission and relate them to their
job duties. (Cross-Reference: 2.2.6; Sec. 6.5; 6.6.3; 6.9.1)
Most members cannot recite the statements, but some can relate the
key element(s).
PI
2.1.9
A clear sense of mission is evident in the way the staff
members make strategic and operational decisions in the
department and conduct day-to-day activities. (Cross-Reference:
Sec. 3.2; Sec. 3.3)
The service seems to be evident in the day to day operations;
however, the mission is not referenced as an integral part of the
decision-making process.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 18
Section 2.2 Structure
Principle:
The foodservice department has a logical system for defining lines of
authority and responsibility, assigning span of control, and
delineating individual job responsibilities to achieve the mission of
the department while maximizing efficient and effective use of
human resources.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
2.2.1
Organizational charts or other graphic representations
visually depict the lines of authority, areas of responsibility,
and reporting relationships within the department. (CrossReference: 2.2.6; 2.2.7)
Y
2.2.2
The organizational structure provides a logical, effective, and
efficient framework for operating the department. (CrossReference: 2.2.5; 2.2.6; 2.2.7)
As positions become vacant, the department reviews the
organizational structure before automatically hiring a replacement.
Y
2.2.3
Position titles are descriptive of job functions and are gender
neutral. (Cross-Reference: 6.1.1)
PI
2.2.4
Management personnel delegate decision-making authority to
the lowest appropriate level, permitting staff members to
exercise personal discretion in performing their jobs. (CrossReference: 2.1.9; 3.3.5; 10.7.5)
This practice depends on the situation and the manager’s willingness
to delegate and the employee’s capacity to “own” the decision.
Y
2.2.5
The organizational structure reflects an unbiased commitment
to diversity and maximizing the potential of all staff
members. (Cross-Reference: 4.5.3; Sec. 6.8; 10.1.7)
There is a good balance between the potential to move up and hiring
from the outside for infusion of new ideas. The Culinary Skills
Workshop is a great example that provides support for the culinary
career ladder. This also creates pride and loyalty to the department.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 2.2 (continued) Structure
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
2.2.6
Staff members are fully informed of and provided opportunities
to discuss the department’s organizational structure,
reporting relationships, and formal communication channels
through a variety of means including orientation, training,
staff meetings, and performance review sessions, with a
focus on achieving the department’s vision and mission.
(Cross-Reference: 2.1.7; 2.1.8; 2.2.7; 6.5.3; 6.6.3)
Follow–up discussions to reinforce and integrate the department’s
vision and mission throughout all of the above communication
channels do not occur.
Y
2.2.7
Management personnel promptly communicate changes in
the organizational structure to all affected staff members.
(Cross-Reference: 2.1.7; 2.2.6; 2.3.10)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 2.3 Policies and Procedures
Principle:
The foodservice department has written up-to-date internal policies
and procedures covering each aspect of the operation.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
2.3.1
Departmental policies and procedures are consistent with
institutional policies and have the approval of the institution,
when appropriate. (Cross-Reference: 2.3.9)
Y
2.3.2
Departmental management follows a process for developing
policies and procedures that includes meaningful staff
member participation. (Cross-Reference: 2.3.10; 2.3.12; 4.3.1; 6.5.2)
Y
2.3.3
Policies and procedures facilitate achievement of the
department’s mission. (Cross-Reference: Prin. 2.2)
Y
2.3.4
Policies state rules of conduct, behavior, and practices staff
members consider essential to operating the department in an
orderly, safe, and accountable manner. (Cross-Reference: 1.1.3;
1.2.2; 6.5.3)
Y
2.3.5
PI
2.3.6
Procedures provide logical steps for implementing the
corresponding policy. (Cross-Reference: Prin. 2.2; 2.2.2; 2.3.6)
Policies and procedures are clear, free from ambiguous terms,
and easy to understand and apply. (Cross-Reference: 2.3.9; 2.3.10;
2.3.12; 6.5.2)
For the most part this practice has been met.
PI
2.3.7
Management of the department holds staff members
accountable for following policies and procedures. (CrossReference: 6.1.1; 6.5.3)
For the most part this practice has been met.
PI
2.3.8
Management of the department administers exceptions to, or
waivers of, policies and procedures fairly, and thoroughly
documents these exceptions. (Cross-Reference: 1.2.4; 6.7.2)
Not all exceptions have been documented.
(This section is continued on the next page.)
Section 2.3 (continued) Policies and Procedures
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Status:
1 - 21
Practices:
(Y, N, PI, E, NA)
Y
2.3.9
A process is in place that supports the revision of existing or
the development of new policies and procedures to meet the
changing needs of the department or institution. (CrossReference: 2.3.10)
The department is very close to meeting this practice.
PI
2.3.10 Staff members of the department review all policies and
procedures at least yearly, revise them as appropriate, and
promptly communicate changes to appropriate individuals
and groups. (Cross-Reference: 1.1.1; 1.1.3; 2.2.7; 2.3.9; 6.6.7; 6.7.6; 6.15.1)
The department is very close to meeting this practice.
Y
2.3.11
Management personnel disseminate policies and procedures
of the department widely throughout the department so they
are available for reference, as needed. (Cross-Reference: 1.1.3;
6.7.6; Sec. 6.15)
PI
2.3.12 Staff members discuss the application of policies and
procedures appropriate to specific positions during
orientation, training, staff meetings, and performance review
sessions to ensure clear understanding. (Cross-Reference: 2.2.6;
Prin. 6.5; 6.5.2)
Policies are reviewed during employee orientation.
Y
2.3.13 Appropriate management personnel clearly communicate to
the staff the department’s official stand and policies related
to campus or community issues that could impact the
operation of the food service department. (Cross-Reference: 6.5.2;
6.5.3; 11.2.24)
N
2.3.14 An up-to-date operations manual is available for reference and
training with topics such as current customer service
standards, uniform requirements, hours of operation, and
departmental policies. (Cross-Reference: Section 6.5)
Not every operation has an operations manual.
Practice#:
Comments:
Section 3.1 Situation Analysis
Principle:
The foodservice department uses a planning process that increases
the probability the department will successfully accomplish its
mission.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Status:
1 - 22
Practices:
(Y, N, PI, E, NA)
PI
3.1.1
Staff members of the department perform a situation analysis
each year before developing an annual marketing plan and
operating budget. (Cross-Reference: 2.1.5; 2.3.10; Sec. 3.1; 3.2.1; 3.3.1;
4.1.2)
There is not a departmental marketing plan.
Y
3.1.2
Departmental leadership manages the annual situation
analysis process in an efficient, effective, and timely manner.
(Cross-Reference: Prin. 2.2)
Y
3.1.3
The annual situation analysis includes a statement of present
conditions and reflects a clear understanding that the vision
and mission statements are the cornerstones and guides of
the department. The analysis focuses on determining where
the department is in relationship to its vision and mission.
(Cross-Reference: Sec. 2.1)
PI
3.1.4
The annual situation analysis includes market research, such
as customer satisfaction surveys, student, faculty, and staff
input, as well as a competitive analysis of on- and offcampus food service operations in terms of menu, pricing,
and targeted market segments. (Cross-Reference: 4.1.4; 4.1.6; 4.1.7;
4.1.8; 4.1.10; 7.7.2; 14.1.5)
Several aspects of this practice are considered and used. There is a
need to formalize the process.
PI
3.1.5
In the annual situation analysis, staff members of the
department review their shared values and consider how
these values relate to achievement of the vision and mission
of the department. (Cross-Reference: Sec. 2.1; 3.2.6)
The departmental vision statement is not considered in the process.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 23
Section 3.1 (continued) Situation Analysis
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
3.1.6
Staff members preparing the annual situation analysis
consider the challenges and opportunities presented by
changes occurring in the economic and political
environment. (Cross-Reference: 3.1.7; 3.1.10; 4.1.2; 4.1.3; 15.5.3)
PI
3.1.7
The annual situation analysis clearly defines the
department’s strengths, weaknesses, opportunities, and
threats (SWOT analysis) considering its position in the
marketplace. (Cross-Reference: 3.1.6; 3.1.10; 4.1.2; 4.1.3; 15.5.3)
Rating is partially implemented because a SWOT analysis is not
conducted. The assumptions section of the Operating Plan covers
some of this, but there was no evidence presented of a complete
SWOT analysis being conducted.
Y
3.1.8
The annual situation analysis addresses all known and
potential events and conditions that are likely to affect the
department as it strives to accomplish its mission and
achieve its vision. (Cross-Reference: 2.1.1; 2.1.3; 2.1.5; 2.3.9; 3.1.3; 3.1.6;
3.2.2; 3.2.6; 4.1.2)
Y
3.1.9
Appropriate staff members represent the department on
planning groups throughout the institution.
Y
3.1.10
In the annual planning process, the department considers and
evaluates the potential impact of planned changes within the
institution that might affect the department. (Cross-Reference:
2.3.9; 3.1.7; 3.1.8; 3.2.2; 3.2.11; 4.2.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 24
Section 3.2 Long-Term Planning
Principle:
The foodservice department has a formal, written long-range
strategic planning document that provides a vision of the future,
reflects the department’s long-range decision-making process, and
supports its short-term operational planning.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
3.2.1
A system is in place for developing, reviewing, revising,
updating, and communicating long-term strategic plans. The
long-term strategic plan is reviewed and updated annually.
(Cross-Reference: 3.3.1; 5.2.2; 13.1.1; 14.1.1; 15.2.4; 15.4.10; 15.5.2)
The most current strategic plan has expired and the findings from
this review will be used for developing the next plan.
PI
3.2.2
The long-term planning process projects the on-campus food
service needs for the next 6–10 years, or a timeframe
consistent with the institution’s long-term planning process.
(Cross-Reference: 2.1.2; Chap. 14; 15.2.4; 15.4.10; 15.5.2)
At this point, there is not a current strategic plan.
PI
3.2.3
The strategic planning team includes staff members, customers,
students, vendors, and institutional representatives. (CrossReference: 3.2.4; 13.2.1; 14.4.2)
All audiences listed in this practice were not included in the
development of the last plan.
Y
3.2.4
The strategic planning team includes a consultant
experienced in food services and service concepts, strategic
planning, financial management, technology systems, facility
design, and management, or other areas as needed to assist in
the strategic planning process. (Cross-Reference: 14.1.4; 14.1.6;
14.4.2; 15.2.3)
Y
3.2.5
The formality of the planning process is appropriate to the
size and staffing of the department. (Cross-Reference: 15.3.2)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 25
Section 3.2 (continued) Long-Term Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
3.2.6
Departmental management defines the goals for the period
covered by the long-term plan, consistent with the
department’s mission, vision, and values, and the
institution’s strategic plan. (Cross-Reference: 3.2.7; 3.2.8; 3.2.9; 3.2.11;
3.3.2; 3.3.3; Prin. 4.1; 4.2.3; 15.1.1; 15.5.2)
Y
3.2.7
Goals are realistic and achievable in relationship to the size
of the department, budgetary considerations, and the goals of
the institution. (Cross-Reference: 3.2.6; 3.2.8; 3.2.9; 3.3.2; 3.3.3; 4.2.3)
The department realizes the need to clearly define departmental wide
goals to make them realistic, achievable, and measurable.
The department administration demonstrated a clear understanding
of how goals should be written, measured, and part of the
performance appraisal process.
Y
3.2.8
Departmental management defines the standards or
benchmarks they use to measure the department’s progress
in achieving the long-range goals, which include such factors
as finances, quality, satisfaction, sanitation, and return on
investment. (Cross-Reference: 3.3.2; 4.2.3)
PI
3.2.9
Departmental management has processes in place for
evaluating departmental performance in relationship to goals
and plans and there is general agreement over what
constitutes acceptable levels of deviation from plans. (CrossReference: 3.2.8; 3.2.10; 3.3.2; 3.3.7; 4.2.3; 5.2.21; 5.2.22; 5.2.23; 5.2.24)
The budget office provides no guidance for acceptable deviations.
The department has a policy of adjusting the budget for any variance
over $1,000.
Y
3.2.10
Departmental management uses a formal corrective action
process for deciding what action is necessary to bring
unacceptable deviations from the plan back on course. (CrossReference: 3.2.9; 3.3.7; 5.2.21; 5.2.23; 5.2.24)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 26
Section 3.2 (continued) Long-Term Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
3.2.11
In its long-term plans, the department defines capital
improvement projects required to accomplish the specified
goals. (Cross-Reference: 13.1.1; 13.1.5; Chap. 14)
Y
3.2.12
Departmental management makes completed long-term plans
available to sub-units of the department and to the
appropriate institutional administration. (Cross-Reference: Sec. 3.3;
13.1.1; 13.1.5; Chap. 14)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 27
Section 3.3 Short-Term Planning
Principle:
The foodservice department and each of its sub-units prepare
operating or action plans for short-term periods that are consistent
with the approved long-term plans for the department.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
3.3.1
A system is in place for developing, reviewing, revising,
updating, and communicating short-term plans. (CrossReference: 3.2.1; 5.2.2)
Y
3.3.2
Departmental management establishes short-term
measurable objectives covering the upcoming 1–5 years and
leading to the goals defined in long-term plans. (CrossReference: 3.3.6; 3.3.7; 4.2.3; 4.2.5)
Y
3.3.3
Functional sub-units of the department develop written
objectives and action plans for their parts of the department
that contribute in a predictable way to the achievement of the
department’s overall goals and objectives. (Cross-Reference:
3.2.12; 3.3.5; 4.2.5)
Y
3.3.4
Departmental management resolves any conflicts in
departmental and sub-unit objectives and action plans during
the planning process. (Cross-Reference: 3.3.3; 15.4.17)
Y
3.3.5
There is clear evidence that the department uses its shortterm operational or action plans routinely to guide the daily
decision-making process in the department. (Cross-Reference:
3.3.4; 3.3.6; 3.3.7; 4.1.4; 4.2.5; 5.2.21; 5.2.24; 7.2.2; 14.1.5; 15.4.10; 15.5.5)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 28
Section 3.3 (continued) Short-Term Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
3.3.6
The staff members of the department are able to state and
explain their short-term objectives and how achievement of
them will contribute to the long-term plans of the
department. (Cross-Reference: 6.9.4; 6.9.6)
Department assessment states that staff do not always have a clear
understanding of goals and objectives. However, there is evidence
that the performance review documentation accomplishes most of
this.
N
3.3.7
Departmental managers and managers of subunits
continuously evaluate their operational performance against
the objectives stated in short-term plans, and then adjust
performance or objectives, as appropriate. (Cross-Reference: 3.3.5;
3.3.6; 4.2.5; 5.2.23; 5.2.24)
Operational objectives are not measurable.
Practice#:
Comments:
Section 4.1 Market Research/Assessment
Principle:
The foodservice department conducts market research to provide an
objective basis for planning how to market and manage the
department to maximize customer satisfaction and achieve fiscal
goals.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
4.1.1
Market research activity is consistent with the stated mission,
vision, and goals of the department. (Cross-Reference: 2.1.5; 2.1.9;
2.3.3; 3.1.3; 4.2.3; 10.1.8; 10.3.4)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
PI
4.1.2
1 - 29
Departmental management conducts a market analysis at least
once each year and updates the analysis whenever there is a
significant change in the marketplace that might impact the
marketing strategies of the department. (Cross-Reference: 3.1.1;
3.1.6; 3.1.8; 15.5.3)
A market analysis is conducted only on new products and for
introduction of new venues. An annual review of major competitive
products and services with off campus vendors would be beneficial.
N
4.1.3
Departmental management objectively identifies the food
service program’s strengths, weaknesses, opportunities, and
threats (SWOT analysis) before beginning to plan marketing
strategies for the coming year. (Cross-Reference: 3.1.7; 15.5.3)
Conducting an annual comprehensive SWOT analysis for the whole
department and individual operations may help to formulate, anchor,
and coordinate marketing efforts. This would assist in identifying
opportunities to leverage marketing dollars more effectively.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 30
Section 4.1 (continued) Market Research/Assessment
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
4.1.4
Departmental managers solicit suggestions from customers,
using a variety of techniques (e.g., conversations with
customers, suggestion boxes, focus groups, committees of
students and other customers, comment cards, satisfaction
surveys, web-based surveys, and other appropriate means).
(Cross-Reference: 3.1.4; 4.1.5; 4.1.6; 4.1.8; 6.7.9; 7.2.2; 10.1.11; 14.1.5; 15.6.17)
A variety of these techniques are used to gather customer feedback.
In some locations comment cards are not readily available or visible
to customers. They appear to get lost among other documents and
signs.
Y
4.1.5
Departmental managers have a system in place for staff
members to monitor customer satisfaction during meal
periods and record relevant observations for use in future
planning. (Cross-Reference: 7.2.3; 10.1.3; 10.1.11; 15.4.11)
Y
4.1.6
Departmental managers track and analyze business factors
(e.g., retail sales, board participation, missed meal factor,
plate waste, secret shopper survey information, and the
success of other establishments within the market area) to
assess customer acceptance of the department and its various
programs and outlets. (Cross-Reference: 5.2.2; 5.2.24; 10.2.7; 10.2.8;
10.3.6)
N
4.1.7
On campuses with some food services operating independently
from the main food service department, the management of
campus dining objectively tracks the popularity of these
competitive on-campus operations to assess the reasons for
their popularity and to provide a basis for effective
marketing. (Cross-Reference: 3.1.4)
While there is some promotion of the contracted venues in the
departmental marketing pieces, these operations are not studied to
understand the key factors that affect the operation’s success.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 31
Section 4.1 (continued) Market Research/Assessment
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
4.1.8
Departmental managers routinely evaluate popular and
emerging food service trends, using a variety of methods,
such as, visits to other campus food service programs and
commercial food service establishments, benchmarking
surveys, and formal and informal customer feedback. (CrossReference: 4.1.11; 7.1.3; 7.1.7; 14.1.5; 15.2.1)
Y
4.1.9
Departmental managers match customer opinions and fiscal
performance to the programs and outlets of the department to
determine needed adjustments in marketing or operations to
increase customer satisfaction. (Cross-Reference: 4.1.4; 4.3.4; 4.3.5;
6.6.9; 7.2.3; 7.2.4; 10.3.6; 10.4.7)
Y
4.1.10 Management personnel of the department use, or are moving in
the direction of using, electronic data gathering and analysis
to increase efficiency and accuracy in analyzing market
research information. This might include reports from pointof-sale terminals, computer-based menu and forecasting
systems, and web-based surveys. (Cross-Reference: 4.1.6; 4.3.5;
Chap. 13)
Existing technology supports electronic data gathering (POS system
and CBORD). There is movement to conduct surveys on-line.
PI
4.1.11 Departmental management solicits broad-based input when
researching and assessing market trends, including data
collected by other departments within the institution, such as
residence life and admissions. (Cross-Reference: 4.1.4; 4.1.8; 4.2.1;
4.3.2; 4.3.3; 7.1.3; 7.2.1; 7.2.5; 14.1.5)
Research efforts of the university and dining services are coordinated
to some extent. Sharing university-gathered data regarding
incoming student demographics would benefit dining services
marketing efforts.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 32
Section 4.2 Marketing Plan
Principle:
The foodservice department prepares a written marketing plan and
integrates it with the strategic, financial, and operating plans of the
department.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
4.2.1
The marketing planning process is a group effort, involving
department staff members, customer focus groups, and
university administrators. (Cross-Reference: Sec. 4.1)
There is not a comprehensive departmental marketing plan.
N
4.2.2
The marketing planning team bases the plan on a thorough
market research process. (Cross-Reference: Sec. 4.1)
While marketing research is conducted, this does not translate into a
comprehensive plan and strategies.
N
4.2.3
The marketing plan states the department’s vision and mission
and defines goals in measurable terms with realistic
timeframes that permit assessment of actual performance
against the goals. (Cross-Reference: 3.2.8; 3.3.2; 4.2.5; 4.2.6)
There is not a comprehensive departmental marketing plan.
N
4.2.4
The marketing plan matches facilities and services with clearly
identified target markets and customer segments to focus the
energies of the operation toward optimizing the
opportunities in each defined group. (Cross-Reference: 3.1.4; Sec.
4.1; 4.4.4; 10.6.5)
There is not a comprehensive departmental marketing plan.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Section 4.2 (continued) Marketing Plan
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
4.2.5
The marketing plan includes action plans and budgets that
provide specific marketing, advertising, promotional, and
public relations strategies, and a tracking mechanism for
achieving marketing goals (e.g., short-term objectives,
marketing events, assigned responsibilities, timeframes, and
evaluative criteria). (Cross-Reference: 3.2.10; Prin. 3.3; 3.3.3; 3.3.4; 3.3.5;
4.2.8)
Managers for each operation establish operational goals including
promotions and merchandising plans. It would be beneficial for the
marketing manager to be involved in the goal setting process for
each unit in order to more fully utilize the expertise of the marketing
manager, to link market research findings to the goals, and to create
and implement measurements for the effectiveness of the strategies.
N
4.2.6
The marketing plan focuses on promoting a distinctive brand
identity for the department and its mission, and this focus is
evident throughout advertising and promotion plans and
strategies, including advertising copy, promotional displays,
signage, website pages, and other printed marketing
materials. (Cross-Reference: 2.1.3; 2.1.5)
There is not a comprehensive departmental marketing plan.
N
4.2.7
There is clear evidence that the marketing plan and
subsequent action plans are working documents and that the
marketing and operational strategies of the department
follow the plans. (Cross-Reference: 4.4.2; 4.4.5; 4.5.1; 4.6.1; 4.6.5; 10.6.1;
10.6.5; 15.2.4; 15.5.3; 15.5.5)
There is not a comprehensive departmental marketing plan.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 34
Section 4.3 Customer Relations
Principle:
The foodservice department promotes a positive relationship with all
internal and external customers, especially students, and openly
solicits comments from all customers about how to improve the food
service program.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
4.3.1
There is an effective policy of open communication among
staff members and customers (especially students), and
management and staff actively solicit comments and
questions from all customer groups. (Cross-Reference: 1.1.3; 4.1.4;
4.3.3; 6.7.8; 10.1.11; 10.5.7)
Y
4.3.2
The department uses customer participation strategies, such
as customer committees and focus groups that include
students, to define ways to improve the food service
programs. (Cross-Reference: 4.1.4; 4.2.1; 4.3.3; 6.6.9; 7.2.1; 7.2.3; 7.2.5;
10.1.11; 10.6.22; 14.1.5)
Y
4.3.3
Student comments and complaints receive the same attention
as, or greater attention than, comments or complaints from
institutional administration, faculty members, or other
customers. (Cross-Reference: 4.3.1; 4.3.4; 6.6.9; 7.2.3; 7.2.4; 10.3.6; 10.4.7;
10.4.8)
Y
4.3.4
PI
4.3.5
The department makes every effort to resolve customer
complaints quickly; when management is unable to resolve a
complaint quickly, it keeps the customer informed of
progress. (Cross-Reference: 4.3.3; 4.3.4; 6.6.9; 7.2.3; 7.2.4; 10.3.6; 10.4.7)
The department analyzes, documents, and publicizes, or posts,
as appropriate, the results of customer assessments for staff
members, customers, and institutional administration to see.
(Cross-Reference: 4.1.4; 4.1.6; 4.1.8; 7.2.2; 14.1.5)
Assessments are shared with staff and selected institutional
administrators. They are not shared with customers.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 35
Section 4.4 Advertising
Principle:
The foodservice department prudently purchases advertising to
promote its mission and achieve its marketing plan.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
4.4.1
The advertising activities of the department are consistent with
the strategies defined in the annual marketing plan, and each
advertising campaign has clearly stated objectives. (CrossReference: 4.2.5; 4.4.2; 4.4.3; 4.4.4; 4.4.5; 4.4.6; 10.7.3; 15.5.3)
There is not a marketing plan nor are there measurable, defined
goals for advertising.
N
4.4.2
The management staff of the department plans advertising well
before placing the ads as part of the overall marketing plan,
and there is clear evidence that the actual placement of
advertising is an implementation of this component of the
marketing plan. (Cross-Reference: Sec. 4.2; 4.4.1; 4.4.4)
Without a marketing plan and measurable strategies, evidence does
not exist to show that the advertising efforts are accomplishing goals.
N
4.4.3
Based on the marketing plan, the department budgets
advertising costs in the annual operating budget and
prudently manages advertising expenses to effectively use
the budgeted funds. (Cross-Reference: 4.2.5; 4.4.4; 5.2.1; 5.2.20; 5.2.21)
There is not a marketing budget.
N
4.4.4
According to the institution’s policies and procedures
concerning advertising, appropriate departmental staff
members place ads in the best available media for reaching
the defined market segments; this may include print media,
radio, television, outdoor displays, the Internet, and other
available media as planned and budgeted. (Cross-Reference: 4.2.5;
4.4.1; 4.4.5; 4.4.6)
There is not a marketing plan that provides units with defined
marketing segments for cohesive planning and budgeting.
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Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 36
Section 4.4 (continued) Advertising
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
4.4.5
Advertising copy is consistent with the department’s mission
statement and marketing plan, and designed to meet specific
campaign objectives. (Cross-Reference: 4.2.5; 4.4.1; 4.4.4; 4.4.6)
Advertising is consistent with the mission statement but not linked to
a marketing plan.
N/A
4.4.6
Management of the department reviews advertising copy and
media placement schedules developed by advertising
agencies before placement to ensure that ads are consistent
with the department’s mission statement, marketing plan,
and campaign objectives. (Cross-Reference: 4.2.5; 4.4.4; 4.4.5)
N
4.4.7
Each advertising campaign includes an assessment component
to evaluate its effectiveness against the campaign’s stated
objectives. (Cross-Reference: 4.2.5; 4.4.1; 4.4.8)
Most promotions are created to promote goodwill and fun
experiences, without measurable objectives. It appears that the fun
and goodwill targets are met.
Y
4.4.8
Any impromptu advertising that was not part of the
marketing plan also addresses specific objectives and is
evaluated for effectiveness. (Cross-Reference: 4.2.5; 4.4.1; 4.4.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 37
Section 4.5 Merchandising and Promotions
Principle:
The foodservice department has an ongoing program of
merchandising and creates special promotions to attract new
business, increase interest among existing customers, and support
seasonal themes and institutional events on campus.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
4.5.1
The merchandising and promotional activities of the
department are consistent with the strategies defined in the
annual marketing plan. (Cross-Reference: 4.2.5; 8.3.7; 10.1.12; 10.2.10;
10.2.11; 10.4.1; 10.4.2; 10.4.3; 10.4.4; 10.4.5; 10.4.6; 10.4.7; 10.4.8)
There are merchandising and promotional activities. However, they
are not linked to a marketing plan.
N
4.5.2
The training programs for managers and staff members include
instruction in merchandising techniques focused at maximizing
customer satisfaction and achieving budgeted financial goals
of the department. (Cross-Reference: 2.3.14; 6.6.1; 6.6.9; 6.6.10; 6.6.13;
10.4.7; 10.6.3; 10.7.5)
Some assistance regarding marketing would be helpful for
merchandising training in all units.
Y
4.5.3
Assigned staff members of the department plan promotions
that recognize religious or ethnic events, considering student
body diversity, institutional support, and community
diversity. (Cross-Reference: 4.2.5; 4.2.7; 4.5.1; 7.1.7; 7.1.8; 8.3.6; 10.1.7;
10.6.12)
Y
4.5.4
Assigned staff members of the department plan promotions
that support themes on campus approved by the
administration and themes related to the overall departmental
mission and marketing plan. (Cross-Reference: 4.2.5; 7.7.11; Sec. 10.3;
Sec. 10.4)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 38
Section 4.5 (continued) Merchandising and Promotions
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
4.5.5
The department reviews prices of goods and services on a
regular basis and adjusts them, as needed, to achieve
budgeted financial goals. (Cross-Reference: 3.1.4; 4.5.6; 7.1.13; 7.3.7;
10.2.7; 10.2.8; 10.6.5; 15.4.11; 15.5.8)
Y
4.5.6
The department uses techniques such as bundling or value
pricing and multiple sizing, as appropriate, to improve check
average, sales per customer, and customer satisfaction. (CrossReference: 4.5.2; 10.2.9; 10.4.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 39
Section 4.6 Public Relations
Principle:
The foodservice department uses a variety of public relations media
and communications to make the campus and local community
aware of its mission and operations beyond its advertising efforts.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
4.6.1
The public relations activities of the department are consistent
with the strategies defined in the annual marketing plan and
applicable institutional policies regarding contacts between
representatives of the institution and representatives of the
media. (Cross-Reference: 4.2.5; 4.2.6; 4.2.7; 4.2.8; 15.5.3)
Although the department does an excellent job in public relations,
there is not a marketing plan to anchor the efforts.
Y
4.6.2
Senior departmental management invites media
representatives to tour the facilities to develop relationships
that lead to positive public relations media support. (CrossReference: 4.6.3; 4.6.4; 4.6.5; 4.6.8; 11.2.30; 11.2.48)
Y
4.6.3
Senior departmental management arranges for qualified
writers to prepare press release articles and stories pertaining
to newsworthy departmental events and submit them to
campus and local newspapers, national publications, trade
journals, and the NACUFS office. (Cross-Reference: 4.2.5; 4.6.4;
4.6.5)
Y
4.6.4
Senior departmental management notifies media
representatives in advance of major departmental changes
that are newsworthy at a campus, local, state, or national
level, and invites the media to cover the events when they
occur. The department makes it a practice to submit a copy
of each press release to the NACUFS office. (Cross-Reference:
4.6.2; 4.6.3; 4.6.5; 4.6.8; 11.2.30; 11.2.48)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 40
Section 4.6 (continued) Public Relations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N/A
4.6.5
When the department uses a public relations agency,
management personnel review press releases and media
coverage plans before submitting the articles to the media, to
ensure consistency among the department’s public relations
effort, marketing plan, and mission statement. (Cross-Reference:
4.2.5; 4.6.3; 4.6.4; 11.2.30; 11.2.48)
Y
4.6.6
Within the policies and procedures of the department and
institution, the department sponsors campus and community
nonprofit activities to promote goodwill and enhance the
nonprofit mission of the community organization. (CrossReference: 4.6.7; 4.6.8; 6.8.8; 12.5.7)
Y
4.6.7
Departmental managers encourage staff members to
volunteer for community nonprofit and campus causes and
activities in the name of the department to promote the
community image of the department and enhance the quality
of life of the volunteers. (Cross-Reference: 1.3.1; 1.3.2)
Y
4.6.8
Senior departmental management invites media
representatives to cover special events within the
department as well as participation by the department or its
staff members in nonprofit and campus activities. (CrossReference: 1.3.1; 1.3.2; 4.6.2; 4.6.3; 4.6.5; 4.6.6; 11.2.30; 11.2.48; 15.3.17;
15.3.18)
Y
4.6.9
The department makes effective use of the Internet to
communicate its mission and programs, as reflected in the
design and content of its website and links to other relevant
sites. In addition to a positive public relations focus, the
department’s website might include information such as
menus, special events, dining options, nutrition information,
and employment opportunities. (Cross-Reference: 2.1.6; 4.1.4; 4.2.7;
4.4.4; 7.1.13)
The dining service’s Web Site contains relevant information on all of
the topics listed. Incorporating specific nutritional profiles of
individual menu items would be beneficial.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 41
Section 5.1 Data Management
Principle:
The foodservice department ensures all staff members who process
electronic data participate in training in computer skills and
systematically back up electronic data to minimize the potential for
data loss.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.1.1
Staff members who operate computer terminals
systematically save and back up electronic records and data
files both electronically and with hard-copy printouts, as
appropriate, to provide and maintain complete financial,
inventory, payroll, and human resource records. (CrossReference: 5.1.2; 5.1.3; 5.1.4; 5.1.5; 5.1.6; 5.1.7; 5.1.8; 5.2.27; 5.4.8; 6.2.5; Sec.
6.13; Sec. 6.14; 7.4.3; 7.7.12; 8.1.7; 9.1.4; 11.1.4; 11.1.5; 11.2.6; 11.2.46; 12.4.2;
14.2.3)
PI
5.1.2
The department has a records retention program for the
archival retention of critical electronic data and paper
records with specific procedures for identifying the contents
of storage containers, identifying data that the department
stores away from the food service premises, specifying the
destruction schedule for each type of record and specifying
how to document data destruction. (Cross-Reference: 5.1.3; 5.1.4;
5.2.27; 6.13.2; 11.1.4; 11.1.5)
Y
5.1.3
The department maintains an inventory of all accounting
records in archived storage to facilitate research of historical
data; staff members clearly mark all storage containers to
identify the contents and disposal dates. (Cross-Reference: 5.1.2;
5.1.4; 6.13.2; 11.1.4; 11.1.5; 13.5.5)
Y
5.1.4
When dated documents in paper data files meet the records
retention policy and procedures for long-term archiving
(possibly off premises), they are removed from active files
within the department and properly archived for retention.
(Cross-Reference: 5.1.3; 5.1.4; 6.13.2; 11.1.4; 11.1.5; 13.5.5)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 42
Section 5.1 (continued) Data Management
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.1.5
Staff members organize paper data files in an orderly and
consistent manner for easy access to information. (CrossReference: 5.1.1; 5.1.2; 5.1.3; 5.1.4; 5.1.8; 5.2.25; 5.2.27)
All offices appear to be well organized, neat, and orderly.
PI
5.1.6
Staff members in the department name electronic data files
so authorized personnel other than the originator can identify
them; when this is not possible, the computer operator
creates an index to electronic files containing brief
descriptions of the contents of each file. (Cross-Reference: 5.1.2;
5.1.3)
Y
5.1.7
The department treats all financial, human resource, and
accounting data confidentially and secures data against
unauthorized access. (Cross-Reference: 5.1.8; 5.4.8; 6.11.8; 6.13.1;
6.14.3; 6.14.4; 6.14.5; 6.14.6)
There seems to be sound evidence of treating data securely and
confidentially.
Y
5.1.8
The department provides the same level of confidential
treatment to electronic data as to paper records containing
the same or similar information. (Cross-Reference: 5.1.8; 5.4.8;
6.13.1; 6.14.3; 6.14.4; 6.14.5; 6.14.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 43
Section 5.2 Financial Accountability
Principle:
The foodservice department has in place an effective system of
financial accountability controls to ensure responsible fiscal
management.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.2.1
The department prepares annual operating budgets to project
income and expenses for the year for each component of the
operation and breaks down the budget to accurately forecast
financial performance by accounting periods. (Cross-Reference:
3.1.1; 4.4.3; 14.2.5; 15.2.4; 15.4.10; 15.5.4; 15.5.5)
Y
5.2.2
The department reviews operating budgets at the close of
each accounting period and adjusts financial forecasts to
reflect changing conditions in the operation, institution, or
marketplace. (Cross-Reference: 3.2.8; 3.2.9; 3.2.10; 3.3.7; 5.2.20; 5.2.21;
5.2.22; 5.2.23; 5.2.24; 5.2.25; 10.2.8)
Y
5.2.3
The department uses an accounting system that accurately
accounts for all income and expenses, as approved by the
institution, the department’s controller, and the certified
public accounting firm, as applicable. (Cross-Reference: 5.2.1; 5.2.4;
5.2.5; 5.2.11; 5.2.20; 5.2.21; 5.2.24; 5.2.25; 8.5.15; 15.5.5; 15.6.11)
Y
5.2.4
The department, or whoever provides the accounting
services for the department, performs all accounting and
reporting functions promptly and accurately, complying with
reporting dates established by policies and procedures. (CrossReference: Sec. 2.3; 5.2.7; 5.2.13; 5.2.18; 5.2.20; 5.2.24; Sec. 5.5; 8.9.4)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 44
Section 5.2 (continued) Financial Accountability
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.2.5
Personnel within the department or accounting function code
all income and expense items according to the department’s
adopted standard chart of accounts or expense dictionary,
prorating invoices that fall into more than one category to the
appropriate accounts. (Cross-Reference: 5.2.6; 5.2.7; 5.2.8; 5.2.10; 5.2.11;
Sec. 8.9)
Y
5.2.6
Authorized staff members in the department approve
invoices for accounts payable according to purchasing
policies and procedures submitting them for payment; staff
members attach supporting documents to invoices (e.g.,
requisitions, purchase orders, receiving documents, credit
slips, and receiving logs). (Cross-Reference: 5.2.5; 5.2.7; Sec. 8.9)
Y
5.2.7
Authorized staff members in the department promptly
process accounts payable. Whenever cash flow permits, the
department or institution makes timely payments and
receives trade discounts. (Cross-Reference: 5.2.6; 5.2.10; 5.5.5; Sec. 8.9)
NA
5.2.8
The department discourages and limits COD purchases to
emergencies. Whenever possible, staff members present
requests for accounts payable checks for COD purchases in
time for the regular accounts payable check runs, minimizing
preparation of manual checks. The department receives the
COD goods and services and processes the backup
documentation before releasing the disbursement check.
(Cross-Reference: 5.2.9; 8.4.2; 8.4.8)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 5.2 (continued) Financial Accountability
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.2.9
Where state law and institutional policies and procedures
permit the department to have a petty cash fund, the
department restricts petty cash purchases to emergencies,
immediate end-use purchases, COD deliveries, and vending
refunds. Staff members have a copy of the approved petty
cash voucher, receipt for goods or services, and approvals
according to policies and procedures before making a petty
cash disbursement. (Cross-Reference: 5.2.8; 8.4.2; 8.4.8)
NA
5.2.10
Where the department is permitted to process accounts
payable or payroll internally, authorized staff members in the
department secure disbursement checks, use them in
numerical sequence, and file all canceled and voided
disbursement and payroll checks in numerical order. (CrossReference: 5.2.6; 5.2.10; 5.4.5; 5.4.6; 5.5.5; Sec. 8.9)
Y
5.2.11
Accounting personnel posting income and expenses of the
department follow a system that accrues revenues and
expenses incurred within an accounting period but not
collected or paid at the close of the period so that the
financial statement accurately reflects the income and
expenses incurred during the period. (Cross-Reference: 5.2.3; 5.2.20;
5.2.21)
NA
5.2.12
The department has clearly written policies and procedures
for extending credit. (Cross-Reference: 10.6.2; 10.6.7)
Y
5.2.13
The department promptly bills accounts receivable and
follows up to ensure the timely collection of revenues. (CrossReference: 5.2.12; 10.6.21)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 46
Section 5.2 (continued) Financial Accountability
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.2.14
The department records, posts, and deposits all checks
received by mail or from on-premise customers with that
day’s receipts; cashiers immediately endorse and stamp
checks "For Deposit Only" and secure them until the checks
can be deposited. (Cross-Reference: 5.2.15; 5.3.6; 5.3.15)
Y
5.2.15
The department uses a security system for making bank
deposits (e.g., a police escort to the bank drop box, a varied
schedule of deposit times, or use of an armored car service).
(Cross-Reference: 5.2.16; 11.2.28; 11.4.2)
Y
5.2.16
When the department uses an armored car service for making
bank deposits, there are security procedures in place for
verifying the identity of the drivers. (Cross-Reference: 5.2.15;
11.2.28; 11.4.2)
NA
5.2.17
The department negotiates banking relationships to ensure
the best available local rates for services (e.g., credit card
discounts, electronic payment, lock boxes, night deposit
charges, and checking account service charges).
NA
5.2.18
The department promptly balances all bank accounts and
reconciles bank statements as defined by departmental
policies and procedures. (Cross-Reference: 5.2.10; 5.2.11)
Y
5.2.19
Management personnel in the department, or the controller if
applicable, regularly audit the operational controls of all subunits of the department to identify potential or actual
problems in the internal control procedures. The department
promptly corrects control problems. (Cross-Reference: 5.3.14; 5.4.4;
15.4.14; Prin. 15.5; 15.6.11)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 5.2 (continued) Financial Accountability
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.2.20
The department promptly tabulates actual financial
performance for each accounting period and prepares an
income and expense statement in the same format as the
annual operating budget. (Cross-Reference: 5.2.3; 5.2.5; 5.2.11; 5.2.21;
5.2.22; 5.2.23; 5.2.24; 15.5.6)
Y
5.2.21
The financial reports prepared by the department at the end
of each financial period include a column that shows year-todate performance for each budgeted line item, comparisons
of budgeted versus actual performance, percentage of
deviation from the budgeted amounts, and a comparison of
performance with the same period of the prior year. (CrossReference: 5.2.22; 5.2.23; 5.2.24)
Y
5.2.22
The financial reports prepared by the department at the end
of each financial period include at a minimum the following
key performance indicators: food cost percentage, labor cost
percentage, food cost per meal or transaction, labor cost per
meal or transaction, and sales per labor hour. (Cross-Reference:
5.2.20; 5.2.21;
E
5.2.23
State, institutional, and departmental policies and procedures
define acceptable deviations from budgeted line items. (CrossReference: 3.2.10; 5.2.24)
Deviations from the budget are not defined.
Y
5.2.24
Management personnel in the department, or the controller if
applicable, analyze each period’s financial reports and
compare the actual performance to approved operating
budgets; management promptly researches unacceptable
deviations, documents the causes of the deviations, and,
where possible, initiates corrective action. (Cross-Reference:
3.2.10; 5.2.21; 5.2.22; 5.2.23)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Section 5.2 (continued) Financial Accountability
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
5.2.25
The department files documentation of period-end
evaluations and discrepancy reports in the period-end folder
(paper or electronic). (Cross-Reference: 5.2.21; 5.2.22; 5.2.23; 5.2.24)
NA
5.2.26
The department prepares a balance sheet reconciliation
following preparation of the period-end income and expense
statement and reconciles all balance sheet accounts before
closing the year-end accounting period. (Cross-Reference: 5.2.7;
5.2.11; 14.2.4)
Y
5.2.27
The department files and retains the original supporting
documents and reports used in the preparation of period-end
financial reports, as well as the resulting financial
statements, according to the departmental records retention
policy and schedule (paper or electronic). (Cross-Reference: 5.1.2;
5.1.4)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 5.3 Cashier Controls
Principle:
The foodservice department has a system of revenue controls to
ensure accurate accountability for all cash, credit card vouchers,
debit card vouchers, personal checks, gift certificates, discount
coupons, and other forms of revenue received in payment for goods
and services in any area of the department.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.3.1
The department makes effective use of modern point-of-sale
equipment and trained staff members to control sales
revenue in retail operations. (Cross-Reference: 5.3.6; 13.1.3; 13.4.5;
13.5.1)
The dining services department is in the process of upgrading its
POS system.
Y
5.3.2
Cashiers sign a cash bank contract, accepting responsibility
for the initial amount of money in their cash drawers; copies
of the executed contract are filed in the department’s main
safe and in the staff member’s human resource file. (CrossReference: 5.3.3; 5.3.4; 5.3.5; 5.3.6; 5.3.7; 5.3.11; 5.3.16)
Y
5.3.3
Only one cashier is permitted to work from a cash drawer,
and is held accountable for the cash bank and daily receipts.
When circumstances require more than one person to use a
cash drawer, each user must use a sign-on and sign-off code.
(Cross-Reference: 5.3.4; 5.3.5; 5.3.6; 5.3.7; 5.3.11; 5.3.16)
Y
5.3.4
Each cashier completes a daily cashier’s report, showing
beginning bank, each category of revenue receipts, amount
of shift deposit, and closing cash bank. (Cross-Reference: 5.3.6)
There appears to be very good cashier controls throughout the
operations.
Y
5.3.5
Each cashier or revenue clerk deposits all revenue receipts at
the end of his or her shift; cashiers make mid-shift deposits
as required by departmental policies and procedures. (CrossReference: 5.3.6; 5.3.11)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 50
Section 5.3 (continued) Cashier Controls
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.3.6
The department trains all cashiers in cash, credit card, and
debit card handling procedures, including positive customer
service, operation of point-of-sale equipment, setting up the
cash bank, setting up the cashier’s station, making change,
handling bills larger than $20, accepting personal checks,
reconciling the cash bank, and making the end-of-shift
deposit. (Cross-Reference: 5.3.9; 5.3.10; 5.3.11; 5.3.13)
Y
5.3.7
At shift end, cashiers prepare change orders for adjusting the
denominations of money in their cash banks, if needed; the
main cashier reconciles the change in individual banks based
on the change orders. (Cross-Reference: 5.3.11; 5.3.13)
Y
5.3.8
The department limits access to the main safe to the absolute
minimum number of people necessary to support the hours
of operation and cash needs of the department or unit. (CrossReference: 5.3.9; 5.3.10; 5.3.14)
Y
5.3.9
The department requires that the main safe be closed and
locked except when the main cashier or cashier supervisor is
processing deposits, change orders, and petty cash
disbursement. (Cross-Reference: 5.3.8; 5.3.10; 5.3.14)
Y
5.3.10
The procedures for the main safe or main cashier allow for
separation of functions with a person different from the retail
cashiers receiving and processing cashiers’ end-of-shift
deposits. (Cross-Reference: 5.3.8; 5.3.9; 5.3.14)
Y
5.3.11
When cashiers pick up their cash banks at the beginning of
their shifts, they count the contents to verify that the cash is
the same as when turned in at the end of their prior shifts; the
main cashier or cashier supervisor resolves any discrepancies
in deposits and change funds with the affected cashier before
issuing the banks for a new shift. (Cross-Reference: 5.3.6; 5.3.7)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 51
Section 5.3 (continued) Cashier Controls
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.3.12
A designated manager, or the controller, if applicable, counts
each cashier’s bank in the presence of the staff member at
least quarterly; management and the staff member reconcile
discrepancies according to state, institutional, and
departmental policies and procedures. (Cross-Reference: 5.3.6;
5.3.11)
Y
5.3.13
The department applies consistent procedures for cashier
overages and shortages. (Cross-Reference: 5.3.6; 5.3.11)
Y
5.3.14
The main cashier or cashier supervisor counts the money in
the main safe on a frequency established by departmental
policies and procedures and then prepares a petty cash order
to reconcile the cash in the safe that is not in the individual
cashiers’ banks; a designated manager or the controller
audits the safe at random times, at least once each accounting
period. (Cross-Reference: 5.3.8; 5.3.9; 5.3.10; 5.3.15)
Y
5.3.15
The main cashier or cashier supervisor reconciles the main
safe as part of preparing the daily bank deposit. (CrossReference: 5.3.8; 5.3.9; 5.3.10; 5.3.14)
Y
5.3.16
If there is an extended electrical power failure, cashiers
secure their workstations and deposit their banks following
end-of-shift procedures; when the utility company restores
power, the main cashier or a manager reissues the banks so
the cashiers may reopen their stations. (Cross-Reference: 5.3.6;
5.3.7; 11.2.27)
This practice was not observed.
PI
5.3.17
All cashiers and their supervisors are trained in what to do in
case of an attempted robbery and other crisis or emergency
situations. (Cross-Reference: 11.2.28; 11.4.2)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 52
Section 5.4 Wage and Payroll Controls
Principle:
The foodservice department manages and controls labor costs within
established operating budgets.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.4.1
The department operates in full compliance with federal and
state Wage and Hour Regulations regarding exempt and nonexempt staff members. (Cross-Reference: 5.4.3; 5.4.6; 45.4.7; 5.4.10;
6.2.2; 6.2.4; 6.2.5)
E
5.4.2
The department has competitive wage and salary schedules
based on campus and community labor supply and demand
factors and manages pay increases within the schedules for
each job position. (Cross-Reference: 6.2.1; 6.2.2; 6.2.5; 6.2.8; 6.2.9)
Y
5.4.3
Non-exempt staff members record their actual work times
using a system that accurately records actual time started,
break time (if applicable), meal periods, and end of shift; the
department uses a system appropriate to the size of the
operation (e.g., a sign-in and sign-out sheet, time clock,
computerized time-keeping system, or time-keeping function
on the point-of-sale system). (Cross-Reference: 5.4.1; 5.4.4)
PI
5.4.4
Supervisors audit time-keeping records daily to ensure
accuracy and completeness of the records of staff members
they oversee; supervisors and staff members resolve
discrepancies and the supervisor and staff member initial any
adjustments on the time record. (Cross-Reference: 5.4.3; 6.13.5)
Evidence shows that audits take place, although not on a daily basis.
Y
5.4.5
The department processes payroll on time, whether the
department processes the payroll internally, uses the services
of the institution’s payroll office, or contracts with an outside
payroll service; paychecks or direct deposits are available as
scheduled. (Cross-Reference: 5.4.6; 5.4.7)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Section 5.4 (continued) Wage and Payroll Controls
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.4.6
Staff members receive their paychecks at approximately the
same time each pay period; where applicable, the department
follows institutional policies and procedures pertaining to
check distribution and handling. (Cross-Reference: 5.4.5; 5.4.7)
Y
5.4.7
The department has controls in place to ensure that the
correct staff member receives the corresponding paycheck
and that check disbursement logs balance with the checks
remaining at the end of the day. (Cross-Reference: 5.2.10; 5.4.5; 5.4.6)
Y
5.4.8
The department treats pay rates and payroll records
confidentially; the department handles payroll records and
paychecks in a secure manner to prevent access by
unauthorized personnel. (Cross-Reference: 6.13.1; 6.14.3)
E
5.4.9
The department properly accounts for payroll taxes and staff
member benefits within the payroll system and the institution
makes withholding tax deposits on or before the due date.
(Cross-Reference: 1.1.4; 5.4.10; Sec. 5.5; 6.2.4; 6.2.5; Sec. 6.3)
E
5.4.10
Departmental managers can explain all tax and non-tax
withholding from the staff member’s pay and each item
withheld is separately identified on the stub of the paycheck
or payroll verification (e.g., the staff member’s contribution
to benefits or payroll savings plans). (Cross-Reference: 5.4.9; 6.5.2)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 54
Section 5.5 Tax Reporting
Principle:
The foodservice department works cooperatively with the business
office of the institution to ensure full compliance with all federal,
state, and local tax reporting on a timely and accurate basis.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
5.5.1
The department complies with applicable tax laws and taxrelated reporting. (Cross-Reference: 1.1.4; 5.2.4; 6.2.5)
Y
5.5.2
The department cooperates with the business office of the
institution to establish clear policies and procedures
regarding taxable income or operations. (Cross-Reference: 1.1.4;
Sec. 2.3; Prin. 5.5; 5.5.1)
E
5.5.3
The department provides accurate and complete sales and
revenue information for sales and use tax reporting by the
specified due dates according to applicable federal, state, and
local regulations and departmental and institutional policies
and procedures. (Cross-Reference: 1.1.4; 5.5.1)
E
5.5.4
The department supplies timely and accurate payroll-related
information for payroll tax reporting by the specified due
dates according to applicable federal, state, and local
regulations and departmental and institutional policies and
procedures. (Cross-Reference: 1.1.4; 5.5.1; 5.5.5)
E
5.5.5
Tax payments made on behalf of the department are timely,
avoiding penalties and interest charges. (Cross-Reference: 1.1.4;
5.5.1; 5.5.4)
Practice#:
Comments:
Section 6.1 Recruitment and Staffing
Principle:
An effective system is in place for staffing the foodservice department.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Y
6.1.1
1 - 55
Job descriptions define the duties, essential functions, responsibilities,
job qualifications, special training required, and special working
conditions for each position, and are worded in gender-neutral terms.
(Cross-Reference: 2.2.3; 2.3.14; 6.9.1; 6.10.2)
Y
6.1.2
The department conducts its employment activities in a manner that
complies with federal and state laws and court precedence pertaining
to equal employment opportunities, the Americans With Disabilities
Act (within the United States), and institutional policies and
procedures. (Cross-Reference: 6.1.6; 6.2.4; 6.2.8; 6.4.6; 6.6.12; 15.4.7)
Y
6.1.3
There is evidence of the department making reasonable
accommodations to provide employment opportunities for persons
who have disabilities. (Cross-Reference: 6.1.2; 6.6.8; 6.6.12; 10.6.12; 12.2.9; 14.3.1;
15.4.7)
PI
6.1.4
Y
6.1.5
If the federal or state law, the institution, or the department has an
affirmative action requirement, the department follows it in the
employment process. (Cross-Reference: 6.1.2; 6.2.7; 6.11.4; 15.3.4; 15.4.7)
Y
6.1.6
The department fully investigates discrimination claims, objectively
documents them, and responds to them in a timely manner within the
guidelines of the institutional procedure or applicable laws and
regulations. (Cross-Reference: 6.1.2; 6.6.12)
When employment applicants have limited knowledge of and skills in
the predominant language of the community where the department is
located, the management staff communicates through interpreters and
uses bilingual printed materials during the hiring, orientation, and
training processes to ensure equal opportunity. (Cross-Reference: 11.4.3)
The department uses an interpreter for a hearing–impaired employee, but
does not have bi-lingual materials available for the hiring process.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 56
Section 6.1 (continued) Recruitment and Staffing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.1.7
The department internally posts and externally advertises
open job positions in the department, when appropriate, to
reach the widest possible coverage of the community in an
aggressive effort to attract qualified applicants. (Cross-Reference:
6.1.2; 6.1.9; Sec. 6.15)
N
6.1.8
The staffing system minimizes disruption of the department
associated with staff member turnover. (Cross-Reference: 6.1.2;
6.1.7; 6.1.10)
The length of the hiring process can produce negative effects on the
department.
Y
6.1.9
Whenever the most qualified individual is available among
current staff members, the department fills the position
above entry level by promoting from within. (Cross-Reference:
6.1.2; 6.1.7; 6.1.8)
Y
6.1.10
The management staff uses historical turnover data, current
trends, and plans to establish and maintain appropriate
staffing levels. (Cross-Reference: 6.1.8; 6.1.9)
Y
6.1.11
Recruitment efforts include special outreach through
community groups and agencies (e.g., the Employment
Security Commission, civic groups, clubs, schools, churches,
senior citizen centers, and groups serving individuals with
disabilities) to attract a diverse mix of qualified applicants.
(Cross-Reference: 6.1.2; 6.1.3; 6.1.4; 6.1.5; 6.1.12; 6.1.13; 6.1.14)
Y
6.1.12
As a member of the higher education community, the
department supports the educational and financial goals of
students by providing them employment opportunities. (CrossReference: 6.1.7)
Y
6.1.13
The department uses procedures for screening, interviewing,
and verifying backgrounds that provide an objective basis for
identifying the most qualified applicants. (Cross-Reference: 6.1.9;
6.1.14)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 57
Section 6.1 (continued) Recruitment and Staffing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.1.14
Y
6.1.15
Y
6.1.16
Tools used in the recruitment and selection process (e.g.,
standardized tests, hiring profiles, interview guides, and
candidate rating scales) are free from illegal or unethical bias
against any class (category) of applicants protected by
federal or state laws. (Cross-Reference: 6.1.2; 15.3.5; 15.4.7)
The department presents job appointments in writing,
clarifying the conditions of employment and other relevant
details and including position title, start date, beginning pay,
name of immediate supervisor, and other pertinent
information.
The initial offer to the applicant is verbal, but a subsequent meeting
presents the information in writing.
The department evaluates the recruitment and staffing system
on an ongoing basis and makes adjustments, as needed, to
maintain a full staff of qualified employees. (Cross-Reference: 2.3.9;
2.3.10)
Practice#:
The dining services department follows university staffing policies and
makes staffing adjustments as needed.
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.2
1 - 58
Wage and Salary Administration
Principle:
The foodservice department follows an orderly system for salary and
wage administration that complies with federal and state laws and institutional
policies and procedures.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.2.1
Management of the department maintains open
communication with all staff members regarding the wage
and salary system of the department. (Cross-Reference: 2.2.6; 6.7.8;
6.7.10; Sec. 6.15)
Y
6.2.2
The policies and procedures of the department cover
provisions for regular pay, overtime pay, holiday pay,
vacation pay, sick-time pay, and special pay categories, as
appropriate to the department and institution. (Cross-Reference:
2.3.6; Sec. 5.4; 6.2.4; 6.2.5; 6.2.6; 6.2.7; 6.2.9)
Y
6.2.3
The department has policies and procedures in place for
administering work-study funds for student staff members.
(Cross-Reference: 6.1.12)
Y
6.2.4
The department operates in full compliance with applicable
federal and state Wage and Hour Regulations and
institutional policies. (Cross-Reference: 5.4.1; 5.4.6; 5.5.4; 6.1.2; Sec. 6.2;
6.6.12; 6.3.1; 6.13.1)
Y
6.2.5
The department administers wages affected by gratuities
according to applicable federal and state guidelines,
including maintaining required records and submitting tax
reports for tipped staff members on a timely basis. (CrossReference: Sec. 5.5; 6.2.4)
Y
6.2.6
The department provides Workers’ Compensation Insurance
for all staff members, unless exempted by state law. (CrossReference: 6.6.12; 11.1.5; 12.4.13; 14.3.4; 15.4.15)
Y
6.2.7
The department administers wage and salary decisions fairly
within federal and state Equal Employment Opportunity laws
and regulations. (Cross-Reference: 1.2.2; 2.3.8; 6.1.2; 6.4.6; 6.7.2)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 59
Section 6.2 (continued) Wage and Salary
Administration
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.2.8
Where permitted by institutional policies and state
regulations, the department adjusts wage and salary scales at
least annually to attract qualified applicants for open
positions. (Cross-Reference: 5.4.2; 6.2.9; 6.10.2)
Y
6.2.9
Where permitted by institutional policies and state
regulations, the department links increases in pay beyond
inflationary adjustments to outstanding staff member
performance. (Cross-Reference: 5.4.2; 6.2.8; 6.10.2)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.3
1 - 60
Personnel Benefits
Principle:
The foodservice department provides personnel benefits beyond wage
and salary that provide for the basic security needs of all staff members.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.3.1
The department provides personnel benefits without bias
within clearly defined classes of staff members, consistent
with federal and state guidelines, Internal Revenue Service
regulations, and institutional policies. (Cross-Reference: 5.4.9;
5.4.10; 6.3.2; 6.3.3; 6.4.6; 6.5.2; 6.12.2; 6.12.18)
Y
6.3.2
The department provides human resource benefits such as,
leave, medical, disability, and retirement, consistent with the
institution’s practices or policies and federal and state law.
(Cross-Reference: 5.4.9; 5.4.10; 6.3.1; 6.3.3; 6.4.6; 6.5.2; 6.12.2; 6.12.18)
E
6.3.3
The department reduces the health and hospitalization
insurance premium contribution required from staff members
to the absolute minimum based on the ability of the
department to pay a larger share of the premium. (CrossReference: 6.2.7; 6.4.6; 6.7.2; 6.12.8)
Practice#:
This is controlled outside the realm of the dining services department.
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.4
1 - 61
Collective Bargaining Agreements
Principle:
The management of the foodservice department administers all
collective bargaining agreements (where applicable) in good faith and strives to
maintain a positive working relationship between management and union staff
members.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.4.1
Current collective bargaining agreements provide the basis
for policy and procedural decisions regarding staff members
represented under these agreements. (Cross-Reference: 6.7.9;
11.2.29; 15.4.17)
NA
6.4.2
In states with a Right-to-Work Law, the management of the
department protects the rights of staff members who choose
not to join the union, even if a collective bargaining
agreement covers other staff members performing similar
duties within the department. (Cross-Reference: 1.1.3; 6.4.3; 6.4.7;
Prin. 6.15)
Y
6.4.3
If there is a strike by union staff members, management
protects those staff members who cross picket lines to report
for work and treats them without prejudice in human
resource decisions. (Cross-Reference: 1.1.3; 6.4.2; Prin. 6.15)
Y
6.4.4
In negotiating collective bargaining agreements, the
management of the department negotiates in good faith,
trying to balance the needs of the food service department
and its customers with realistic needs of the staff members
represented by the collective bargaining unit. (Cross-Reference:
6.7.2; 15.4.17)
Y
6.4.5
Management follows the collective bargaining agreement
regarding grievance procedures for union staff members.
(Cross-Reference: 6.6.12; 6.7.9; 15.4.17)
Y
6.4.6
The department administers wages and benefits defined by
collective bargaining agreements in a fair and equitable
manner, working always to maintain positive relationships
between management and unionized staff members. (CrossReference: 6.4.1; 15.4.17)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.4 (continued) Collective Bargaining
Agreements
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.4.7
Practice#:
The practices of the department regarding further union
organizing activities are consistent with the policies,
procedures, and philosophy of the institution. (CrossReference: 15.4.17)
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
1 - 62
Chapter 1. Professionalism
Section 6.5
1 - 63
Orientation
Principle:
All new staff members participate in a formal orientation to the
foodservice department, including policies, procedures, rules, and benefits that
apply to them.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.5.1
Whenever possible, the department conducts an orientation
session on the first day the new staff member reports to
work, the first day a promoted staff member reports for the
new assignment, or the first day a re-hired staff member
returns to work. (Cross-Reference: 1.2.1; 2.1.7; 2.2.6; 2.3.12; 6.1.4; 6.6.4;
6.9.2; 11.4.4)
Y
6.5.2
During orientation sessions, personnel with sufficient
experience within the department are available to explain the
policies, procedures, rules, and benefits, and then accurately
respond to questions raised by new staff members, or
provide appropriate resources. (Cross-Reference: 6.5.4; 6.5.6; 6.6.4)
Y
6.5.3
Part of each new-hire orientation session includes a
discussion of key topics relevant to all staff members (e.g.,
the vision and mission of the department, the department’s
organizational structure, customer service philosophy, the
importance of a positive attitude, ethical behavior,
expectations for personal hygiene, issues of safety in the
workplace, and the necessity of personal responsibility).
(Cross-Reference: 1.2.1; 2.1.7; 2.2.6; 2.3.12; 6.1.4; 6.9.2; 11.4.4)
Y
6.5.4
The manager or assigned staff member conducting an
orientation uses a written checklist of learning objectives
during the actual orientation session to ensure coverage of all
critical information. (Cross-Reference: 6.5.2; 6.6.4; 6.5.5; 6.5.6)
Y
6.5.5
The department schedules sufficient time for orientation
sessions to cover each item on the orientation checklist and
resolve questions the staff member may raise. (Cross-Reference:
6.5.2; 6.5.4; 6.5.6)
Y
6.5.6
At the end of the orientation session, the person conducting
the orientation has the staff member sign the checklist and
places the signed form in the staff member’s human resource
file. (Cross-Reference: 6.5.4; 6.5.5)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.6
1 - 64
Training and Coaching
Principle:
The foodservice department has a formal system for providing
standardized and consistent job-specific training for staff members.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
6.6.1
The department uses a formal process for assessing training
needs and setting training priorities that includes staff
member participation. (Cross-Reference: 6.6.2; 6.9.2; 6.9.6; 7.4.7)
There currently is not a process in place.
N
6.6.2
Training objectives and priorities clearly reflect the results of
the training needs assessment process. (Cross-Reference: 6.6.1;
6.9.2)
There currently is not a process in place.
Y
6.6.3
The department uses a variety of training materials and
methods to guide the training process and cover the primary
duties of each position, basic procedures for performing each
duty, and standards for performance in the context of the
vision and mission of the department. (Cross-Reference: 1.2.1; 2.1.7;
2.2.6; 2.3.12; 2.3.14; 4.5.2; 5.3.6; 6.1.4; 7.4.1; 7.4.5; 8.1.2; 8.3.1; 8.5.8; 8.5.9;
9.1.2; 9.1.3; 9.1.5; 9.9.1; 9.11.14; 10.1.9; 10.2.2; 10.3.6; 10.4.7; 10.4.8; 10.6.3;
10.7.5; 10.7.7; 11.2.11; 11.2.47; Sec. 11.4; 12.3.10; 12.5.5; 13.2.7; 13.2.9; 15.6.9)
Y
6.6.4
When the department first assigns managers, supervisors, or
experienced staff members to conduct orientation or training,
the department provides special training on how to plan,
conduct, and evaluate training. (Cross-Reference: 2.3.14; 6.6.6; 6.6.7)
The department has developed a “train the trainer” program.
Y
6.6.5
Managers, supervisors, and lead staff members use daily
coaching to refine skills and knowledge covered in training
and to help each staff member stay focused on the vision and
mission of the department. (Cross-Reference: 2.3.14; 6.6.12; 6.9.2,
11.4.7)
(This section is continued on the next page.)
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Chapter 1. Professionalism
1 - 65
Section 6.6 (continued) Training and Coaching
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.6.6
Trainers evaluate their training activities to assess the
effectiveness of the instructional activities and to assess the
knowledge, skills, and attitudes that result from the training.
(Cross-Reference: 6.6.7; 9.1.4; 11.4.8)
Y
6.6.7
Trainers adjust and update training methods and materials on
an ongoing basis to reflect the results of needs analysis,
training evaluation, changes in the department, and new and
improved industry practices. (Cross-Reference: 2.3.14; 6.6.3; 6.6.6)
The intent of this standard does not imply a specific individual as a
departmental trainer.
Y
6.6.8
In full compliance with the Americans With Disabilities Act,
the department provides reasonable accommodation for
training staff members with disabilities. (Cross-Reference: 6.6.12;
10.6.12; 11.4.3; 12.2.9; 14.3.1; 15.4.7)
PI
6.6.9
The department provides staff members with specialized
training in dealing with customers, meeting customer
expectations, responding to customer requests, resolving
customer complaints, and maintaining a positive relationship
with customers. (Cross-Reference: 2.3.14; 5.3.6; 6.5.3; 6.6.13; 10.1.3;
10.3.6; 10.4.7; 10.4.8)
The Human Resource Department does offer customer service
training.
Y
6.6.10
The department ensures that customer-contact staff members
receive special training to meet the unique needs of students
and customers who have disabilities. (Cross-Reference: 12.2.9;
14.3.1; 15.4.7)
Y
6.6.11
The department ensures that training in new skills and
responsibilities for existing staff members is readily
available, including cross-training, training following
promotion, job rotation training, and training for new
procedures and technologies. (Cross-Reference: 2.3.14; 6.6.1; 6.6.2;
6.6.3; 6.6.13; 6.9.6; 9.1.5; 11.4.1; 11.4.7)
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Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 66
Section 6.6 (continued) Training and Coaching
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.6.12
Training and coaching sessions include explanations and
updates of laws, regulations, and policies pertaining to staff
members’ rights, and procedures for reporting complaints
when a staff member feels those rights have been
compromised. These sessions include topics such as EEOC
Non-Discrimination, Wage and Hour Laws, the Americans
With Disabilities Act, sexual harassment, workers’
compensation, and HAZCOM “Right-to-Know”. (CrossReference: 6.1.2; 6.1.3; 6.1.6; 6.6.8; 11.2.8; 11.2.9; 11.2.11; 15.4.7)
Y
6.6.13
Job training and retraining programs emphasize job skills,
the importance of positive customer service, safe equipment
operation, personal hygiene in relationship to performing job
duties, food safety, personal safety, and protecting the safety
of others. (Cross-Reference: 2.3.14; 6.6.11; Sec. 11.4)
Y
6.6.14
The department ensures that all staff members participate in
training in professional ethics, sanitation and food safety,
safety and security and emergency response procedures,
consistent with departmental policies and procedures
pertaining to each of these topics. (Cross-Reference: 1.2.1; 2.3.14;
Sec. 11.4)
PI
6.6.15
The department ensures that management personnel and
other staff members directly involved in menu planning,
purchasing, and food production participate in training in the
fundamentals of nutrition and menu planning. (Cross-Reference:
2.3.14; 6.6.2; 7.1.5)
A registered dietitian is part of this team and shares her knowledge.
However, individual training does not occur.
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Chapter 1. Professionalism
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Section 6.6 (continued) Training and Coaching
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
6.6.16
The department provides extensive training for the staff
whenever a capital improvement project results in the
installation of new equipment, a change in service
procedures, or a change in food production routines. The
department utilizes the training support of equipment
manufacturers, food suppliers, and training consultants, as
well as designated trainers from the department, as
appropriate. (Cross-Reference: 2.3.14; 6.6.1; 6.6.2; 13.2.7; Sec. 14.1; 14.5.4)
There is selected equipment that does not require training.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.7
1 - 68
Employee Relations
Principle:
Management of the foodservice department practices positive
approaches to staff management designed to increase productivity, minimize
turnover, and contribute to a high level of morale.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.7.1
The department establishes a positive atmosphere and sense
of teamwork among managers and all other staff members
and respects the worth and dignity of each staff member.
(Cross-Reference: 3.2.3; 3.2.4; 4.2.2; 7.1.2; 13.2.1; 14.1.5; 14.1.6; 14.4.2; 14.5.4;
15.2.3)
Y
6.7.2
Managers show a genuine concern for the personal needs of
each staff member and treat all staff members fairly, without
prejudice or favoritism. (Cross-Reference: 1.2.2; 2.3.8; 6.2.7; 6.4.6;
6.11.1; 6.11.3)
Y
6.7.3
The department encourages staff members to talk to their
supervisors and managers about job concerns and matters
related to career advancement. (Cross-Reference: 2.2.6; 4.3.2; 6.2.1;
6.8.5)
Y
6.7.4
Management informally monitors staff member morale and
job satisfaction on an ongoing basis and takes steps to
correct situations that are lowering morale. (Cross-Reference:
6.7.5; 6.9.5)
N
6.7.5
Management of the department periodically conducts a
formal assessment of job satisfaction, tabulates results, meets
with staff members to discuss findings, and takes positive
steps to increase satisfaction, when possible. (Cross-Reference:
6.7.4; 6.9.5)
Job satisfaction assessments do not occur.
Y
6.7.6
The department has programs in place for keeping staff
members informed of departmental activities that may affect
them (e.g., staff meetings, training sessions, staff member
bulletin boards, and departmental newsletter). (Cross-Reference:
2.1.7; 2.2.6; 2.3.12; 6.8.6; 6.9.2; 9.1.2; 11.4.1; 11.4.3; 11.4.7)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 6.7 (continued) Employee Relations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.7.7
Managers know the preferred name of each staff member
and speak to staff members in a respectful manner,
addressing them by their preferred names. (Cross-Reference: 6.7.1;
6.7.8)
Y
6.7.8
Staff members wear appropriate nametags to facilitate
communications with other staff members and customers.
(Cross-Reference: 6.7.7)
PI
6.7.9
Managers of the department periodically hold staff meetings
for the express purpose of soliciting suggestions from staff
members on how to improve the programs and services of the
department and how to improve working conditions (within
collective bargaining agreements, where applicable). (CrossReference: 2.1.7; 2.2.6; 2.3.12; 6.7.6)
This is done at the director level every two years, but not for other
administrative staff.
PI
6.7.10
Departmental management staff periodically solicits formal
input from those whom they supervise or interact with in
performance of their professional duties. Input, at minimum,
includes information about their effectiveness,
responsiveness, communication, and availability. (CrossReference: 2.3.10; 4.1.4)
The directors get 360 degree evaluations.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.8
1 - 70
Career Development
Principle:
The foodservice department promotes long-term career opportunities
for all staff members.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
Y
6.8.1
6.8.2
There is evidence that management personnel invest time
and resources in the career development of all staff
members, regardless of job position, and make an ongoing
effort to help staff members realize their individual
potentials. (Cross-Reference: 2.2.5; 6.8.5; Prin. 6.10; 6.10.1)
Management personnel provide or promote educational
opportunities besides job-related training for staff members,
to enhance job-related knowledge and skills, broaden life
skills, and strengthen their general education foundations.
(Cross-Reference: 6.8.3; 6.8.5)
Y
6.8.3
The department supports and encourages staff member
participation in NACUFS and other professional
development programs to strengthen their job performance
and career opportunities. (Cross-Reference: 1.2.2; 6.8.4; 15.2.3)
Y
6.8.4
Management personnel attend NACUFS professional
meetings, as well as other professional development
conferences, trade shows, and educational events, and
encourages participation by other staff members. (CrossReference: 1.2.1; 1.2.2; 6.8.3; 6.8.7; 8.4.11)
Y
6.8.5
Management personnel routinely provide and receive
individual counseling regarding career opportunities, career
development, and realistic opportunities for advancement.
(Cross-Reference: 6.7.3; 6.8.1; 6.8.3)
Y
6.8.6
Management personnel make food service and nutritionrelated career information, trade publications, and other
industry-specific collateral publications available to all staff
members to keep them abreast of career trends and
opportunities, and incorporate the information in training
sessions, when appropriate. (Cross-Reference: 6.8.7; 7.1.3)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 71
Section 6.8 (continued) Career Development
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.8.7
Management personnel participate in trade and professional
organizations and encourage participation by other staff
members. (Cross-Reference: 1.3.3; 4.6.3; 6.8.3; 6.8.4; 6.8.6; 6.10.1; 8.4.11;
13.3.3; 14.5.4)
Y
6.8.8
Management personnel participate in civic organizations,
charity events, and other community activities and promote
participation by other staff members. (Cross-Reference: Chap. 1;
4.6.6; 4.6.7; 4.6.8; 6.1.11)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 6.9
1 - 72
Performance Reviews
Principle:
There is a system in use in the foodservice department for reviewing
the job performance of all staff members on a scheduled basis as an integral part of
a proactive human resource development process.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.9.1
The department closely links the department’s vision and
mission statements, job descriptions, and training programs
to the performance review process. (Cross-Reference: Sec. 2.1; Sec.
6.6)
Y
6.9.2
The department compares and discusses staff member
performance against performance standards presented during
the staff members’ orientation, training program, coaching
sessions, and prior performance reviews. (Cross-Reference: 2.3.14;
6.6.5; 6.9.5; 6.9.6)
Y
6.9.3
Performance rating scales meet the needs of the department
and the staff member, reflect the performance review
philosophy of the institution, and are easy for staff members
to understand and interpret. (Cross-Reference: 6.9.2; 6.9.4)
Y
6.9.4
Performance review procedures are uncomplicated, easy for
the reviewer and person reviewed to follow, and lead to clear
action steps for improving performance. (Cross-Reference: 6.9.2;
6.9.3)
N
6.9.5
The performance review process includes assessing the staff
member’s level of job satisfaction and discussing ways to
meet personal growth needs while meeting the performance
needs of the department. (Cross-Reference: 6.7.4; 6.7.5)
Job satisfaction is not part of the performance review.
Y
6.9.6
The performance review process includes a shared goalsetting component where the reviewer and the person
reviewed jointly agree on strategies to promote personal
growth and development of the person reviewed, which may
include additional training or realignment of job
responsibilities. (Cross-Reference: 2.3.14; 6.9.5; 6.8.9)
(This section is continued on the next page.)
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Chapter 1. Professionalism
1 - 73
Section 6.9 (continued) Performance Reviews
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.9.7
At the conclusion of the formal performance review, the
department provides the person reviewed with a copy of the
completed performance review documents and files a copy
in the individual’s human resource file. (Cross-Reference: 5.1.7;
5.1.8; 6.12.6; 6.13.1)
Y
6.9.8
The department evaluates the effectiveness of the
performance review process on an ongoing basis and makes
adjustments, as needed, to ensure its effectiveness as a
human resource development process. (Cross-Reference: 2.3.9;
6.6.6; 6.7.10)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 74
Section 6.10 Employee Recognition
Principle:
The foodservice department provides special recognition for staff
members whose performance is superior as an incentive to all staff members to
maximize their potential.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.10.1
The department promotes staff recognition, both internally
within the food service department and externally from the
institution, by providing timely recognition for staff
members for exemplary job performance, attendance, long
tenure, and other professional and personal achievements.
(Cross-Reference: 6.8.3; 6.10.2; 6.10.3)
Y
6.10.2
The department varies the tangible recognition awards used
and provides an array of incentives to exceed the normal
expectations defined by job descriptions. (Cross-Reference: 5.4.2;
6.2.7; 6.2.8; 6.2.9; 6.10.1)
PI
6.10.3
The department involves staff members in determining what
types of performance the department recognizes and what
forms of recognition are used. (Cross-Reference: 2.3.2; 6.10.1)
There is bonus money made available by the state of Montana.
Senior management in the dining department recommends
individuals that they feel merit this recognition.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 75
Section 6.11 Employee Discipline
Principle:
A system is in use within the foodservice department for
administering discipline on an objective and fair basis with a clear focus on human
resource development.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.11.1
The policies and procedures for administering disciplinary
action provide clear action steps to ensure fair treatment of
the staff member who is being disciplined, to focus on
development of the individual staff member, to protect the
rights of the department, and to protect the individual who
administers the discipline. (Cross-Reference: 1.1.3; 2.3.12; 6.4.2; 6.6.3;
6.6.12; 6.7.6)
Y
6.11.2
The department informs staff members of the procedures
available to them for appealing a disciplinary decision within
the department and beyond the departmental level when
applicable, according to departmental and institutional
policies. (Cross-Reference: 1.1.3; 6.4.2; 6.6.12)
Y
6.11.3
There is clear evidence that the department fully investigates
all matters of a disciplinary nature to ensure fairness. (CrossReference: 1.2.4; 6.1.6; 6.12.4; 6.12.5; 11.3.10)
Y
6.11.4
Departmental management administers disciplinary action in
a non-discriminatory manner in full compliance with the
department’s and institution’s policies and procedures and
within federal and state laws pertaining to Equal
Employment Opportunity. (Cross-Reference: 6.1.2; 6.1.6; 6.6.12)
NA
6.11.5
Where the department is an at-will employer under
applicable state law, its disciplinary policies and procedures
are consistent with the institution’s stance regarding at-will
employment on campus. (Cross-Reference: 6.12.4; 6.12.5; 6.12.6;
6.12.7; 6.12.9)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 6.11 (continued)
1 - 76
Employee Discipline
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.11.6
Whenever possible, the disciplinary action defines corrective
steps and strategies that focus on positively overcoming the
problem, rather than punishing the staff member for the
failure to act or perform up to expectations in the past. (CrossReference: 1.2.4; 6.11.1)
Y
6.11.7
The department fully documents all disciplinary actions in an
objective manner, stating what led up to the need for
disciplinary action, the steps taken previously to correct the
problem, the steps currently being taken to overcome the
problem, and clear expectations of what is to occur in the
future. (Cross-Reference: 6.11.6; 6.11.8; 6.12.4; 6.12.9)
Y
6.11.8
The department treats disciplinary actions in a confidential
manner that reflects a high level of professionalism in full
compliance with applicable federal and state privacy acts,
laws, or regulations. (Cross-Reference: 5.1.7; 5.1.8; 6.13.1; 6.14.3; 6.14.4;
13.5.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 77
Section 6.12 Employee Resignation or Involuntary
Termination
Principle:
The foodservice department has orderly separation procedures that
follow institutional policies for processing resignations and involuntary termination
of employment.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.12.1
The policies and procedures pertaining to staff member
separation include a separation checklist to aid in covering
important matters in an orderly manner. (Cross-Reference: Sec. 2.3)
Y
6.12.2
The separation checklist includes the items the staff member
is expected to turn in and topics relating to final processing
of benefits and payroll. (Cross-Reference: Sec. 2.3)
PI
6.12.3
Y
6.12.4
Except in at-will employment situations, the department
practices “suspension pending investigation” as a step before
termination when there is a serious breach of conduct or
failure to perform to expectations and the operation uses the
suspension time to investigate and fully document the
situation. (Cross-Reference: Sec. 2.3; 6.11.5)
Y
6.12.5
Except in at-will employment situations, the management of
the department carefully assesses, based on an objective
investigation, whether there are sufficient grounds for
involuntary termination before announcing this decision to
the staff member. (Cross-Reference: Sec. 2.3; 6.11.5)
The policies and procedures provide guidelines for staff
members to give reasonable notice of their decision to
resign, so that the separation is orderly and minimizes the
disruption to the operation. (Cross-Reference: Sec. 6.12)
This policy does not exist, yet the Human Resource Department has
a guideline of two weeks notice.
(This section is continued on the next page.)
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Chapter 1. Professionalism
1 - 78
Section 6.12 (continued)
Employee Resignation or Involuntary Termination
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.12.6
The department presents the notice of involuntary
termination to the affected staff member in a private setting
and, other than in an at-will employment situation, provides
an objective explanation of the reason(s) for the termination.
(Cross-Reference: 6.11.3; 6.9.7)
Y
6.12.7
The department asks each separating staff member to
participate in an exit interview during which the supervisor
and the staff member review the separation checklist and,
except in an at-will employment situation, review the causes
surrounding the separation and discuss steps that might have
prevented the separation. (Cross-Reference: 6.11.5)
Y
6.12.8
The department informs each separating staff member of
procedures for such matters as issuance of final pay and
other benefits that may require special processing in
conjunction with separation (e.g., continuing health and
hospitalization insurance, rollover of pension accounts,
settlement of credit union loans, withdrawal of investment
savings funds, compensation for unused vacation). (CrossReference: Sec. 6.3)
Y
6.12.9
The department prepares full documentation to support each
termination, including the completed separation checklist,
efforts made to prevent the separation, whether the staff
member may be considered for rehire, and, except in an atwill employment situation, a concise explanation of the
circumstances surrounding the termination. (Cross-Reference:
6.11.5; 6.11.7; Sec. 6.12)
The intent of this practice is met.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 79
Section 6.13 Personnel and Payroll Records
Principle:
The foodservice department maintains up-to-date, accurate, and
complete personnel and payroll records for each staff member of the department.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.13.1
The department treats personnel and payroll records as
confidential files in full compliance with applicable federal
and state privacy acts, laws, or regulations. (Cross-Reference:
5.1.7; 5.1.8; 5.4.8; 6.11.8; 6.14.3; 6.14.4; 13.5.6)
Y
6.13.2
The policies and procedures for personnel and payroll
records include a records retention schedule that specifies the
disposition of each type of record after a defined time and
provides procedures for archiving records of former staff
members that the department retains in an archive status.
(Cross-Reference: 5.1.2; 5.1.4; 5.1.6; 5.2.27)
Y
6.13.3
The departmental or institutional policies and procedures
clearly define what records to include in personnel and
payroll files and the order in which they are to appear within
the file jacket. (Cross-Reference: 5.1.1; 5.1.5)
Y
6.13.4
If required by law, the department recognizes the staff
member’s right of access to his or her own personnel file.
(Cross-Reference: 5.1.5; 5.1.7; 5.4.8; 6.14.6)
Y
6.13.5
A random audit of personnel and payroll files provides
evidence that the department complies with all applicable
policies and procedures. (Cross-Reference: Sec. 2.3; 6.13.3)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 6.14 Electronic Personnel and Payroll
Records
Principle:
Personnel and payroll records processed and stored electronically
are accessible only to individuals authorized by policy to have access; individuals
authorized by policy to view the records have been issued computer access codes.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.14.1
The department applies applicable federal and state privacy
acts, laws, or regulations to all electronic personnel and
payroll records, the same as to non-electronic files. (CrossReference: 5.1.8; 6.11.8; 6.13.1; 6.14.3; 6.14.4; 6.14.15)
Y
6.14.2
In the case of electronic personnel or payroll records, an
authorized individual approves the personnel or payroll
action before a staff member makes changes in the electronic
records. (Cross-Reference: 5.1.6; 5.1.8; 6.13.1; 6.14.3; 6.14.6)
Y
6.14.3
When an authorized staff member prints electronic personnel
or payroll records, they are subject to the same rules of
confidentiality and privacy as records generated by nonelectronic means. (Cross-Reference: 5.1.2; 5.1.5 5.1.8)
E
6.14.4
Diskettes and other portable storage media containing
personnel and payroll records are subject to the same rules of
confidentiality, security, and privacy as records stored on
hard drives and file servers. (Cross-Reference: 5.1.8; 6.13.1; 6.14.3;
13.5.6)
Diskettes are not used for these functions.
Y
6.14.5
When an authorized staff member views personnel or payroll
records "on screen," he or she protects the information from
the view of unauthorized individuals. (Cross-Reference: 5.1.8;
6.14.1)
Y
6.14.6
Before leaving a computer workstation where personnel and
payroll records are being viewed, the authorized user closes
the file so that it is accessible only by re-entering the access
code. (Cross-Reference: 5.1.7; 5.4.8; 6.13.1; 6.14.1; 6.14.5; 13.5.2; 13.5.3;
13.5.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 81
Section 6.15 Posting of Human Resources
Information
Principle:
The foodservice department complies with federal, state, and local
laws and regulations and institutional and departmental policies regarding posting
of information for staff members about their rights and responsibilities.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
6.15.1
Postings of human resources information on designated
bulletin boards are current and reflect the latest changes in
laws, regulations, policies, and procedures defining posting
requirements. (Cross-Reference: 6.7.6; 6.15.2)
Y
6.15.2
Postings are available at locations throughout the department
to maximize visibility to all staff. There is at least one
information-posting location in each food service operation.
(Cross-Reference: 6.7.6; 6.15.1)
Practice#:
Comments:
Section 7.1 Menu Planning
Principle:
The foodservice department uses a menu-planning process that
results in a variety of appealing and wholesome food and beverage
choices to meet the dining and nutritional needs of customers within
the food cost budget goals.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
7.1.1
Menu policies and procedures focus on ensuring that menu
offerings are nutritious, are responsive to customer
preferences, and address issues such as daily standard menu
patterns, menu item frequency, and food quality standards.
(Cross-Reference: 7.1.7; 8.2.1)
There is currently only one policy in place, and the dining services
department will be in compliance when all areas are documented.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Y
7.1.2
1 - 82
The ongoing menu development process is systematic and
involves a team approach including staff members,
customers, and vendor representatives. (Cross-Reference: 4.1.4;
4.3.1; 7.2.1; 7.2.5; 8.2.2)
Y
7.1.3
The personnel who plan menus use a variety of up-to-date
resources for food products, menu suggestions, recipes,
nutrition information, and food preference trends. Menus
follow current nutrition principles published by reputable
medical and professional nutrition organizations. (CrossReference: 4.1.4; 4.3.1; 7.1.6; 7.1.7; 7.2.1; 7.2.5; 8.2.2)
Y
7.1.4
Menu offerings are appropriate for the style of service
provided and the facilities and staffing capabilities of the
department, from the purchasing function through
production, service, warewashing, and waste disposal
functions. (Cross-Reference: 4.2.6; 10.6.4)
PI
7.1.5
Departmental managers have participated in training in
fundamentals of nutrition and menu planning. (Cross-Reference:
6.6.15; 7.1.6)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Section 7.1 (continued) Menu Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.1.6
The department uses the services of a registered dietitian,
with current registration from the American Dietetic
Association, in the menu planning process, especially in
nutrition analysis, development of menu selections for
special diets, and assessment of the overall nutritional
balance of menu choices. (Cross-Reference: 6.6.15; 10.5.3)
Y
7.1.7
The menu-planning process in each component of the
department takes into account current food trends,
preferences (e.g., customer likes and dislikes, regional and
local specialties, ethnic and religious preferences), and food
allergens, as well as historical information on past sales and
customer acceptance. (Cross-Reference: 4.1.4; 4.3.1; 7.2.1; 7.2.5; 8.2.1)
Y
7.1.8
The department is flexible in responding to special dietary
requirements of students and other customers who are on
physician-prescribed restrictive diets. (Cross-Reference: 7.1.6; Sec.
9.11; 15.4.21)
The dining services department has been very proactive in this area.
Y
7.1.9
The department plans menus to accommodate the school
calendar, seasonal holidays, theme occasions, and special
student activities, as appropriate, based on community and
institutional standards. (Cross-Reference: 4.5.4; 7.1.8; 7.7.6; 7.7.11;
7.7.12)
Y
7.1.10
Menu offerings on any given day reflect a balance of
complementary combinations of flavor, appearance, color,
texture, and shape of items. (Cross-Reference: 7.1.6; 7.1.7; 7.5.2; Prin.
15.1)
A strength of the dining services department is the great balance of
food choices offered every day.
Y
7.1.11
The department offers menu specials to add variety to daily
menu cycles. (Cross-Reference: 7.1.6; 7.1.7; 10.4.5)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 7.1 (continued) Menu Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.1.12
Menus and item descriptions are simple, accurate, appealing,
easy to read, and relatively free of unnecessary information,
conforming to the principles of the Federal Truth-in-Menu
law. (Cross-Reference: 7.3.5; 7.7.5; 7.8.3; 10.2.12; 10.4.4; 10.4.5)
Y
7.1.13
Menu boards, displays, web postings, and printed menus are
attractive, clean, logically arranged, and easy to read, with
correct spelling and pricing. (Cross-Reference: 10.4.4; 10.4.5)
Consider enhancing the appearance of the menus on the Web to be
as attractive as those in print.
Y
7.1.14
The department writes menus well before procurement
deadlines and considers seasonal availability of ingredients,
sources of supply, and costs of products. (Cross-Reference: 7.1.9;
7.3.3; 8.2.6)
There was observation that this practice has been met in all areas.
The catering department is flexible, which is part of the goals of the
dining services department.
Y
7.1.15
The department uses current computer software packages to
facilitate menu planning, recipe development, and nutrition
analysis. (Cross-Reference: 13.3.3; 13.3.5)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 85
Section 7.2 Menu Review
Principle:
The foodservice department evaluates the effectiveness and customer
acceptance of menu offerings and services.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.2.1
The department uses focus groups or committees of
departmental staff members, students, faculty,
administration, campus staff, vendors, and outside
customers, as appropriate, to evaluate and recommend
changes in menu offerings and other aspects of the food
service operations. (Cross-Reference: 4.1.4; 4.2.1; 4.3.2; 7.2.5; 11.1.3;
11.1.4; 14.1.5; 14.5.4; 15.2.3)
Y
7.2.2
The department conducts customer satisfaction surveys at
least annually to assess the level of acceptance of its foods,
beverages, services, and programs. (Cross-Reference: 3.1.4; 4.1.4;
4.1.6; 4.1.7; 4.1.8; 4.1.10; 14.1.5)
Y
7.2.3
The department uses a formal system for customers and
departmental staff members to offer compliments,
suggestions for changes, and complaints about food,
beverages, services, and programs. (Cross-Reference: 4.1.4; 4.1.5;
4.3.1; 4.3.3; 4.3.4; 6.6.9; 7.2.4; 10.3.6)
Consider posting responses to the customer comments received.
Y
7.2.4
The department promptly responds to compliments,
suggestions, complaints, or other comments concerning the
products, services, or programs. (Cross-Reference: 4.1.4; 4.1.5; 4.3.1;
4.3.3; 4.3.4; 6.6.9; 7.2.3; 10.3.6)
PI
7.2.5
The department conducts taste tests with focus groups, food
committees, and other customer and staff groups to evaluate
the acceptability of new products, new methods of
preparation, or new methods of presentation. (Cross-Reference:
4.1.4; 4.1.5; 7.2.1; 7.3.1; 7.8.3; 7.8.4)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 86
Section 7.2 (continued) Menu Review
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
7.2.6
The department performs and publishes, where appropriate, a
nutrition analysis of the menu based on standard portion
sizes, providing a basis for objectively determining the total
nutritional makeup of a meal. (Cross-Reference: 4.6.9; 6.6.15; 7.1.3;
7.1.5; 7.1.6; 7.1.15; 7.3.5; 7.5.1; 10.3.1; Sec. 10.5; 15.4.21)
There was a lack of nutritional analysis information available to the
customers at the Food Court.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 87
Section 7.3 Standardized Recipes
Principle:
The foodservice department has a master recipe file of standardized
recipes that includes a recipe for each menu item.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.3.1
The department evaluates new products and ingredients
before including them in menus and standard recipes. (CrossReference: 7.2.5; 7.3.2; 7.3.4; 7.8.3; 7.8.4; 8.1.5; 8.4.11)
PI
7.3.2
Prior to serving, the department prepares standardized
recipes for all food products and determines the food cost per
portion. (Cross-Reference: 7.2.5; 7.3.3; 7.8.3; 7.8.4)
N
7.3.3
Standard recipes are HACCP-specific and include ingredient
and equipment handling procedures, quantity of ingredients,
production procedures, temperature monitoring, time and
temperature requirements, yield, and storage procedures.
(Cross-Reference: 7.2.5; 7.3.1; 7.3.2; 7.3.4; 7.8.3; 7.8.4)
Critical control point information was missing in any CBORD
recipes that were reviewed.
Y
7.3.4
The master recipe file of standardized recipes is consistently
maintained and kept up to date. (Cross-Reference: 7.32; 7.3.3; 7.3.6;
7.3.8; 7.4.2; 9.5.1)
PI
7.3.5
Standard recipes include suggestions for serving containers,
portioning utensils, garnishes, accurate nutritional analysis,
and other relevant information. (Cross-Reference: 7.2.5; 7.3.1; 7.3.2;
7.3.3; 7.3.4; 7.3.6; 7.8.3; 7.8.4, Chap. 9)
Y
7.3.6
The arrangement of information in each standard recipe is
logical, simple to read and follow, and uniform in format,
and follows a standardized treatment of weights and
measures. (Cross-Reference: 7.2.5; 7.3.1; 7.3.2; 7.3.3; 7.3.4; 7.3.5; 7.8.3;
7.8.4, Chap. 9)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 88
Section 7.3 (continued) Standardized Recipes
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.3.7
In standardizing and pricing new menu items, the department
considers labor and non-consumable costs associated with
preparation and service, along with basic food cost. (CrossReference: Prin. 5.4; 7.4.6; 7.8.3; 7.8.4)
Y
7.3.8
When the department maintains the master recipe file
electronically on a computerized system, the management
staff controls the authority to alter recipes through limited
access codes and prints individual recipes for use in
production areas. (Cross-Reference: 13.3.3; 13.5.2; 13.5.3; 13.5.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 7.4 Food Production
Principle:
The foodservice department has well-organized food production
systems in place that assure the quality preparation and presentation
of foods.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.4.1
The department trains the food production staff members, as
needed, to ensure competent performance of each assigned
duty. (Cross-Reference: 2.3.14; 6.1.1; 6.1.4; Sec. 6.6; 6.9.1; 7.5.2; 9.1.2; 9.9.1;
11.2.11; 11.4.1)
PI
7.4.2
Food production staff members use standardized recipes in
the daily production of menu items and follow the cooking
methods, times, and temperatures specified on the
standardized recipes. (Cross-Reference: Sec. 7.3; 9.5.1; 9.8.3)
PI
7.4.3
The food production staff prepares and retains daily
production records of the number of portions prepared,
served, and left over of each menu choice offered. The staff
also records waste and other factors unique to the operation.
(Cross-Reference: 7.4.2; 7.4.4; 7.4.5)
There was evidence of reports of food being prepared in the Food
Zoo which are then input into CBORD.
PI
7.4.4
The department prepares a production schedule for each
meal, scheduling and assigning staff members for each duty,
specifying any items to be incorporated into the current day’s
food production and scheduling backups so that each
advertised menu item or a suitable substitute is available
throughout the service period without excessive
overproduction. (Cross-Reference: 7.4.3; 7.4.5; 7.4.6)
Y
7.4.5
The department holds production meetings on a regular basis
to maintain an orderly work flow, promote quality,
communicate critical information, train staff members, and
control costs in the production function. (Cross-Reference: 7.4.1;
7.4.4)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 7.4 (continued) Food Production
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.4.6
The department adequately staffs the production function to
achieve production goals efficiently and effectively within
labor cost budgets. (Cross-Reference: 6.1.1; 7.4.4)
Y
7.4.7
The department manages facilities, training, scheduling, and
product flow to allow production staff members to perform
their duties in an efficient manner. (Cross-Reference: 7.4.1; 7.4.4;
7.4.5)
Y
7.4.8
Staff members keep production equipment sanitary and in
good operating condition; the department ensures that
equipment is adequate in size and capacity to support the
menu offerings. (Cross-Reference: Sec. 9.2; Sec. 9.9)
Y
7.4.9
Staff members use batch, timed, or to-order food production
to ensure customers receive the freshest food possible and
minimize holding times. (Cross-Reference: Sec. 7.5; Sec. 9.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 91
Section 7.5 Holding and Distribution
Principle:
The foodservice department uses safe and effective procedures for
holding prepared foods for service and maintaining the safety,
appearance, and nutritional quality of the products.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.5.1
Food production and service staff members adhere to
holding times specified in quality standards consistent with
HACCP principles. (Cross-Reference: Sec. 9.5; Sec. 9.6; Sec. 9.8)
There was evidence of holding practices equivalent to HACCP.
Y
7.5.2
All food production personnel receive training on the proper
techniques for food preparation, holding, and service to
protect product safety, appearance, and nutritional value. As
appropriate, this includes SERVSAFE® or equivalent food
handler certification. (Cross-Reference: 2.3.14; 6.1.1; 6.1.4; Sec. 6.6;
6.9.1; 7.5.2; 9.1.2; 9.9.1; 11.2.11; 11.4.1)
PI
7.5.3
Food production and service staff members use a consistent
procedure for checking the flavor, appearance, color, and
texture and recording the temperature of food products
throughout the holding period (at least once each hour for
foods held longer than two hours), and take corrective action,
as appropriate. (Cross-Reference: 7.1.10; 7.4.9; 7.5.1; 7.5.2; 7.5.5; 7.5.7;
9.2.6; 9.2.7; 9.6.4; 9.8.3)
Y
7.5.4
Staff members transport prepared foods from production to
service areas while protecting the food from physical
contamination, maintaining safe temperatures, and
minimizing transit and holding times. (Cross-Reference: 7.5.5; 7.5.6;
9.9.29; 10.6.2)
PI
7.5.5
Supervisors and other key staff members monitor the safety
of food being held for service and the distribution procedures
being used. (Cross-Reference: 7.5.3; 7.5.6; 7.6.8; 9.2.6; 9.2.7; 9.6.4; 9.8.3;
9.9.29; 10.6.2)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 92
Section 7.5 (continued) Holding and Distribution
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.5.6
Staff members wash and sanitize all equipment used to
distribute or transport prepared food (e.g., pans, carts,
utensils, and covers) before each use. (Cross-Reference: 7.5.4; 7.5.5;
9.9.29; 10.6.15)
Y
7.5.7
Supervisors and other key staff members use approved food
service thermometers or thermocouples (preferred) in a
sanitary manner for checking the temperatures of prepared
foods. (Cross-Reference: 9.2.6; 9.2.7; 9.6.4; 9.8.3)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 93
Section 7.6 Flow of Food*
Principle:
The organization of work flow within foodservices permits the
efficient movement of food and beverage products from receiving
through storage, issue, preparation, production, holding,
distribution, service, and storage of leftovers.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.6.1
The food service staff members use a requisition procedure
for the orderly issuing of products and minimize the number
of trips made to main storage areas. (Cross-Reference: 7.6.4; 7.6.5;
Sec. 8.7)
There was good evidence of this practice.
Y
7.6.2
Staff members follow a consistent system for rotation in the
storage of raw and prepared foods. (Cross-Reference: 8.7.2; 9.9.30)
Y
7.6.3
Staff members arrange the contents of refrigerators, cabinets,
and workstations in the preparation and production areas in a
neat and sanitary manner; working storage is adequate to
support the daily production activities. (Cross-Reference: Sec. 9.4;
9.6.9; 9.9.30; 12.4.8)
Y
7.6.4
Staff members promptly store items issued from main stores
to preparation, production, and service, especially items
requiring refrigeration. (Cross-Reference: 7.6.3; Sec. 8.6; 9.6.8)
(This section is continued on the next page.)
* Important Note: As it relates to Section 7.6, Flow of Food, temperatures and food safety principles and
practices cited are consistent with the published reference listed below. The information provided here and
in the published reference is not intended to provide legal advice or establish standards of reasonable
behavior. The National Association of College & University Food Services assumes no direct or implied
responsibility for food safety by citing these temperatures or any other food handling principles and
practices. City, county, or state food sanitation codes may specify slight variations in the temperatures
given, in which case the college or university food service department is encouraged to follow the binding
regulations. Operators who develop food safety-related policies and procedures as part of their commitment
to employee and customer safety are urged to use the advice and guidance of legal counsel.
SERVSAFE® Serving Safe Food Certification Coursebook. Third Edition. Chicago: Educational Foundation of the
National Restaurant Association, 2004.
Section 7.6 (continued) Flow of Food
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Status:
1 - 94
Practices:
(Y, N, PI, E, NA)
Y
7.6.5
The department purchases and issues frozen food products
far enough in advance to permit thawing under refrigerated
conditions (maximum temperature of 40 degrees Fahrenheit).
(Cross-Reference: 7.6.6; 9.6.8)
Y
7.6.6
In emergencies, staff members thaw frozen foods under cold
running water (with the food product in its original
packaging or in a sanitized container). (Cross-Reference: 7.5.2;
7.6.5)
This practice was unable to be observed.
PI
7.6.7
Staff members promptly remove leftover food products from
service and production areas; quickly cool them; and
properly cover, date, and store them. (Cross-Reference: 7.4.4; 9.6.4;
9.6.6; 9.6.7; Sec. 9.7; 9.8.1; 9.8.2; 9.8.3; 10.6.21; 12.5.6)
There appears to be inconsistent dating of leftover food.
Y
7.6.8
The department holds foods for service at temperatures
below 40 degrees Fahrenheit or above 140 degrees
Fahrenheit, as appropriate, to minimize food safety hazards.
(Cross-Reference: 7.4.9; Sec. 7.5; 7.6.9; Sec. 9.1; 9.2.4; 9.4.6; 9.5.2; 9.5.3; 9.5.4;
Sec. 9.6; 12.4.8)
Y
7.6.9
Staff members prepare, hold, serve, and store all potentially
hazardous foods so they spend less than four hours total in
the temperature danger zone (between 40 and 140 degrees
Fahrenheit). (Cross-Reference: 7.6.8; Sec. 9.1; Sec. 9.2; Sec. 9.4; Sec. 9.5;
Sec. 9.6; Sec. 9.7)
Y
7.6.10
Staff members frequently replenish food in service areas
(e.g., steam tables, cold bars) to minimize holding times.
(Cross-Reference: Sec. 7.5; Sec. 9.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 7.7 Food Presentation
Principle:
The foodservice department displays and serves food in an attractive
and safe manner.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.7.1
The department prepares a daily service plan to facilitate
service and to assure the attractiveness and safety of the
food. (Cross-Reference: Sec. 7.5; Sec. 9.6)
Y
7.7.2
Staff members keep service counters and display cases clean
and uncluttered. (Cross-Reference: 12.3.1; 12.3.3; 12.4.3)
Y
7.7.3
Staff members follow applicable health department
guidelines and HACCP principles when setting up food
displays. (Cross-Reference: 7.5.1; Chap. 9; 15.3.4)
Y
7.7.4
Where required, the department uses sneeze guards that are
clean, free from fingerprints and smudges, and at the height
specified in the applicable food safety code. (Cross-Reference:
9.10.1; 10.6.15; 11.1.6)
Y
7.7.5
Staff members are knowledgeable about food, beverage, and
service offerings, and can accurately answer questions about
ingredients, preparation methods, prices, hours of service,
etc. (Cross-Reference: 2.3.14; Sec. 6.6; 7.5.2; 9.1.2; Sec. 9.11; 10.3.6; 10.4.7;
10.4.8; 10.6.3; 10.7.5; 10.7.6; 10.7.7)
Y
7.7.6
Counter decorations are clean, attractive, and appropriate to
the season or theme being promoted, enhance the
presentation of food and beverages, and enhance the overall
appearance of the food service areas. (Cross-Reference: 7.7.2;
7.7.11; 10.6.13; 10.6.16)
Y
7.7.7
Staff members arrange food served from cafeteria or buffet
lines in a logical flow, grouping categories of foods to
facilitate economy, choices, and service. (Cross-Reference: 7.7.4;
10.1.4)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 7.7 (continued) Food Presentation
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.7.8
Food decorations and garnishes are fresh, attractive, and
maintained at safe temperatures. (Cross-Reference: 7.3.5; 7.7.12;
10.6.13)
The use of food garnishing was not observed.
Y
7.7.9
Posted menu items are available throughout the meal period
unless specifically scheduled and advertised otherwise. (CrossReference: 7.1.13; 7.4.4)
Y
7.7.10
The department provides take-out foods to accommodate the
needs of customers, including meals for sick students unable
to utilize the food service facilities.
Y
7.7.11
The department decorates the food service facilities for
approved special occasions, theme meals, and seasonal
themes. (Cross-Reference: 4.5.1; 4.5.4; 7.7.6; 7.7.8; 7.7.12; Prin. 10.4;
10.6.13; 10.6.16)
PI
7.7.12
The department keeps records of theme meals, special
functions, and seasonal decorations, which may include
photos, slides, digital images, or videos, to help in planning
future events. (Cross-Reference: 4.5.1; 4.5.4; 7.1.9; 7.7.6; 7.7.11; Prin. 10.3;
Prin. 10.4; 10.6.13)
Keeping more complete records of all special events could help with
planning future events.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 97
Section 7.8 Portioning
Principle:
Foodservice staff members use portion controls to ensure value to
customers, maintain cost controls, and track the nutritional
contribution of each portion served.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
7.8.1
The department plans portions to provide a good value to
customers, without creating undue waste from portions that
are too large. (Cross-Reference: 7.2.6; 7.3.2; 7.3.5; 7.4.3; 7.8.4; 7.8.5; 12.56;
15.4.11; 15.5.8)
Y
7.8.2
Staff members use portioning utensils and scales to control
costs and ensure service of the correct portion size. (CrossReference: 7.3.5; 12.5.6)
PI
7.8.3
Staff members conduct yield tests on quantity production
items to ensure accurate portioning and costing of the menu
items. (Cross-Reference: 7.8.4; 12.5.6)
It appears that yield testing has not been completed for all bakery
items.
PI
7.8.4
Staff members conduct "can cuttings" and "bulk pack yield
tests" to determine the actual number of portions of various
sizes in standard cans, bulk packs, and multi-portion
containers. (Cross-Reference: 7.8.3; 12.5.6)
PI
7.8.5
Staff members evaluate recipes to verify that each recipe
yields the number of portions predicted. (Cross-Reference: Sec. 7.3;
7.8.3)
It appears that this is not fully implemented.
Practice#:
Comments:
Section 8.1 Purchasing Functions-General
Principle:
The foodservice department has organized the purchasing functions
to ensure the orderly and timely procurement of food products,
supplies, services, and equipment at the defined quantity, cost, and
quality levels to support the mission of the department.
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.1.1
The department uses purchasing policies and procedures
approved by the state, institution, or other authority that
governs purchasing activities. (Cross-Reference: Sec. 2.3; 5.2.9)
PI
8.1.2
The department provides training for personnel assigned to
purchasing, receiving, and issuing in the safe and sanitary
performance of assigned job duties. As appropriate, this
includes SERVSAFE® or equivalent food handler
certification. (Cross-Reference: 1.2.1; 2.1.7; 2.3.12; 2.3.14; Prin. 5.1; 6.1.1;
Sec. 6.6; 6.7.6; 9.1.2)
Staff members are ServeSafe certified. Other training provided is
on–the– job training. Documentation of training and formalization
of training processes would be beneficial.
Y
8.1.3
Y
8.1.4
The department strictly enforces all policies and procedures
regarding professionalism and ethics in the purchasing
functions. (Cross-Reference: Sec. 1.2; 6.6.14; Prin. 8.3)
The department continually evaluates procurement needs and
sources of supply to keep pace with changing trends and to
ensure sound purchasing decisions within applicable policies
and procedures. (Cross-Reference: 7.1.14; 8.1.6; 8.2.6; 8.2.7; Sec. 8.3;
8.4.3)
An excellent job is done by the creation and distribution of monthly
commodity reports. This information is used for decision making.
Y
8.1.5
The department uses a system for obtaining, evaluating,
reporting, and filing information pertaining to new products,
supplies, services, and equipment. (Cross-Reference: 7.2.5; 7.3.1;
8.4.11)
New products are brought in and put through an extensive testing
process, which suppliers and staff follow.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 8.1 (continued) Purchasing Functions-General
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.1.6
The department prepares objective bid requests and solicits
competitive bids from two or more qualified vendors before
selecting a vendor or making order decisions and follows
established policies and procedures that define the bidding
process. As much as possible, bid requests provide for the
needs of both the institution and the vendor. (Cross-Reference:
Sec. 8.2; 11.3.5; 14.2.3; 14.5.4; Sec. 15.3)
Documentation of the entire product evaluation process,
specifications, and the competitive bids received is outstanding.
Y
8.1.7
The department restricts access to computerized purchasing
records by issuing restrictive access codes only to authorized
individuals. (Cross-Reference: Sec. 5.1; Sec. 13.5)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 100
Section 8.2 Purchasing Specifications
Principle:
The foodservice department develops and uses written specifications
as the basis for controlling quality and cost of food products,
supplies, services, and equipment.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.2.1
The department reviews purchasing specifications on an
ongoing basis and modifies them to ensure they are current,
based on changing departmental needs, customer
preferences, product availability, market conditions, security,
safety, and other applicable factors. (Cross-Reference: Sec. 8.2;
8.3.5; 8.3.10; 8.5.16; 10.7.4; 11.3.5; 13.2.4; 14.1.8; 14.5.4; 15.4.12)
Y
8.2.2
When developing new or revised purchasing specifications,
the department solicits recommendations from staff
members, customers, and industry for the types of products
or services that will best meet the needs and goals of the
department and needs of customers. (Cross-Reference: 7.2.1; 7.2.5;
15.4.12)
Y
8.2.3
The department requires that new and revised purchasing
specifications have the written approval of management at
least one level above the purchasing activity and institutional
or state approval, as required by policy. (Cross-Reference: 2.2.1;
8.8.3; 8.3.10)
Y
8.2.4
Purchasing specifications for any item to be used in the
department meet the standards of the United States
Department of Agriculture (USDA), Food and Drug
Administration (FDA), and National Sanitation Foundation
(NSF), as applicable, and the goals of the department. (CrossReference: 8.2.2; 15.4.12)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 8.2 (continued) Purchasing Specifications
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.2.5
As a minimum, purchasing specifications include standard
industry language for the product or service, including: brand
(if limited to a specific brand), a clear description of the
required features of the product or service, packaging
requirements (when applicable), estimated usage, HACCP
requirements, delivery requirements, performance
guarantees, and any other special requirements, such as the
availability of nutritional data. (Cross-Reference: 7.2.6; 8.2.1; 8.3.4;
Sec. 9.2)
Y
8.2.6
The department researches and objectively evaluates new
food products, supplies, services, and equipment for quality,
safety, efficiency, availability, and cost before approving the
specification or procurement. (Cross-Reference: 7.2.5; 7.3.1; 8.1.4;
8.5.16)
Y
8.2.7
The department considers environmental initiatives, energy
conservation, and recycling programs when evaluating
potential food products, supplies, services, and equipment
and incorporates these considerations into specifications, as
appropriate. (Cross-Reference: 12.2.7; 12.5.1; 14.4.5; 15.4.7)
The Farm to College program is an excellent example of the
application of this practice. Packaging, source reduction, mileage
savings, and biodegradable containers are all additional examples.
Y
8.2.8
When developing purchasing specifications, the department
researches waste-reduction options and, when available at a
competitive cost, specifies products that support source
reduction efforts. (Cross-Reference: 8.1.6; Sec. 12.5)
Y
8.2.9
The department minimizes specifications that limit
purchasing to a single source when competitive sources
offering comparable products are available. (Cross-Reference:
8.1.6; 8.2.9)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 8.2 (continued) Purchasing Specifications
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.2.10
Sole-source purchasing or a prime vendor contract is
developed, bid, and executed applying principles and
practices in chapter 8 to ensure the contract will provide the
optimum services, products, and values to the department.
(Cross-Reference: Sec. 1.2; 6.6.14; Chapter 8)
Y
8.2.11
The department provides copies of approved purchasing
specifications to vendors when securing bids, negotiating
prices, and placing orders. (Cross-Reference: 8.2.3; 8.3.5; 8.3.10)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 8.3 Vendor Relations
Principle:
The foodservice department maintains a positive professional
relationship with vendors that promotes objectivity, integrity, and
sound business ethics of all parties involved in purchasing
transactions.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
8.3.1
Staff involved in the ordering, receiving, storage, and issue
functions participate in special training on maintaining
professional and ethical business relationships with vendors
and their representatives. (Cross-Reference: Sec. 1.2; 2.3.14; 6.6.3;
6.6.14; 8.1.3; 8.3.10)
Formalized and documented training on maintaining professional
and ethical business relationships would be beneficial to ensuring all
staff members have received information. There is no evidence that
training has taken place. Communication on lead times and reducing
unnecessary deliveries has occurred.
Y
8.3.2
The department has an objective procedure for selecting
vendors and provides an approved vendor list to personnel
authorized to place orders, personnel authorized to approve
purchase orders and invoices, and personnel authorized to
pay invoices. (Cross-Reference: 8.3.3; 8.3.4; 8.3.8; 8.3.9; 8.3.10)
Y
8.3.3
The department checks references of potential vendors
before approval. (Cross-Reference: 8.3.2; 8.3.4; 8.3.5; 8.3.8; 8.3.10)
PI
8.3.4
To the extent practical, department personnel inspect the
processing and manufacturing facilities, warehouses,
distribution centers, and transportation fleet of potential and
current vendors to evaluate HACCP standards, sanitation,
safe food handling, and general quality of the supplier’s
operation. (Cross-Reference: 8.3.2; 8.3.3; 8.3.8; 8.3.9)
Inspections of vendors and manufacturers are not a regular practice.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Section 8.3 (continued) Vendor Relations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.3.5
The department reviews the performance of vendors on an
ongoing basis and has a formal system for notifying vendors
when their performance is not consistent with purchasing
specifications, terms of agreements or contracts, or positive
customer service. (Cross-Reference: 8.3.2; 8.3.3; 8.3.4; 8.3.9; 8.3.10)
Y
8.3.6
The department approves all vendor and manufacturer
promotional programs within an overall marketing and sales
strategy, consistent with the mission of the department. (CrossReference: 10.3.4; 10.4.2; 10.4.3; 10.4.4)
PI
8.3.7
Management personnel require vendors to provide objective
unit cost and sales data to support their recommendations for
merchandising displays, avoiding subjective favoritism of
vendors or brands. (Cross-Reference: 8.3.6; 10.3.4; 10.4.2; 10.4.3; 10.4.4)
Considerations needed to be made for the amounts of display space
include customer preference, margins, and pricing.
Y
8.3.8
Management personnel periodically re-evaluate non-current
vendors and consider whether to include them on the
approved vendor list. (Cross-Reference: 8.3.2; 8.3.3; 8.3.4; 8.3.5; 8.3.10)
Y
8.3.9
The purchasing department keeps vendor performance
information on file for future reference. (Cross-Reference: 8.3.3;
8.3.5; 8.3.10)
PI
8.3.10
The department clearly identifies vendors removed from the
approved vendor list because of unethical business practices,
unsanitary conditions, failure to perform to purchasing
specifications, or failure to fulfill contractual terms as
unacceptable sources of supply, even in emergency
situations. (Cross-Reference: 8.1.3; 8.3.9; 8.3.10)
When vendors are not responsive to documented concerns regarding
service or quality, the dining services department reduces the amount
of products purchased from that vendor and finds other suppliers for
the specific products.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 8.4 Ordering
Principle:
The foodservice department places orders on time to ensure the
availability of the food products, supplies, services, and equipment
when needed without unnecessarily encumbering capital by
purchasing further in advance.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.4.1
The department minimizes the number of personnel
authorized to place orders. (Cross-Reference: 2.2.1; 6.1.1; 8.3.2; 8.4.10)
Y
8.4.2
The ordering policies and procedures clearly define what
types of purchases require purchase orders and which
purchases, if any, do not require a purchase order. (CrossReference: 5.2.6; 8.3.2; 8.4.9)
Y
8.4.3
The department uses a system for filing the current price lists
of approved food, supply, services, and equipment vendors.
(Cross-Reference: 8.3.2; 8.3.7; 8.3.9)
Y
8.4.4
Staff members who order products make purchasing
decisions based on the most current available price and
quality information. (Cross-Reference: 8.1.5; 8.4.3; 8.4.5)
Y
8.4.5
The department uses a system for keeping the appropriate
personnel informed of changes in the marketplace that may
have an impact on the ordering process. (Cross-Reference: 5.2.2;
7.1.14; 8.2.1; 8.4.6)
NA/E
8.4.6
The department uses a system for keeping the appropriate
personnel fully informed of the forecasted and budgeted
needs of operations. (Cross-Reference: 5.2.1; 5.2.2; 5.2.21; 5.2.22; 5.2.24;
8.4.5)
Y
8.4.7
The department prepares and distributes a schedule for the
placement of orders with each approved vendor and
operations submit purchase requests on time to allow
ordering and delivery within the established order and
delivery schedule. (Cross-Reference: 5.2.8; 5.2.9; 8.4.8)
Exceptions are made for the small Farm to College vendors.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 8.4 (continued) Ordering
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.4.8
The department keeps unscheduled (special) orders to an
absolute minimum to avoid higher prices, special delivery
charges, or other unusual costs. (Cross-Reference: 5.2.8; 5.2.9; 8.4.7)
NA
8.4.9
Purchasing policies and procedures require that each
purchase order be approved by the individual who initiated
the purchase order and an authorized supervisor or manager
at least one level higher in the department’s organizational
structure than the staff member who initiated the purchase
order. (Cross-Reference: 2.2.1; 2.2.4; 2.2.6; 5.2.9; 8.2.3)
Purchase orders are no longer required.
Y
8.4.10
Authorized personnel place orders with sufficient lead time
to secure the items for the best available prices while
avoiding excessive inventory. (Cross-Reference: 8.4.1; 8.4.7; 8.4.8;
8.6.4; 8.6.5)
Y
8.4.11
Appropriate personnel attend trade shows and vendor
presentations to stay abreast of new products, to identify
potential vendor sources, and to exchange ideas with other
food service professionals. (Cross-Reference: 6.8.4; 6.8.7; 13.3.3;
14.5.4)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 8.5 Receiving
Principle:
The receiving of food products, supplies, services, and equipment
ordered by the foodservice department is orderly and ensures that the
item description, quality, quantity, and price meet the purchasing
specifications and terms of agreement or contracts.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.5.1
The department clearly identifies the individuals authorized
to receive goods and services purchased, and only these
authorized personnel perform the receiving functions. (CrossReference: 2.2.1; 6.1.1)
PI
8.5.2
The receiving area has adequate lighting, is easy for delivery
personnel to access, is designed to ensure the safety of
personnel, and is secure from entry by unauthorized
personnel or visitors. (Cross-Reference: 8.5.3; 8.5.4; 12.2.6; 12.4.23)
Lighting is adequate and easy for delivery personnel to access
(except for Think Tank). Areas are not secured to prevent
unauthorized personnel or visitors.
Y
8.5.3
The department establishes receiving hours that do not
detract from other operations, limits the times for accepting
deliveries, and allows for effective use of the receiving and
storage areas. (Cross-Reference: 8.5.1; 8.5.4)
PI
8.5.4
The department communicates the hours that it will receive
goods, supplies the receiving schedule to all vendors, and
posts the hours at the outside entrance of the receiving area.
(Cross-Reference: Prin. 8.3; 8.5.3)
Information is communicated in writing to vendors, but not posted at
outside entrances.
Y
8.5.5
Staff members assigned to receive goods keep their work
areas clean, free from clutter, and in full compliance with
applicable state and local sanitation codes. (Cross-Reference:
8.6.10; 9.7.9; Sec. 9.9; 10.1.10)
(This section is continued on the next page.)
Section 8.5 (continued) Receiving
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Professional Practices in College & University Food Services, Fourth Edition
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Status:
1 - 108
Practices:
(Y, N, PI, E, NA)
PI
8.5.6
The department supplies appropriate equipment to safely and
accurately complete the receiving tasks.
Some safety protective equipment is not issued or required (safety
shoes).
PI
8.5.7
Staff members assigned to receive goods use or wear
appropriate protective devices (e.g., steel-toed shoes, braces,
goggles, and gloves) when performing the receiving
functions. (Cross-Reference: 8.5.6; 8.5.8; Sec. 11.4)
Some safety protective equipment is not issued or required (safety
shoes).
PI
8.5.8
Staff members assigned to receive goods participate in
training for proper lifting techniques, safe fork lift or jack lift
operation, and the safe use of carts and dollies for lifting and
transporting. Where required, receiving personnel have
current equipment operator (e.g., fork lift) licenses. (CrossReference: 8.5.6; Sec. 11.4)
Training appears to be on the job. There is no documented evidence
of training, or a formal training program. However, staff seems to
possess the knowledge needed to be effective.
PI
8.5.9
Staff members assigned to receive goods participate in
appropriate training to gain competence in identifying proper
quality and quantity of products received. (Cross-Reference:
2.3.14; 6.6.11; Prin. 8.1; Prin. 8.2; 8.3.4; 8.3.5; 8.3.10; 11.4.1)
Training appears to be on the job. There is no documented evidence
of training or a formal training program. However, staff seems to
possess the knowledge needed to be effective.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 8.5 (continued) Receiving
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.5.10
Staff members assigned to receive goods count, weigh, and
physically inspect items received in comparison to order
documents and delivery tickets or invoices at the time of
receipt and record any discrepancies between the ordered
and delivered goods. Personnel consistently follow
established departmental or institutional procedures for
rejecting or returning nonconforming products and receiving
proper credit to the department’s account.
PI
8.5.11
After checking in items delivered and documenting
discrepancies, the staff member assigned to receive goods
signs and dates the delivery ticket or invoice, as well as the
discrepancy documentation, at the time of the delivery. (CrossReference: 8.5.10; 8.5.12; 8.5.13; Sec. 8.9)
Deliveries by certain vendors are left before the check– in process is
completed.
N
8.5.12
Staff members assigned to receive goods use a receiving log
to chronologically record all deliveries they receive,
including vendor, date, description, delivery ticket or invoice
number, and any discrepancies in deliveries, unusual
occurrences, safety problems, or security problems. (CrossReference: 8.5.10; 8.5.11; 8.5.13; 8.6.6; Sec. 8.9)
Receiving logs are not used, but CBORD technology provides
appropriate documentation and tracking of orders and deliveries.
N
8.5.13
Receiving personnel maintain all receiving documents with
the receiving log in a secure place within the receiving area.
(Cross-Reference: 8.5.11; 8.5.12; Sec. 8.9
Receiving logs are not used, but CBORD technology provides
appropriate documentation and tracking of orders and deliveries.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 8.5 (continued) Receiving
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
NA
8.5.14
PI
8.5.15
Receiving personnel account for sample products provided
by vendors in the same manner as purchased products and
store them properly until they can be evaluated by the
appropriate personnel. (Cross-Reference: 7.2.5; 7.3.2; 7.8.3; 7.8.4; 8.3.1)
All samples are processed through the dining services purchasing
department.
The department uses a system that ensures accurate
accounting of items delivered directly by the vendor to
display or service areas. (Cross-Reference: 5.2.6; 8.5.10; 8.5.11; 8.5.12;
Sec. 8.9)
Staff works to track and monitor accurate accounting of items, but
errors have occurred.
Y
8.5.16
The appropriate manager evaluates services (not food
products, supplies, or equipment) purchased by the
department to ensure full compliance with purchasing
specifications and contractual agreements. (Cross-Reference: Prin.
8.2; 8.2.6; 8.2.11; 8.3.5)
PI
8.5.17
The department follows an established security procedure for
identifying legitimate delivery personnel. (Cross-Reference: 8.6.6;
11.1.1; 11.2.27)
Staff has become familiar with the delivery personnel and verifies
uniform and truck graphics. Verification of substitutes would be
helpful.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 8.6 Storage
Principle:
Staff members assigned to receive goods immediately and securely
store food products, supplies, and equipment to maintain quality and
prevent theft.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
8.6.1
Storage facilities comply with applicable state and local food
safety and sanitation codes. (Cross-Reference: 6.6.13; 6.6.14; 7.6.8;
Sec. 9.1; Sec. 9.2; 9.4.7)
For the most part this is true. However, personal belongings are
stored in storage areas and in many locations there is not enough
clearance under shelving units to clean the floors.
PI
8.6.2
The person responsible for storing goods writes the date
received and temperature upon receipt where appropriate on
the items before placing them in storage. (Cross-Reference: 7.6.2;
8.6.3; 8.7.2; 9.9.30)
It appears that dates are found on some items. Temperatures do not
appear to be consistently taken.
PI
8.6.3
Staff members assigned to store goods follow a consistent
stock rotation pattern or practice defined by the department
that minimizes spoilage and outdated stock (e.g., FIFO or
other). (Cross-Reference: 7.6.2; 8.7.2; 9.9.30)
Not all products appear to be rotated appropriately.
Y
8.6.4
Staff members assigned to store perishable products work to
minimize spoilage and outdated stock by routinely alerting
production staff when food products in storage are
approaching their safe-use dates or have been on hand for
some time. (Cross-Reference: 7.6.2; 8.4.10; 8.6.3; 8.6.5; 8.7.2)
Y
8.6.5
The department uses a system to account for and dispose of
outdated stock, or products that are damaged or otherwise
spoil in storage. (Cross-Reference: 8.4.10; 8.6.4)
Products that are damaged are returned for credit. Items that spoil
in storage can be noted in CBORD and the documentation is used to
explain higher food costs. Vendors often pick up outdated stock.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 8.6 (continued) Storage
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
8.6.6
Storage areas are accessible to a limited number of
authorized personnel and kept locked, where appropriate; a
security system is in use for storage areas at all times. (CrossReference: 2.2.1; 6.1.1; 8.6.7; 11.3.8; 11.3.9; 11.4.2)
Access to storage areas was not limited. Storage of personal
belongings were in one area. Coolers and dry storage areas were not
locked at the times specified in the “Theft Policy.”
PI
8.6.7
The department has procedures in place for preventing theft
from storerooms and for reporting, investigating and
following up on suspected pilferage. (Cross-Reference: 1.2.4; 6.11.3;
6.12.4; 6.12.5; 8.6.6; 11.2.28; 11.3.10; 11.3.13; 11.4.2)
Procedures for preventing theft are not in place as stated in 8.6.6.
The theft policy does specify processes for reporting theft.
NA
8.6.8
If the department uses a perpetual inventory system, the
person responsible for storing products updates these records
at the time he or she adds stock to a storage area. (CrossReference: 8.7.3; 8.8.7)
A par stock system is used.
Y
8.6.9
The department uses a par stock system, where applicable,
that defines the minimum quantity of stock to have on hand
to prevent out-of-stock situations and the maximum stock to
have on hand to prevent waste from outdated stock or
spoilage, and limit the capital dedicated or committed to
inventories. (Cross-Reference: Prin. 8.4; 8.6.4; 8.6.5)
Y
8.6.10
The department segregates food from cleaning chemicals and
other toxic materials in storage facilities. (Cross-Reference: 9.9.1;
9.9.4; 11.2.10; 11.2.11; 11.2.12; 12.3.10)
Practice#:
Comments:
Section 8.7 Issuing
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Principle:
1 - 113
The foodservice department uses a system of issuing food products,
supplies, and equipment that accounts for the disposition of the items
from the storage areas.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.7.1
The department uses procedures for accurately tracking cost
of goods sold against sales revenues. (Cross-Reference: 5.2.1;
5.2.11; 5.2.20; 5.2.22; 5.2.24; 8.8.1)
Y
8.7.2
Staff members assigned to issue goods follow a consistent
stock rotation pattern or practice defined by the department
that minimizes spoilage and outdated stock (e.g., FIFO or
other). (Cross-Reference: 7.6.2; 8.6.3; 8.6.4; 8.6.5; 9.9.30)
NA
8.7.3
If the department uses a perpetual inventory system, the
inventory records are updated as the stock is issued. (CrossReference: 8.6.8; 8.8.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 8.8 Inventories
Principle:
The foodservice department uses a system for inventorying all
consumable goods and supplies on hand on a regular (at least
monthly) basis and more frequently, as needed, to control the cost of
goods sold and supply costs of the operation.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.8.1
The department follows a consistent procedure for taking
inventories so that the beginning inventory, plus goods
received, minus goods issued, plus goods in production
areas, less the ending inventory reflects an accurate cost of
goods sold or used during the period within each inventory.
(Cross-Reference: 8.6.8; 8.6.9; 8.7.3; 8.8.2 through 8.8.7; 10.4.12; 12.4.15;
15.4.14; 15.5.7)
Y
8.8.2
Where the department takes a manual (non-electronic)
inventory, inventory takers neatly record the inventory in ink
to prevent unauthorized changes in counts or weights and
neatly line through and initial each error or change. (CrossReference: 8.8.1; 8.8.7)
Y
8.8.3
The department follows consistent procedures for
inventorying leftover foods, partial containers of uncooked
foods in production areas, spices, partial containers of soda
syrup, partial bottles of alcoholic spirits, or other items in
service areas. (Cross-Reference: 8.8.1; 8.8.5)
Y
8.8.4
The department uses consistent methods when taking
inventories by recording counts, weights, or volume of
products, as designated, to provide a realistic basis for
comparisons of product usage and inventory levels between
different periods of time. (Cross Reference: 8.8.3; 8.8.7)
NA
8.8.5
The department inventories the contents of all self-operated
vending machines, vending storage, and vending supply
vehicles as part of inventory procedures at the close of each
financial reporting period. (Cross-Reference: 10.4.12; 10.4.13; 10.4.14)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 115
Section 8.8 (continued) Inventories
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
8.8.6
The inventory takers count or weigh and record amounts of
items purchased by the designated inventory unit (e.g., each,
case, ounces, pounds, etc.) (Cross-Reference: 8.8.1; 8.8.2; 8.8.3)
Y
8.8.7
A person outside the purchasing and receiving functions
periodically spot-checks inventories to ensure the accuracy
of counts and weights. (Cross-Reference: 5.2.19; 8.8.1; 8.8.2; 8.8.3; 8.8.5;
8.8.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 116
Section 8.9 Payables
Principle:
The foodservice department uses a system to ensure the proper
accountability of all receiving documents, the timely processing of
delivery tickets or invoices, and the payment of accounts to receive
all available rebates and discounts from prompt payment.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
8.9.1
At the end of each day, the staff members responsible for
receiving products forward delivery tickets and invoices and
a copy of the day’s activity sheet from the receiving log to
the person responsible for processing payables. (CrossReference: 5.2.6; 5.2.7; 8.5.11; 8.5.12; 8.5.13)
A receiving log is not used, but CBORD technology provides this
information.
Y
8.9.2
The person approving payment of invoices is different from
the person who ordered or received the product. (CrossReference: 5.2.6; 5.2.7; 8.5.12; 8.9.3)
Y
8.9.3
The person who processes payment to the vendor is different
from the person who ordered or received the goods or
approved the invoice for payment. (Cross-Reference: 5.2.6; 5.2.7;
8.3.2; 8.5.10; 8.9.1; 8.9.2; 8.9.4)
Excellent separation of duties in this area.
Y
8.9.4
The department or institutional administration (as applicable)
pays invoices promptly, following state, institution, and
departmental policies and procedures and the agreements
with each vendor, taking advantage of rebates and trade
discounts offered by vendors. (Cross-Reference: 5.2.7; Prin. 8.9)
Y
8.9.5
The department or institutional administration files all paid
invoices with related documentation in an orderly manner.
(Cross-Reference: 5.1.5; 5.1.6; 5.2.8; 5.2.27)
Practice#:
Comments:
Section 9.1 Food Safety Codes*
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Principle:
1 - 117
The foodservice department fully complies with all applicable
federal, state, and local food safety codes; compliance focuses on
managing the food safety risk at critical control points in a manner
consistent with a Hazard Analysis Critical Control Point (HACCP)
or similar food safety system.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.1.1
The department has on file copies of the current issues of all
applicable food safety codes and makes these documents
accessible to staff members, as needed. (Cross-Reference: Prin. 9.1;
9.1.2; 9.1.3; 9.1.5; 9.2.3; 9.4.7)
PI
9.1.2
All food service employees participate in training to learn the
requirements of applicable food safety codes, safe food
handling practices, and how to apply the concept of critical
control points (CCPs) to ensure the elimination, prevention,
or reduction of food safety hazards. As appropriate, this
includes SERVSAFE® or equivalent food handler
certification. (Cross-Reference: 2.3.14; Sec. 6.6; 9.1.5; 9.2.3)
The department does a good job of ServSafe training; there was no
observation of critical control points utilized within the operations.
Y
9.1.3
The contents of food safety training materials used within the
department are consistent and up to date with applicable food
safety codes. (Cross-Reference: 2.3.14; 6.6.3; 9.1.1; 9.1.2; 9.1.4; 9.1.5)
ServSafe course books are used for training which are up to date and
very useful.
(This section is continued on the next page.)
* Important Note: As it relates to all sections in Chapter 9, Food Safety, temperatures and food safety
principles and practices cited are consistent with the published reference listed below. The information
provided here and in the published reference is not intended to provide legal advice or establish standards
of reasonable behavior. The National Association of College & University Food Services assumes no direct
or implied responsibility for food safety by citing these temperatures or any other food handling principles
and practices. City, county, or state food sanitation codes may specify slight variations in the temperatures
given, in which case the college or university food service department is encouraged to follow the binding
regulations. Operators who develop food safety-related policies and procedures as part of their commitment
to employee and customer safety are urged to use the advice and guidance of legal counsel.
SERVSAFE® Serving Safe Food Certification Coursebook. Third Edition. Chicago: Educational Foundation of the
National Restaurant Association, 2004.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 118
Section 9.1 (continued) Food Safety Codes
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.1.4
The department maintains records of food safety training
sessions including topics covered, instructor, participants,
and individual test scores. As appropriate, this includes
SERVSAFE® or equivalent food handler certification. (CrossReference: 2.3.14; Sec. 6.6; 9.1.2; 11.4.8)
Y
9.1.5
Management personnel communicate changes in food safety
codes to the staff and stress the importance of promptly
making necessary adjustments in the operation and in
training activities to reflect these changes. (Cross-Reference: 2.3.9
through 2.3.14; 9.1.1; 9.1.2; 9.1.3; 11.4.7)
Communication stream seems adequate.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.2 HACCP
Principle:
The foodservice department uses a Hazard Analysis Critical Control
Point (HACCP) or equivalent program to minimize the likelihood of
serving unsafe food or transmitting a foodborne illness.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.2.1
The department identifies the hazards that pertain
specifically to the handling of food within the department
and takes the necessary steps to minimize the severity and
risks of each hazard. (Cross-Reference: 7.6.8; 7.6.9; Prin. 9.1; 9.1.2; 9.2.2;
9.2.3; 9.2.4; 9.4.6; 9.5.1; Prin. 9.6; Prin. 9.7; Prin. 9.9; 9.10.1; 10.6.15; 12.2.5
ServSafe covers this aspect.
N
9.2.2
The department determines and documents critical control
points (CCPs) within the operation related to each type of
food produced, held, and served; CCPs include end-point
cooking temperatures, cooling, and storage factors. (CrossReference: 7.7.3; 8.2.5; 8.3.4; Prin. 9.1; 9.1.2; Prin. 9.2; 9.2.1; 9.2.4; 9.2.8; 9.5.1;
15.3.5)
HACCP is not required by Montana state law; however, this could be
a worthwhile project to bolster a food safety program.
PI
9.2.3
The department communicates food safety hazards and CCPs
to the staff with recommendations for reducing the severity
and risks of each hazard. (Cross-Reference: 9.1.2; 9.1.5)
Food safety hazards are covered in ServSafe training; CCPs have not
been observed.
PI
9.2.4
The department institutes appropriate risk-management steps at
each CCP, focusing on eliminating hazards when possible
and otherwise preventing or reducing hazards; steps include
ensuring safe holding temperatures, preventing
contamination, using sanitary work methods, and destroying
harmful pathogens, among other things. (Cross-Reference: Prin.
9.1; 9.2.1; 9.2.2; 9.2.3; 9.3.11; 9.4.1; 9.4.11; 9.5.1; 9.5.7; 9.7.6)
ServSafe covers a vast majority of this practice, but not all.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 120
Section 9.2 (continued) HACCP
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.2.5
The department takes appropriate corrective action
immediately whenever monitoring indicates that safe food
handling practices are not being followed. (Cross-Reference: 9.5.2;
9.5.3; 9.5.4; 9.6.4; 9.6.5; 9.6.6; 9.6.9; Prin. 9.7; 9.7.1; 9.7.6; 9.8.1; 9.8.2; 9.8.3;
11.2.37; 12.3.5; 12.4.8)
Y
9.2.6
Y
9.2.7
The department uses approved food service thermometers or
thermocouples (preferred) for monitoring the internal
temperature of foods. (Cross-Reference: 7.7.5; 9.2.7; 9.6.4; 9.8.3; 9.9.18)
The department frequently verifies the accuracy of food
thermometers and thermocouples. (Cross-Reference: 7.7.5; 9.2.6;
9.6.4; 9.8.3; 9.9.18)
This practice was not observed
PI
9.2.8
The department regularly reviews the effectiveness of the
HACCP system, adjusts controls as needed, and promptly
communicates changes to appropriate individuals and
groups. (Cross-Reference: 7.7.3; 8.2.5; Sec. 9.1)
Many of the HACCP standards are met even though a formalized
HACCP program does not exist.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.3 Personal Sanitation
Principle:
Foodservice staff members practice good health and personal
hygiene habits, wear clean uniforms, and follow sanitary work habits
to prevent the contamination of food and food-contact surfaces.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
9.3.1
When staff members change into uniforms at work, there are
proper locker rooms provided for this purpose; locker rooms
are clean and neat and restricted from use for food
preparation, food storage, or general storage of equipment.
(Cross-Reference: Prin. 9.3)
Locker rooms are not available in all operations.
Y
9.3.2
The department requires all staff members who prepare or
serve food to keep their fingernails clean and closely
trimmed and does not allow them to wear nail polish or
artificial nails while working without wearing approved food
service gloves. (Cross-Reference: 6.5.3; 6.6.13; 9.2.4; Prin. 9.3; 9.3.8;
9.3.11)
PI
9.3.3
The department does not permit staff members who prepare or
serve food to wear rings (other than wedding bands),
bracelets, necklaces, or dangling earrings while preparing or
serving food. (Cross-Reference: 6.5.3; 6.6.13; 9.2.4; Prin. 9.3)
This practice was not observed.
Y
9.3.4
The department does not allow any staff member to work as
a food handler when the staff member has an external cut,
scrape, or open sore, unless the affected part of the body can
be safely covered by a durable, moisture-proof barrier to
isolate it from coming into contact with food, utensils,
equipment, or work surfaces. (Cross-Reference: 6.5.3; 6.6.13; 9.2.4;
9.3.11; 9.7.8)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
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Section 9.3 (continued) Personal Sanitation
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.3.5
Staff members inform their supervisor if they experience
symptoms that might suggest influenza or another contagious
illness. (Cross-Reference: 6.5.3; 6.6.13; 9.3.6; 9.3.8)
This practice was not observed.
Y
9.3.6
Supervisors require sick staff members to leave work. (CrossReference: 6.5.3; 6.6.13; 9.3.5; 9.3.8)
This practice was not observed.
PI
9.3.7
Staff members wash their hands and lower arms thoroughly
with soap or detergent and warm water after eating or
drinking; using tobacco products; coughing or sneezing;
touching the mouth, nose, body, or hair; using the toilet;
handling raw meat, raw poultry, or raw seafood; handling
soiled utensils, soiled equipment, or garbage; or doing any
other activity that could contaminate their hands or arms.
(Cross-Reference: 6.5.3; 9.3.8; 9.3.9; 9.3.10; 9.4.11)
It appears to be mostly in compliance, but an employee was observed
coming back from break and putting gloves on without washing
hands.
Y
9.3.8
The department provides proper hand-washing and restroom
facilities to support good hygiene practices; hand-washing
and restroom facilities include an approved soap or detergent
and an approved method for drying hands (staff members do
not dry their hands on their uniforms or aprons but use air
dryers or single-use paper towels for drying their hands).
(Cross-Reference: 6.5.3; 9.3.7; 9.3.9; 9.3.10)
Y
9.3.9
Hand-washing lavatories in the kitchen and restrooms
provide tempered water though a faucet that mixes hot and
cold water through a single opening, and any self-closing,
slow-closing, or metered faucets provide a flow of tempered
water (approximately 105–110 degrees Fahrenheit) for at
least 15 seconds without the need to reactivate the faucet.
(Cross-Reference: 6.5.3; 9.3.7; 9.3.8; 9.3.10)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 123
Section 9.3 (continued) Personal Sanitation
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.3.10
Staff members do not wash their hands or comb their hair at
sinks used for food preparation or utensil washing. (CrossReference: 6.5.3; 6.6.13; 9.2.4; 9.3.8; 9.3.9)
Y
9.3.11
Staff members who handle food wear approved food service
single-use gloves to prevent the spread of harmful pathogens.
Staff members always change gloves used in handling highrisk items (e.g., raw chicken or shellfish) before handling
any other product. Staff members change gloves frequently,
whenever a break occurs in a glove, or when work is
interrupted by another activity. (Cross-Reference: 9.2.4; 9.3.2; 9.3.3;
9.3.7; 9.3.8)
Y
9.3.12
The department restricts access to food preparation areas to
staff members and other authorized individuals; it does not
allow visitors in food preparation areas except during
supervised tours. Staff members take special care to protect
food and food preparation surfaces. (Cross-Reference: 1.3.4; 4.6.2)
Y
9.3.13
The department requires all staff members who prepare or
serve food to comply with applicable sanitation regulations
that pertain to hats or other hair restraints. (Cross-Reference: 6.5.3;
6.6.13; Prin. 9.3; 9.3.7; 9.3.10)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.4 Preparation
Principle:
The foodservice department ensures that all preparation activities
performed on foods (before cooking or serving raw) protect the
wholesomeness and safety of the products.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
9.4.1
The department defines the minimum and maximum risk levels
of all ingredients and recipes and informs staff members of
the risks and procedures for reducing risks when preparing
each food product. (Cross-Reference: Sec. 9.1; Sec. 9.2; 9.4.11; 9.5.1;
9.11.4)
Recipes do not appear to have any risk levels noted.
Y
9.4.2
Food preparation staff members collect all ingredients in the
work area before beginning preparation. (Cross-Reference: 7.3.3;
7.3.5; 7.3.6; 7.4.2; 9.4.6)
PI
9.4.3
Through effective planning, staff members reduce to the
absolute minimum the amount of time food products are held
at room temperature during preparation. (Cross-Reference: 7.3.3;
7.3.7; 9.4.1; 9.4.2)
This practice is not followed consistently.
Y
9.4.4
Staff members store foods already cleaned or cooked above
and away from foods requiring washing or cooking. (CrossReference: 7.6.7; 9.4.5; 9.4.12; 9.7.2; 9.7.7; 9.7.9)
Y
9.4.5
Food preparation staff members carefully wash all raw fruits
and vegetables in potable running water before peeling,
cutting, tearing, cooking, or serving the products, or
incorporating them as ingredients in a recipe; staff members
change the wash and rinse water often. Leafy greens receive
particular attention and thorough rinsing. Fruits and
vegetables are washed only in sinks designated for food
preparation. (Cross-Reference: 9.3.10; 9.3.11; 9.4.1; 9.4.4; 9.4.11; 9.4.12;
9.5.6)
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Chapter 1. Professionalism
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Section 9.4 (continued) Preparation
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.4.6
Before preparation, food preparation staff members chill
potentially hazardous ingredients that will be used in food
combinations to 40 degrees Fahrenheit or below. (Examples
are salads, sandwiches, filled pastry products, and
reconstituted foods to be consumed without further cooking)
(Cross-Reference: 9.4.1; 9.4.2; 9.4.3; 9.4.9; 9.7.2; 9.7.5)
Y
9.4.7
When the food service department butchers its own meat, the
department complies with all required food safety and
certification codes and personnel take special care to ensure
the sanitation of the equipment and utensils and avoid
contamination of the meat cuts. (Cross-Reference: 7.5.5; 9.2.4; 9.4.9;
9.4.11)
Y
9.4.8
The department protects food from being in contact with
equipment that is unsanitary. (Cross-Reference: 9.4.9; 9.4.11; 9.4.12;
9.4.13; 9.9.4; 9.9.20; 9.9.21)
Y
9.4.9
The department takes care during interruptions in the
preparation process to prevent contamination of hand
utensils, work surfaces, or foods that are unprotected at
preparation stations. (Cross-Reference: 7.5.5; 9.3.4; 9.3.7; 9.4.7)
Y
9.4.10
Staff members submerge towels used for wiping up spills
and sanitizing work surfaces in an approved sanitizing
solution between uses; when soiled, they send the towels to
the laundry. Staff members keep towels used for cleaning
separate from and out of contact with food products. (CrossReference: 9.4.11; 9.9.17; 9.9.18; 9.9.20)
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Chapter 1. Professionalism
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Section 9.4 (continued) Preparation
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.4.11
Food preparation staff members clean and sanitize cutting
boards and chopping blocks after each changed use and more
frequently with high-risk items. Staff members wash boards
and chopping blocks in a hot water and detergent solution,
rinse them in clean water, dip them in an approved sanitizing
solution, and then allow them to air dry. (Cross-Reference: 9.4.12;
9.9.4; 9.9.17; 9.9.18; 9.9.19; 9.9.20; 9.9.21)
Y
9.4.12
To prevent cross-contamination, food preparation staff
members disassemble, wash, rinse, sanitize, and air dry the
food-contact surfaces of all food slicers, choppers, grinders,
cutters, processors, openers, and mixers between use for
products. (Cross-Reference: 9.4.7; 9.4.8; 9.4.11; 9.9.4; 9.9.20; 9.9.21)
Y
9.4.13 Food preparation staff members frequently clean and sanitize
work tables. (Cross-Reference: 9.4.9; 9.4.10)
Work surfaces appeared very clean and sanitary.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.5 Cooking
Principle:
Foodservice staff members cook foods using methods, times, and
temperatures to produce palatable and aesthetically desirable
products that are safe for human consumption.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
9.5.1
Standardized recipes for foods prepared by cooking include
risk levels and required times and temperatures to destroy or
inactivate heat-sensitive hazards. (Cross-Reference: Sec. 7.3; 7.3.4;
7.4.2; 7.6.8; 9.1.2; 9.2.1; 9.2.3; 9.2.4; 9.3.11; 9.4.1; 9.4.6; 9.8.3)
Risk levels were not observed in recipes.
Y
9.5.2
Food preparation staff members evenly reheat hot foods
cooked ahead and chilled to 40 degrees Fahrenheit until
needed for service to an internal temperature of 165 degrees
Fahrenheit for 15 seconds within two hours. (Cross-Reference:
9.5.3; 9.5.4; 9.6.4; 9.6.6; 9.6.7; 9.8.1; 9.8.2; 9.8.3)
Y
9.5.3
Food preparation staff members reheat food taken from
commercially processed hermetically sealed containers and
food in intact packages from commercial food processing
establishments to at least 140 degrees Fahrenheit. (CrossReference: 9.5.2; 9.5.4; 9.6.4; 9.6.6; 9.6.7; 9.8.1; 9.8.2; 9.8.3)
Y
9.5.4
Food preparation staff members reheat whole or remaining
unsliced portions of roasts to an internal temperature equal to
or greater than the internal temperature when first cooked.
(Cross-Reference: 9.2.6; 9.5.2; 9.8.3)
This practice was not observed.
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Chapter 1. Professionalism
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Section 9.5 (continued) Cooking
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.5.5
Staff members clean large cooking equipment (non-foodcontact surfaces) as needed to protect the food from the soiled
condition of the equipment or from staff members who have
touched the soiled equipment. (Cross-Reference: Sec. 9.9; 10.1.10;
10.6.15; Sec. 12.3; 12.4.22; 14.5.2)
Y
9.5.6
Staff members thoroughly wash, rinse, and sanitize portable
cooking equipment, pots, pans, holding racks, and utensils
after each use and then allow them to completely drain and
air dry. (Cross-Reference: 9.4.11; 9.4.12; 9.4.13; Sec. 9.9)
Y
9.5.7
Staff members heat large pots of soup, sauce, stew, and any
other liquid-based mixture to at least 165 degrees Fahrenheit
for 15 seconds and then hold them at 140 to 165 degrees
Fahrenheit for service, depending on the risk level of the
ingredients. (Cross-Reference: 9.5.2; 9.6.4; 9.6.6; 9.6.7; 9.7.6; 9.8.2; 9.8.3)
Practice#:
Comments:
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Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.6 Holding and Distribution
Principle:
The foodservice department selects menu items and methods of
service that reduce holding times for prepared foods to the absolute
minimum and, during holding, provides an approved method for
keeping hot foods at 140 degrees Fahrenheit or above and cold foods
at 40 degrees Fahrenheit or below to minimize food safety hazards.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.6.1
The department uses approved methods to hold food safely
while maintaining the sanitary and culinary quality of food
items for service. (Cross-Reference: 7.4.9; Sec. 7.5; 7.6.8; 7.6.9; 7.6.10;
9.2.4; 9.5.2; 9.5.7; 12.4.8)
Methods are utilized to hold foods safely. Food quality may suffer in
concessions due to holding process.
Y
9.6.2
Staff members do not allow hot foods to cool between
production and service. Food-holding equipment maintains
the internal temperature of hot foods at not less than 140
degrees Fahrenheit, with higher temperatures for hot soups,
hot sauces, and hot beverages. (Cross-Reference: 7.6.8; 7.6.9; 9.5.3;
9.6.5)
Y
9.6.3
PI
9.6.4
Staff members store food-dispensing utensils either in the food
with handles extended above the food or in clean running
water. (Cross-Reference: 7.8.2; 9.4.9; 9.9.22)
Staff members check the internal temperature of foods held
for more than two hours for service at least hourly, using an
approved sanitary food service thermometer or thermocouple
(preferred) and record the results of each check. When
internal temperatures are unsatisfactory, they discard or
reheat the product to at least 165 degrees Fahrenheit for 15
seconds and then record the corrective action. Food products
are reheated only once, and when the temperature of a
product drops to an unsatisfactory level the second time, the
food is discarded. (Cross-Reference: 7.5.3; 7.5.7; 9.2.5; 9.2.6; 9.2.7; 9.5.2;
9.5.4; 9.6.9; 9.7.1; 9.7.6; 9.8.2; 9.8.3)
Some products are reheated more than once. Temperature checks
are not always recorded.
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Chapter 1. Professionalism
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Section 9.6 (continued) Holding and Distribution
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.6.5
Staff members discard potentially hazardous hot foods after
they have been held for service for two hours at temperatures
between 40 and 140 degrees Fahrenheit or sooner if a
product’s appearance has fallen below acceptable quality
standards. Staff members discard non-reheatable hot foods
when the product’s internal temperature drops below 40
degrees Fahrenheit. (Cross-Reference: 9.6.4; 9.6.9; Prin. 9.7; 9.7.1; 9.7.6;
9.8.1; 11.2.37)
Y
9.6.6
To refresh a hot food product on the service line, staff
members return the food to the kitchen, reheat it to at least
165 degrees Fahrenheit, and then return it to the line in a
fresh serving container. (Cross-Reference: 9.5.2; 9.5.7; 9.6.4; 9.6.7;
9.6.8; 9.7.6; 9.8.2; 9.8.3)
This practice was not observed.
Y
9.6.7
Staff members do not add freshly prepared or reheated
product to a product held on a service line. (Cross-Reference:
7.5.2; 9.6.4; 9.6.5; 9.6.8; Prin. 9.7)
Y
9.6.8
When reheating food products, staff members do not add raw
ingredients to cooked products without further cooking.
(Cross-Reference: 7.5.2; 9.6.4; 9.6.5; 9.6.7; Prin. 9.7)
PI
9.6.9
Staff members hold cold foods on salad bars or service
counters chilled with crushed ice in non-insulated containers,
allowing the water to drain from the ice and replenishing the
ice as necessary so that it is as high on the outside of the
food containers as the product levels inside the containers.
(Cross-Reference: 7.7.2; 7.7.4)
We observed whipped “cream” at LaPeak and the Food Zoo not
being iced on the serving line.
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Chapter 1. Professionalism
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Section 9.6 (continued) Holding and Distribution
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
9.6.10 At a minimum, staff members check and record refrigerator
and freezer temperatures at the beginning and end of each
work day (or more frequently where required by local health
authorities); the refrigerator temperature is a maximum of 40
degrees Fahrenheit; the freezer temperature is a maximum of
0 degrees Fahrenheit. (Cross-Reference: 7.6.8; 9.6.11; 9.9.30; 12.4.8)
Walk-ins had temperatures recorded; several reach-in refrigerators
did not.
Y
9.6.11
Whenever temperatures of refrigerators or freezers are out of
acceptable range, staff members report the problem to
maintenance personnel and check the internal temperatures
of each food product stored in the malfunctioning unit to
determine what products to discard. (Cross-Reference: 9.6.10;
12.4.8)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.7 Cooling and Storage
Principle:
To discourage the growth of harmful microbiological hazards in
leftover foods, staff members bring the temperatures of food from
140 degrees Fahrenheit to 70 degrees Fahrenheit within two hours
and to 40 degrees Fahrenheit within four hours and then properly
store the foods to prevent contamination, discarding foods that do
not reach 70 degrees Fahrenheit within two hours.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
9.7.1
At the end of meal service, staff members quick chill hot foods
that have maintained internal temperatures of 140 degrees
Fahrenheit or higher to lower the internal temperatures
rapidly to 40 degrees Fahrenheit or less by an approved
quick-chill method. Staff members discard products that fail
to cool to 70 degrees Fahrenheit or below within two hours
or 40 degrees Fahrenheit or below within four hours. (CrossReference: 7.6.7; 9.7.2; 9.7.4)
A system to track temperatures would bolster food safety.
PI
9.7.2
When possible, the department quick chills products in
refrigerators with circulated air units; staff members place
the food products being cooled in uncovered sanitary pans no
more than two inches deep, arrange the pans so that the air
circulates around all sides of the pans, and protect the food
from contamination during the cooling process. When the
cooled food product reaches 40 degrees Fahrenheit or below,
staff members cover and date the containers for storage.
(Cross-Reference: 7.6.7; 9.4.6; 9.7.1; 9.7.8)
It is recommended that food be left completely uncovered during the
cooling process.
N/A
9.7.3
When cooking stocks, soups and sauces before service in a
steam-jacketed kettle with a cold-jacket cooling capability,
the food preparation staff member chills the food in the
kettle, gently stirring the food throughout the cooling process
to speed heat transfer and uniform cooling. (Cross-Reference:
9.7.1; 9.7.4)
Steam jacketed kettles do not have a cold-jacket cooling system.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 9.7 (continued) Cooling and Storage
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N/A
9.7.4
If it is necessary to cool stocks, soups and sauces in an ice bath,
the staff member elevates the pot or pan containing the food
product one to two inches above the inside bottom of a large
sink (by placing it on bricks), surrounds the pot or pan with
iced water up to the level of the hot mixture inside the pot or
pan, and gently stirs the contents of the pot or pan to speed
heat transfer to the ice bath. (Cross-Reference: 9.7.1; 9.7.2; 9.7.3)
Ice baths are not used to cool products.
PI
9.7.5
The staff member slices, cubes, and removes bones from large
pieces of leftover roast meats to speed chilling.
The department is meeting the intent of the practice by cutting the
roast into smaller pieces to speed chilling.
Y
9.7.6
PI
9.7.7
At the end of meal service, staff members reheat hot foods
that have dropped below the critical temperature of 140
degrees Fahrenheit to an internal temperature of 165 degrees
Fahrenheit for 15 seconds before beginning the cooling
process or discard the foods because of the risk of
microbiological contamination. (Cross-Reference: 9.8.2; 9.8.3; 9.8.4)
Staff members cover or otherwise protect, label, and date all
foods that are prepared one or more days before service and
all leftover foods held for later use. Staff members rotate
leftover foods, moving the oldest to the front of the
refrigerator and storing newer items behind them. (CrossReference: 7.6.7; 9.7.1; 9.7.2)
Undated leftovers were observed.
Y
9.7.8
Staff members who are responsible for cooling and storing food
products practice good personal hygiene to prevent
contamination of the food. (Cross-Reference: 6.5.3; 6.6.13; Sec. 9.3)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 9.7 (continued) Cooling and Storage
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
9.7.9
Staff members maintain all storage areas in an orderly
arrangement. Staff stores all items at least six inches off the
floor, away from floor drains and in a manner that does not
block good air ventilation. Staff tightly seals open products
to protect them from contamination, dates perishable
products, and rotates products using a consistent system that
minimizes spoilage and waste. Staff members keep storage
facilities clean and free of trash and monitor storage
temperatures to meet applicable state and local food safety
and sanitation codes. (Cross-Reference: Sec. 8.6; 9.6.10)
The purchase and use of dunnage racks would satisfy this practice.
Practice#:
Comments:
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Chapter 1. Professionalism
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Section 9.8 Production Planning and Reheating Foods
Principle:
The foodservice department plans food production to minimize the
time food is held after production and before service, to limit the
amount of food prepared prior to the day of service, and to assure
perishable food is served safely within three days after production.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.8.1
The staff prepares food as close to service as possible and
restricts the cooking of hot foods one or more days before
service to products where the standard recipe specifies
advance preparation. (Cross-Reference: 7.3.2; 7.3.3; 9.7.3; 9.7.7)
PI
9.8.2
The department never reheats foods more than one time;
staff members discard reheated foods that remain at the end
of the serving period and all foods with fragile physical or
aesthetic qualities (e.g., puddings, hollandaise sauce,
custards). (Cross-Reference: 9.7.6; 9.8.1; 9.8.3)
Y
9.8.3
Staff members reheat food products quickly using standard
cooking equipment, not steam tables or other hot-holding
equipment. Staff members reheat the foods for service to a
minimum internal temperature of 165 degrees Fahrenheit for
15 seconds within two hours. (Cross-Reference: 9.7.6; 9.8.1; 9.8.2;
9.8.4)
Y
9.8.4
Staff members check the internal temperature of reheated
food using an accurate food service thermometer or
thermocouple (preferred) to verify when the internal
temperature of the food reaches 165 degrees Fahrenheit or
higher as specified in the standardized recipe. (Cross-Reference:
7.5.3; 9.2.5; 9.2.6; 9.6.4; 9.8.3)
N
9.8.5
The staff assigns a planned use date to all safe leftover foods,
within three days of production or sooner, based on quality
or safety factors. (Cross-Reference: 7.6.7; Sec. 9.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.9 Cleaning and Sanitizing
Principle:
The foodservice department follows approved methods for cleaning
and sanitizing facilities, equipment, utensils, dishes, glasses, and
flatware to eliminate or significantly minimize food hazards.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.9.1
The department staff members participate in training on the
procedures for cleaning and sanitizing facilities, equipment,
and utensils, including the safe handling of cleaning
chemicals and safety issues related to the cleaning process.
(Cross-Reference: 2.3.14; Sec. 6.6; 6.9.1; 9.1.2; 9.1.3; 11.2.11; 12.3.10; 12.5.5)
Employees are trained via ServSafe and HazCom.
PI
9.9.2
Departmental management clearly defines and delegates
cleaning responsibilities to staff members to ensure ongoing
cleaning throughout each shift, thorough end-of-shift
cleaning tasks, and scheduled periodic cleaning
responsibilities. (Cross-Reference: 9.9.3; 9.9.9; 12.3.1; 12.3.4)
Cleaning schedules were not readily available nor were key
personnel aware of them in the Food Zoo.
N/A
9.9.3
If the department uses one or more contract cleaning
services, food service management personnel clearly define
the duties of these services and the duties of the food service
staff members regarding cleaning and sanitation
responsibilities. (Cross-Reference: 9.9.9; 12.3.1; 12.3.4)
Y
9.9.4
Staff members clean and sanitize food-contact surfaces to
prevent contamination by chemicals, cleaning solutions, or
debris dislodged during the cleaning process. (Cross-Reference:
Prin. 9.3; 9.4.12; 9.9.17; 9.9.22)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.9.5
PI
9.9.6
Staff members sweep all hard-surface floors, as needed;
clean food and other debris when dropped; thoroughly sweep
floors and mop at the end of each day; and follow safety
precautions when floors are being mopped to prevent slips
and falls. (Cross-Reference: 9.9.7; 11.2.41)
Staff members thoroughly clean floor mats each day and
periodically throughout the day, as needed. (Cross-Reference:
11.2.41; 12.3.4)
Floor mats are cleaned on an as-needed basis, sometimes only once a
month.
Y
9.9.7
Staff members empty mop water and other cleaning
solutions into specially designated mop sinks or garbage can
washing facilities, rather than in food preparation or
potwashing sinks. (Cross-Reference: 9.9.5; 11.2.41)
Y
9.9.8
On a daily or “as needed” basis, staff members clean walls,
shelves, splash guards, and light fixtures in pantries and the
kitchen with a detergent and water solution to a height
reached by standing on the floor. (Cross-Reference: 9.9.9; 9.9.10;
12.3.4)
PI
9.9.9
Following a periodic (less frequently than daily) cleaning
schedule, staff members or contract cleaning personnel
thoroughly clean walls, ceilings, light fixtures, shelves, and
splash guards in all preparation, production, service,
receiving, and storage areas. (Cross-Reference: 9.9.8; 9.9.10; 12.3.4)
As noted, catering does not have a printed schedule.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
9.9.10 There is no visible evidence of food residue, dust, lint, grease,
or scaling paint on walls or ceilings. (Cross-Reference: 9.9.8; 9.9.9;
9.10.1; 12.3.4; 12.4.3)
Only the Cascade County Store and University Center Food Court
are in compliance. Facility issues prevent total compliance.
Y
9.9.11 Staff members clean food spills and spots from carpets and
then vacuum carpeted areas on a daily schedule, or as
needed, to keep the area clean and protect the life of the
carpets. (Cross-Reference: 12.3.4; 12.3.8)
PI
9.9.12
If the ceiling has removable ceiling tiles made of a washable
material, staff members or contract-cleaning personnel
remove them as specified in the periodic cleaning schedule
and pressure or machine wash them. If the department uses
the dish machine for washing ceiling tiles, staff members
empty, clean, and sanitize the machine before washing any
dishes. (Cross-Reference: 9.9.9; 9.9.10; 12.3.4; 12.4.3)
When tiles are not washable or removable, attempts are made to keep
them as clean as possible.
PI
9.9.13 Ventilation systems, including hoods over cooking and
dishwashing equipment, comply with applicable state and
local building and food safety codes. Staff members clean
hoods with a detergent and water solution at the end of each
workday, clean filters and fans on a periodic cleaning
schedule to prevent buildup of dust or grease, and change
disposable filters on a set schedule that ensures they are
effective in removing dirt and grease from the air. (CrossReference: 12.3.4; 12.4.22)
There is not a unit that does hood cleaning daily; screens are cleaned
as needed.
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.9.14
Special care is taken in cleaning and sanitizing soft-serve ice
cream and yogurt machines to prevent the growth of
coliform and other bacteria. The holding temperature of softserve mix is checked periodically and recorded along with
other temperature checks within the service areas of the
operation. Soft-serve equipment is inspected periodically by
the appropriate government agency for cleanliness and
proper operation. (Cross-Reference: Prin. 1.1; 1.1.2; 9.9.1; 9.9.4)
Y
9.9.15
The department uses a warewashing system that effectively
cleans and sanitizes the dishes, glasses, and flatware and
includes approved pre-soak, pre-wash, racking, washing,
rinsing, and sanitizing processes consistent with applicable
state and local food safety codes. (Cross-Reference: 9.9.16; 9.9.18;
9.9.19; 9.9.20; 9.9.21)
Y
9.9.16
If the department uses a mechanical dishwashing system, it
maintains the equipment in good repair and clean and free
from scale and rust deposits. Staff members disassemble and
thoroughly clean the equipment at least once each shift; and
consistently maintain the wash, rinse, and final rinse
temperatures required by applicable state and local food
safety codes for the type of mechanical system in use. (CrossReference: 9.9.15; 9.9.21; 9.9.22; 9.9.23)
Y
9.9.17
The department uses a potwashing system approved by
applicable state and local food safety codes that effectively
cleans, rinses, and sanitizes pots, pans, small wares,
removable food-contact parts of kitchen equipment, and
other food preparation utensils. At a minimum, the
potwashing station has a three-compartment sink large
enough to permit the submersion of the largest items washed
and that allows for separate wash, rinse, and sanitizing
solutions. (Cross-Reference: 9.9.18; 9.9.19; 9.9.20; 9.9.21)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.9.18
Where the department uses a manual warewashing and
potwashing system, staff members sanitize the items washed
by submerging the washed and rinsed utensils in clean water
that is at least 170 degrees Fahrenheit for a minimum of 30
seconds or by submerging the utensil in a chemical sanitizing
solution approved by the applicable state and local food
safety codes. (Cross-Reference: 9.9.15; 9.9.19; 9.9.20; 9.9.21)
Y
9.9.19
Where the department uses a manual warewashing and
potwashing system, the staff members change the water in
all sink compartments frequently; and staff members monitor
water temperatures required by applicable state and local
food safety codes using an accurate thermometer or
thermocouple (preferred). Staff members clean and sanitize
sinks at the end of the shift. (Cross-Reference: 9.9.18; 9.9.20; 9.9.21)
Y
9.9.20 Staff members check chemical sanitizing solutions prepared for
manual warewashing or potwashing with a test kit or test
strips to ensure the correct mixture of chemical and water.
(Cross-Reference: 9.9.1; 9.9.15; 9.9.18)
This practice was not observed.
Y
9.9.21 The layout of the warewashing area allows for segregation of
soiled tableware, pots, pans, and food preparation utensils
from clean equipment, preventing cross-contamination.
(Cross-Reference: 9.4.12; 9.9.15)
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
9.9.22 After cleaning and sanitizing utensils and tableware, staff
members handle the clean items by the edges or handles,
being careful not to touch food-contact surfaces. (CrossReference: Prin. 9.3; Prin. 9.9; 9.9.15)
As noted, Food Zoo is not consistent.
Y
9.9.23
After washing, staff members allow all utensils, dishes,
glasses, and flatware to air-dry before storing them. (CrossReference: 9.4.11; 9.4.12; 9.9.6; 9.9.24)
Y
9.9.24
After air-drying, staff members store clean equipment on
clean, dry shelves that are a minimum of six inches above
the floor or the distance prescribed by applicable state or
local food safety codes. (Cross-Reference: 9.7.9; 9.9.21)
Y
9.9.25
Staff members store clean glasses and cups inverted on
sanitized corrugated racks, clean dishes inverted on sanitized
mats or in lowerators, and clean flatware so staff members
and customers can easily pick up the items by the handles.
(Cross-Reference: Prin. 9.9; 9.9.15; 9.9.23; 9.9.26)
PI
9.9.26
Lowerators, dollies, or approved caddies used for storing
clean dishes, glasses, or cups are sanitized on the inside and
outside and free from crumbs and food residue. (CrossReference: Prin. 9.9; 9.9.24; 9.9.25)
As noted, the Food Zoo only cleans quarterly.
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
9.9.27
Trash and garbage disposal methods, equipment, and
facilities meet applicable state and local food safety codes;
staff members keep garbage cans, trash receptacles,
dumpsters, compactors, garbage rooms, and recycling bins
clean and free from grease and food residue buildup by using
plastic garbage can liners and following daily cleaning
schedules. (Cross-Reference: 9.3.7; 9.9.7; 9.9.28; 9.9.29)
As noted, trash at the Adams Center is not removed consistently by
contractors.
Y
9.9.28
Staff members dispose of all trash and garbage with
sufficient frequency to prevent the development of offensive
odors and the attraction of insects and rodents. (Cross-Reference:
9.9.27; 9.9.29)
Y
9.9.29
The department has an effective pest prevention and
extermination program so there is no evidence of infestation
in any of the food service facilities, including garbage
disposal facilities, off-premise storage areas, and vehicles
owned or otherwise used for transporting food or food
service equipment. (Cross-Reference: 9.9.27; 9.9.28)
PI
9.9.30 Refrigerators and freezers are clean, free from mildew, mold,
and spoiled food and are neatly arranged with evidence of
effective rotation and air circulation practices. (Cross-Reference:
7.6.3; 8.6.3; 8.7.2; 9.6.11; 12.4.8)
Occasionally the Food Zoo coolers are too overfilled to keep
adequately cleaned.
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Chapter 1. Professionalism
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Section 9.9 (continued) Cleaning and Sanitizing
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.9.31
The department follows procedures for the laundry of items
(e.g., towels, pot holders, aprons, smocks, tablecloths,
napkins, and other uniform garments or linens used within
the department) approved by state or local food safety
inspectors. Staff members store soiled linens away from food
preparation and service areas and launder them before they
sour or mildew. Staff members store clean linens away from
soiled linens. (Cross-Reference: 9.4.10; 11.2.32)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.10 Inspections
Principle:
The foodservice department cooperates with authorized agencies that
inspect the food service operation for sanitation and food safety.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
9.10.1 To maintain a constant state of preparedness for food safety
inspections by authorized agencies, the department practices
"internal inspections" on an ongoing basis to ensure that
proper steps are being taken to protect customers and staff
members from food safety hazards. The department initiates
appropriate steps to correct food safety hazards identified in
these inspections. (Cross-Reference: 7.5.2; 9.2.5; 9.10.2; 12.3.5)
Monthly internal inspections by the units would be beneficial for the
dining services department.
N
9.10.2 The department files and periodically reviews internal and
external food safety inspection reports and corrective action
reports to ensure that the problems identified have not
recurred. (Cross-Reference: 9.2.5; 9.10.1; 12.3.5)
Periodic reviews are not done.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 9.11 Food Allergies
Principle:
The foodservice department has established a policy to accommodate
the dining needs of customers with food allergies, notify customers of
potential food-related allergens, educate staff about identifying and
handling potential allergens in food, and provide guidelines for
responding to emergency situations where customers experience
allergic or anaphylactic reactions.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
9.11.1
The department recognizes that food allergies can be serious
and works with customers to identify food choices that
minimize the chances of allergic reactions. (Cross-Reference:
9.11.2; 9.11.3)
Y
9.11.2
The department recognizes the importance of knowing the
identity of customers with special dietary needs related to
allergies and adequately publicizes the need for customers to
meet with the food service staff prior to eating in the dining
facility to discuss their personal food restrictions. (CrossReference: 7.1.6; 7.1.8; 9.11.1; 15.4.21)
PI
9.11.3 The department posts notices, where appropriate, to create
awareness of the presence of unexpected potential allergens.
(Cross-Reference: 9.11.4; 10.5.7)
This process is in place, but not totally complete.
PI
9.11.4 The department provides appropriate staff training in awareness
of common allergens, strategies for avoiding cross-contact
and minimizing risks, recognition of symptoms of allergic or
anaphylactic reactions, and how to quickly activate an
emergency response plan. (Cross-Reference: 2.3.14; Sec. 6.6; 9.11.1;
9.11.2)
Although ServSafe covers this area, it appears that not all student
employees are well-trained to meet this goal.
Practice#:
Comments:
Section 10.1 Service Philosophy
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Principle:
1 - 146
The foodservice department plans and conducts all activities around
a fundamental commitment to providing quality service.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.1.1
There is evidence that personnel throughout the department
cooperate to ensure a fun, friendly, positive environment that
consistently presents fresh, exciting, and high-quality
service, and provides satisfaction for internal and external
customers. (Cross-Reference: 3.1.4; 3.2.8; Prin. 4.1; 4.1.4; 4.1.5; 4.1.9; 4.5.2;
4.5.6; 7.2.2; 10.1.3; 10.1.12; 10.2.9; 10.6.14; 15.6.7)
This practice seems to be a strength for the department. Promotions
and activities appear to create a fun and lively foodservice
environment.
Y
10.1.2
Staff members of the department work toward a goal of
ensuring that each customer of the food service department
continually feels a sense of real and perceived value with
respect to the products and services provided. (Cross-Reference:
4.5.6; Prin. 7.8; 7.8.1; 10.2.8; 10.2.9; 10.4.6)
There appears to be a high commitment evident in this area. There
is a challenge with the operation and pricing at the University Center
Food Court due to the competition of the lower level market.
Y
10.1.3
Management and staff personnel continually monitor the
entire operation to ensure all components are functioning in
harmony with a common commitment to customer service
and satisfaction. (Cross-Reference: 3.1.4; 3.2.28; 4.1.4; 4.1.5; 4.1.6; 4.1.8;
4.1.9; 4.1.10; 7.2.2; 7.2.3; 7.2.4; 14.1.5; 15.6.7)
It appears that the management team comes together to review and
discuss issues. The absence of a current strategic plan and
marketing plan may hinder obtaining and communicating a holistic
view of the dining operations. The University Center Food Court
seems to be struggling for an identity with the use of cash, dining
meal plan usage, etc.
(This section is continued on the next page.)
Section 10.1 (continued) Service Philosophy
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Y
10.1.4
BR-???
FZ-renov.
1 - 147
The flow of work throughout the department enhances
customer service and promotes a positive food service
experience. The department ensures that service elements
that require customers to stand in line (queue), such as
cashier and card validation, or cafeteria-style service, are
organized to maintain efficient customer flow. (Cross-Reference:
7.4.5; 7.7.7; 10.1.1; 12.2.2; 14.4.3)
The placement of Baskin-Robbins in the University Center Food
Court may interfere with queuing and detracts from the food
selection. Traffic at the Food Zoo does flow; however, the line at the
salad bar combined with the hot food can get lengthy. Navigation at
the Food Zoo appeared to be difficult for first time guest.
Y
10.1.5
Services offered are flexible and responsive to individual
customer requests while maintaining consistency and
standard operating procedures that ensure achievement of
departmental goals. (Cross-Reference: 4.4.3; 6.6.9; 7.2.4; 7.7.10; 8.2.1;
8.2.1; 10.1.5; 10.1.8; 10.3.3; Prin. 10.4; 10.4.16; 10.6.5)
Generally, students appear to be very satisfied and appreciative of the
attention and services. After conversations with several students,
they would like the dining area in the Lommasson Center to be open
until midnight.
Y
10.1.6
Services provided by the department deliver quality and
variety at locations convenient to customers, are accessible
to motor and pedestrian traffic, and are within reasonable
proximity to customer parking and campus living areas.
(Cross-Reference: 10.1.10; 10.4.1; 12.2.5)
All areas are convenient and strategic. There is potential to grow
business at Biz Buzz and Think Tank if an increased speed of service
could be achieved.
Y
10.1.7
The department acknowledges that it serves a multi-cultural
community and provides products and services that
recognize this ethnic and cultural diversity. (Cross-Reference:
4.5.3; 7.1.7; 10.6.5; Prin. 14.4)
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 10.1 (continued) Service Philosophy
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.1.8
The selection of service styles, menus, and concepts within
the department offers a customer service mix that meets the
needs of all customer groups as identified by market
research. (Cross-Reference: Sec. 7.1; 7.7.10; 10.3.1; Prin. 10.4; 10.6.5)
Y
10.1.9
Staff members in all service areas are courteous, well
groomed, and trained to effectively perform all of their job
duties, including the interpersonal and intangible aspects of
customer service. (Cross-Reference: 6.5.3; Sec. 6.6; 10.1.1)
Level 1.
There is not a formal customer service training program which
would provide greater assurance and accountability to excellent
service.
Y
10.1.10
The facilities of the department (e.g., buildings, grounds,
parking lots, dining rooms, corridors, kitchens, restrooms,
equipment, and all other areas) are safe, clean, orderly,
sanitary, and well maintained. (Cross-Reference: 10.1.4; 10.1.6; Sec.
12.2)
Y
Level 1
10.1.11
The department uses an effective system for soliciting and
responding to customer suggestions on ways to improve
service. (Cross-Reference: 3.1.4; 3.2.28; 4.1.4; 4.1.5; 4.1.6; 4.1.8; 4.1.9;
4.1.10; 7.2.2; 7.2.3; 14.1.5; 15.6.7)
Dining services should consider displaying responses to comment
cards their customers submit. This will help communicate that the
dining services department takes their customer comments seriously,
shares information on the issues to a broader audience, and
demonstrates commitment to continuous improvement.
N
Level 1
10.1.12
The department has clearly defined satisfaction guarantee
and merchandise-return policies and procedures for products
and services provided and communicates these policies to
customers. (Cross-Reference: 4.3.4; 10.4.16)
There is not a written policy for this. It is an undocumented practice.
Practice#:
Comments:
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Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 10.2 Service Controls
Principle:
The foodservice department has internal service control systems in
place throughout the department to protect the customer and the
department without sacrificing the underlying commitment to
customer service.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
Level 1
10.2.1
The department clearly posts its operating hours in each
facility and then follows that schedule in opening and closing
each operation. (Cross-Reference: 2.3.14; 10.2.5; 15.4.22)
It appeared that hours of operation for Cascade Country Store were
not posted.
Y
10.2.2
A system is in place for controlling access to the facilities
and services of the department, and staff members have
participated in training on how to tactfully restrict access to
authorized customers only. (Cross-Reference: 2.3.14; 9.3.12; 10.2.4;
10.2.5)
Y
10.2.3
The department has controlled exits in all service areas to
provide security to customers and reduce the opportunity for
customers to leave the facilities without paying or to remove
items from the facility without authorization. (Cross-Reference:
10.2.6; 11.2.41; 11.2.42)
Y
10.2.4
The department provides and uses identification cards or
other secure methods for board plan, declining-balance
identification, and other interactions, if appropriate. (CrossReference: 10.2.2; 10.2.5)
Y
10.2.5
In situations where the institution’s student identification
card contains a meal plan, declining balance, or other
information used to control access to food service facilities,
the department has clear and consistent policies and
procedures for verifying and modifying these records, as
needed. (Cross-Reference: 10.2.2; 10.2.4)
(This section is continued on the next page.)
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Chapter 1. Professionalism
Section 10.2 (continued)
1 - 150
Service Controls
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
Level ?
10.2.6
B
D
The department locates cashiers’ stations to permit
maximum visibility by the cashier to all points within the
service areas; cashiers observe customers, reducing the
probability of customers leaving without paying. (CrossReference: 10.2.2; 10.2.3)
The Think Tank may be problematic for some cashiers to view the
front of the counter due to the height of the cart.
Y
10.2.7
The department has a clear philosophy and rationale for
pricing strategies for products and services and bases prices
on cost of goods, labor cost, handling requirements, missedmeal factors, other direct and indirect expenses, and a current
review of prices of similar items sold in other food service
operations within the marketplace. (Cross-Reference: 3.1.4; 4.5.5;
4.5.6; 7.3.7; 10.2.8; 10.2.9; 10.4.6; 10.6.5)
Y
10.2.8
The department reviews prices of goods and services on a
regular basis and adjusts them, as needed, to provide a good
price-value relationship for customers while achieving
budgeted goals. (Cross-Reference: 10.2.7; 10.2.9)
Y
10.2.9
The department uses techniques such as bundling or value
pricing and multiple sizing, as appropriate, to enhance
customer satisfaction and achieve budgeted financial goals.
(Cross-Reference: 4.5.6; 10.2.7; 10.2.8; 10.4.6)
Y
10.2.10
Permanent signage marketing the food service location,
name, logo, marquees, directional signs, and static menus are
appropriately placed, well lighted, and readily visible to
customers. (Cross-Reference: 4.2.7; 10.2.11; 10.4.4; 10.4.5; 15.7.4)
PI
10.2.11
Point-of-sale signage is clean, orderly, accurate, up-to date,
and attractively produced, with clear item identifications,
accurate descriptions, and current pricing. (Cross-Reference:
Level 1
10.2.10; 10.4.4; 10.4.5)
It appears that some point of sale signage needs to be replaced.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 151
Section 10.3 Board Operations
Principle:
Board operations provide a variety of features, offerings, and themes
that deliver a quality foodservice experience, meet the expectations of
customers, and contribute positively to the department and
institution.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.3.1
To the extent practical, food and drink selections in board
operations provide opportunities for the customers to make
personal choices from a variety of popular food items that
can result in nutritionally balanced meals. (Cross-Reference: 7.1.6;
7.1.7; 7.1.8, 7.1.9; 7.1.10; Prin. 15.1)
Students seemed very satisfied with the variety of options.
Y
10.3.2
The department periodically reviews whether board plans
should be mandatory, for how long and at what level, or nonmandatory, and selects a course of action that is in the best
interests of the students, department, and institution. (CrossReference: 4.1.4; 4.1.6; 7.2.2; 10.3.1; 14.1.5)
Y
10.3.3
The department provides a variety of board plans based on
the number of meals or declining balance offered per week,
month, school term, or other appropriate periods of time to
meet the anticipated needs of customers. (Cross-Reference: 4.1.4;
4.1.6; 7.2.2; 14.1.5)
Y
10.3.4
The department plans merchandising displays within board
operations on a basis that reflects objective market research
concerning customer preferences and menu selections. (CrossReference: 7.1.12; 7.7.2; 7.7.3; 8.3.7; 10.5.6)
It would be helpful to use the expertise of the marketing staff in this
area.
(This section is continued on the next page.)
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Chapter 1. Professionalism
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Section 10.3 (continued) Board Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.3.5
The department places emphasis on maintaining the highest
level of quality and aesthetics in food presentation and
service in all food service programs, including board
operations. (Cross-Reference: 7.7.6; 10.3.6)
The dining services kitchen staff walks through the various “lines”
before the meal, looking and tasting for quality.
PI
Level 1
10.3.6
Staff members working in board operations participate in
training on positive customer service, food presentation,
resolving customer complaints, and appropriate service
skills. (Cross-Reference: 2.3.14; Sec. 6.6)
Formalized, documented training would be beneficial.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 10.4 Retail Operations
Principle:
Retail operations provide a variety of services, products, features,
offerings, and themes that meet the needs and expectations of
customers and contribute positively to the department and institution.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.4.1
Retail operations provide a variety of quality products
consistent with market research, displayed in a manner that
enhances merchandising and convenience. (Cross-Reference: Sec.
4.1; 10.4.2; 10.4.6; 10.7.4; Prin. 14.4)
Level 1
The contracting of foodservice operations may hinder the flexibility
to respond quickly to market trends and may impact the variety of
offerings available.
There is an opportunity to enhance bakery sales through different
merchandising and display options.
PI
10.4.2
Level ?
The department allocates shelf and display space and plans
merchandising displays on a basis that objectively reflects
customer preferences, taking into account gross margin
contribution of different products, institutional restrictions,
and the department’s mission. (Cross-Reference: Prin. 7.7; 7.7.2; 7.7.3;
8.3.7; 10.4.1; 10.4.3; 14.5.2)
Upon observation, Baskin-Robbins may have too much floor space.
Y
10.4.3
Management personnel work cooperatively with
representatives of approved vendors to change
merchandising displays frequently in retail outlets, treating
all vendors fairly when merchandising particular brands.
(Cross-Reference: 8.3.7; 8 5.15)
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Chapter 1. Professionalism
Section 10.4 (continued)
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Retail Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.4.4
Permanent signage that merchandises the food service
location name and logo, such as directional signage, static
menus, and marquees are appropriately placed, well lighted,
and readily visible to customers. (Cross-Reference: 4.2.7; 10.2.10;
10.2.11; 10.4.5; 15.7.4)
First time visitors may have difficulty finding Biz Buzz and Think
Tank.
PI
10.4.5
Point-of-sale signage is clean, orderly, accurate, up-to date,
and attractively designed, with accurate item identifications,
descriptions, and pricing. Signature items and daily specials
are effectively highlighted. (Cross-Reference: 10.2.10; 10.2.11)
Y
10.4.6
The department uses retail merchandising techniques (e.g.,
bundling, value pricing, and multiple sizing), as appropriate,
to achieve budgeted financial performance. (Cross-Reference:
4.5.6; 10.2.7; 10.2.8; 10.4.6)
PI
10.4.7
Staff members working in retail operations participate in
training on positive customer service, merchandising,
resolving customer complaints, and service skills appropriate
to the retail concept. (Cross-Reference: 2.3.14; Sec. 6.6; Sec. 10.7)
NA
10.4.8
Where the department provides table service in retail outlets,
the retail staff members participate in training on table
service procedures so they can provide excellent customer
service. (Cross-Reference: 2.3.14; Sec. 6.6; 9.1.2; 10.7.5)
NA
10.4.9
Within retail operations, equivalency programs offer
customers an alternative to traditional board, a la carte, and
debit card operations, and contribute positively to the
department’s overall mission. (Cross-Reference: 10.4.10; 10.4.11;
15.5.10)
NA
10.4.10
When the department has an equivalency program, the
program offers students a fair exchange of board plan passes
for an equivalent amount of food or supplies. (Cross-Reference:
PI10.4.9; 10.4.11; 15.5.10)
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Chapter 1. Professionalism
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Section 10.4 (continued) Retail Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
NA
10.4.11
The department clearly communicates the guidelines for the
equivalency program, specifying the products included in the
plan and the exchange rate. (Cross-Reference: 10.4.9; 10.4.10; 15.5.10)
NA
10.4.12
The department maintains an inventory of all retail vending
machines by product line or by contracted vendor; staff
members inventory machines on a scheduled and random
basis to ensure that only authorized machines and products
are in use. (Cross-Reference: 5.2.9; 8.8.5; 10.4.13; 15.7.3)
NA
10.4.13
The department inspects all retail vending machines for
internal and external cleanliness, sanitation, maintenance,
product freshness, and appearance on a scheduled and
random basis. (Cross-Reference: Sec. 9.10; 10.4.12; 12.3.5)
NA
10.4.14
The department restocks vending machines on a schedule
that minimizes out-of-stock situations in the machines. (CrossReference: 8.6.9; 8.8.5)
NA
10.4.15
When the department provides cigarette or alcoholic
beverage vending machines, there is a system for preventing
the sale of these products to minors. (Cross-Reference: 1.1.7; 10.7.8)
NA
10.4.16
The department posts the refund policy and procedures on
the exterior of each vending machine, plus instructions for
whom to contact regarding concerns, requests, or questions.
(Cross-Reference: 4.3.4; 5.2.9; 6.6.9; 7.2.4; 10.4.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 10.5 Nutrition Education
Principle:
Nutrition education programs provided by the department meet the
expectations of customers and staff and contribute to the overall
wellness of the campus community.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.5.1
Nutrition services and information are consistent with the
published guidelines of the American Dietetic Association or
other nationally recognized professional organizations
engaged in the promotion of nutrition education. (CrossReference: 6.8.7; 7.1.6; 10.5.9)
Y
10.5.2
Staff members who conduct nutrition education programs or
provide nutrition counseling have professional credentials
and experience. (Cross-Reference: 6.8.3; 6.8.4; 7.1.6; 10.5.1; 10.5.9)
Y
10.5.3
A registered dietitian is on staff or retained in a consultative
capacity to advise or conduct the nutrition education
program, or the department works with the campus nutrition
department, as appropriate, to provide nutrition education
programs. (Cross-Reference: 7.1.6; 10.5.1; 10.5.9)
Y
10.5.4
Through the nutrition education program, the food service
department disseminates responsible and accurate
information and advice on nutrition to students and other
customer groups. (Cross-Reference: 10.5.1; 10.5.2; 10.5.3)
Y
10.5.5
To the extent practical, the department coordinates its
nutrition education programs with related programs on
campus. (Cross-Reference: 10.5.9; 15.4.21)
Y
10.5.6
The department displays current nutrition education
materials (e.g., brochures, handouts, and other materials
published by reputable nutrition education organizations) in
its dining areas, retail, and other operations. (Cross-Reference:
10.5.1; 10.5.4; 10.5.7)
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Chapter 1. Professionalism
Section 10.5 (continued)
1 - 157
Nutrition Education
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.5.7
The department includes posters, table tents, signs,
newsletters, and a variety of other appropriate
communication methods as a part of its nutrition education
programs. (Cross-Reference: 10.5.1; 10.5.4; 10.5.6)
Y
10.5.8
Periodically, the department presents or arranges for the
presentation of group educational programs on nutrition
topics. (Cross-Reference: 10.5.4; 15.4.21)
Y
10.5.9
Where practical, the department involves students majoring
in dietetics and nutrition in developing, implementing, and
assessing aspects of the departmental nutrition education
program, which may include having the students prepare the
nutritional analysis of new recipes. (Cross-Reference: 10.5.2; 10.5.5)
Y
10.5.10
The department assesses the effectiveness of the nutrition
education program on an ongoing basis and refines it, as
needed. (Cross-Reference: 4.3.5; 6.6.7; 10.5.11)
Nutrition education is a strong program within dining services.
Y
10.5.11
The department analyzes menus for nutritional adequacy
and, through its nutrition education programs, educates
customers so they can select foods that provide a balanced,
nutritionally sound diet. (Cross-Reference: Sec. 7.1; 7.2.6; 7.3.1)
There may be difficulties in pulling nutritional and ingredient
information for some convenience foods from CBORD. It is
sometimes not available for guests to access.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 10.6 Catering Operations
Principle
Catering services provide quality products and services to meet the
expectations of customers.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
10.6.1
The department defines the priorities for catering within its
marketing plan in support of the institution’s mission (e.g.,
conferences, meetings, receptions, meals, fundraising events,
alumni reunions, academic and administrative organization
functions, sports events, and cultural events) and is clear on
its position regarding catering off-campus events that have
no association with the institution. (Cross-Reference: Sec. 4.2; 10.6.2;
10.6.5)
The absence of a marketing plan prevents this practice from being
met.
Y
10.6.2
The department has clearly written polices and procedures
pertaining to on- and off-campus catering (e.g., pricing or
catering products and services, catering sales procedures,
purchasing, rules for catered events, credit approval, advance
deposits, prepayment, billing, transporting food and
beverages, food safety, and cost controls) and these policies
incorporate applicable institutional policies and procedures
that apply to catered activities. (Cross-Reference: Sec. 2.3; 10.6.1)
These are available to customers on the Web.
Y
10.6.3
If the department provides alcoholic beverages at a catered
event, the service is in full compliance with existing
institutional and organizational policies and all applicable
legal and regulatory requirements, and staff members
participate in training in responsible beverage service. (CrossReference: 1.1.6; 1.1.7; 1.1.8; 2.3.14; 10.4.15; Sec. 10.7; 15.4.15)
Y
10.6.4
The department provides catering services within its
logistical and staff capabilities. (Cross-Reference: 4.2.6; 7.1.4)
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Chapter 1. Professionalism
Section 10.6 (continued)
1 - 159
Catering Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
10.6.5
Catering services, menus, and prices have sufficient variety
to meet the diverse needs of all market segments defined in
the marketing plan and the budgeted goals of the department.
(Cross-Reference: 4.5.3; 7.1.7; 10.1.7; 10.6.1)
The absence of a marketing plan prevents this practice from being
met. Low cost options for student groups should be considered.
Y
10.6.6
The department publishes catering menus and a list of
available catering services in a convenient format (print or
electronic) for use by clients in planning their functions.
(Cross-Reference: 7.1.7; 7.1.12; 7.1.13; 10.1.8)
Y
10.6.7
The department provides a statement of catering policies and
procedures (e.g., credit approval, advance deposit,
prepayment, billing, and collection procedures) to each
catering client, as appropriate. (Cross-Reference: 2.3.10; 2.3.11;
10.6.8; 10.6.9)
Y
10.6.8
The department provides the “guarantee” policy and
procedures to the catering client during the planning meeting
for the event, specifying who is responsible for giving a final
count, when the final count is due, how much food the
department will prepare, and how the department will handle
billing if the count exceeds or does not meet the guarantee.
(Cross-Reference: 10.6.7; 10.6.9)
Y
10.6.9
As appropriate to the size of the catering operation, the
department uses structured booking procedures (e.g., a
"catering event order" or a “letter of understanding”) to
record the details of each catered event and to serve as a
contractual agreement between the department and the client.
(Cross-Reference: 10.6.7; 10.6.8; 10.6.10)
The catering service order form fulfills this need.
(This section is continued on the next page.)
Section 10.6 (continued)
Catering Operations
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 160
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.6.10
As appropriate to the size of the catering operation, the
department uses an amended booking form (e.g., a "catering
change order" or an “event change memo”) to record any
changes in event details made after distribution of the
original catering event order. (Cross-Reference: 10.6.7; 10.6.8; 10.6.9)
Y
10.6.11
The department distributes copies of catering event details
and change order instructions on a timely basis to each part
of the food service operation that is responsible for
supporting any part of a catered event. (Cross-Reference: 7.4.5;
10.6.9; 10.6.10)
Y
10.6.12
Facilities chosen for catered events provide accessibility for
persons with disabilities as required by the Americans With
Disabilities Act. (Cross-Reference: 1.1.2; 12.2.9; 14.3.1; 15.4.7)
Y
10.6.13
The department provides special decorations (e.g., flowers,
ice carvings, candles, seasonal or theme decorations) as
specified in the catering agreement and invites the client to
check the decorations to be sure they meet his or her
expectations prior to the event. (Cross-Reference: 7.7.8; 7.7.11;
7.7.12; 10.6.16)
Y
10.6.14
The department holds catering staff meetings, as appropriate,
to discuss the requirements of each catering event and to
ensure that all elements of the catering lead to a high level of
customer satisfaction. (Cross-Reference: 7.4.5; 10.6.9; 10.6.10; 10.6.22)
Y
10.6.15
Staff members follow approved food safety practices during
all steps in the preparation, distribution, service, and cleanup of catered events to protect customers and staff from food
safety hazards. (Cross-Reference: Sec. 9.1; 10.6.3; 10.6.16; 10.6.18)
Need to verify that food temperatures are taken during catering
events. Menus are planned for certain locations with food safety in
mind.
Y
10.6.16
All decorations and service equipment used for catered
events meet applicable fire and safety codes. (Cross-Reference:
7.7.8; 7.7.11; 7.7.12; 10.6.13; 11.4.4)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 10.6 (continued)
1 - 161
Catering Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.6.17
All decorations and service equipment used for catered
events meet applicable fire and safety codes. (Cross-Reference:
7.7.8; 7.7.11; 7.7.12; 10.6.13; 11.4.4)
Y
10.6.18
Staff members assigned to service catered functions check
the room set-ups prior to the event to make sure everything
complies with the catering agreement and the standard setups used in the department. (Cross-Reference: 10.6.9; 10.6.10)
Y
10.6.19
In setting up catered events, the functions do not exceed
approved occupancy levels established for the facilities, and
each setup provides safe egress in the event of an
emergency. (Cross-Reference: 6.6.15; 6.6.16; 10.6.4)
Y
10.6.20
The manager in charge of each catered event checks the
appearance of the staff members who will prepare and serve
the event to ensure they meet the dress code of the
department and the expectations of the catering client. (CrossReference: 2.1.9; 6.5.3; 6.6.13; Prin. 9.3; 9.3.8)
Y
10.6.21
The department prepares for and presents the catered event
so it is attractive, appealing, on time, and fulfills all
contractual obligations agreed upon with the client. (CrossReference: 2.1.9; 7.7.1; 10.6.9; 10.6.10)
Y
10.6.22
For each catered event with an accounts receivable balance,
the catering staff member in charge of the event ensures that
a catering bill is prepared and presented to the client
following the event. As appropriate, the staff member
reviews the guarantee, actual number served, disposition of
leftovers, alcohol consumption, and any additional charges
or credits with the client. (Cross-Reference: 5.2.13; 10.6.7; 10.6.8;
10.6.9)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 10.6 (continued)
1 - 162
Catering Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.6.23
The department uses a system that allows each catering
client and the staff member who coordinated the catered
event to evaluate the catering service; the department shares
evaluation data with the staff in internal catering meetings
and uses the information to improve its services. (CrossReference: 10.1.3; 10.1.12; 10.6.14)
The opportunity for feedback is online, but not widely used.
Customers may need additional prompting to complete.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 163
Section 10.7 Alcoholic Beverage Operations
Principle:
Foodservice departments that sell and serve alcoholic beverages act
responsibly and comply with all applicable laws, regulations, and
policies.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.7.1
At schools that provide alcoholic beverage sales or service,
the department includes its alcoholic beverage operations as
an integral part of achieving its overall mission. (CrossReference: Sec. 2.1; Sec. 4.2)
NA
10.7.2
The department has all statutory and regulatory permits or
licenses required for selling and serving alcoholic beverages
and is familiar with the state Dram Shop Act or similar laws
assigning certain liability to providers of alcoholic
beverages; the department’s policies and procedures reflect
full compliance with those laws. (Cross-Reference: 1.1.2; 1.1.6;
10.6.3; 10.7.5)
Y
10.7.3
The department complies with state, local, and institutional
laws and policies regulating the marketing, advertising, and
promotion of the sale or service of alcoholic beverages.
(Cross-Reference: 1.1.2; Sec. 4.1; 10.6.3)
Y
10.7.4
Based on market research, departmental management, in
cooperation with the institution’s administration, sets
policies and purchasing specifications for alcoholic beverage
product mix, net revenue over expenses, and locations where
the department may sell and serve alcoholic beverages.
(Cross-Reference: Sec. 4.1; 8.7.1; 8.7.3; 8.8.3; 10.2.7)
Y
10.7.5
Alcoholic beverage servers participate in special training in
responsible beverage service, and the department empowers
trained employees to discontinue alcohol service to any
customer who appears to have reached his or her limit of
responsible consumption. (Cross-Reference: 1.1.7; 1.1.8; 2.3.14; Sec.
6.6; 10.6.3; 10.7.6; 10.7.7)
All university staff serving alcohol are TIPS trained.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 10.7 (continued)
1 - 164
Alcoholic Beverage Operations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
10.7.6
Where policies or statutes mandate special training or
certification for staff members who sell or serve alcoholic
beverages, all affected staff members have successfully
completed the training and have the required certification,
and a current list of certified staff members is on file within
the department. (Cross-Reference: 1.1.2; 1.1.6; 2.3.14; Sec. 6.6; 10.6.3;
10.7.2)
Y
10.7.7
Training programs for alcoholic beverage staff members
include instruction on how to maintain control and security
to protect customers and the department in all situations
where the department serves alcoholic beverages. (CrossReference: 1.1.7; 1.1.8; 2.3.14; 10.7.4; 10.7.5)
Y
10.7.8
There is a system in use that prevents the sale or service of
alcoholic beverage products to minors. (Cross-Reference: 1.1.7;
10.4.15)
Practice#:
Comments:
Section 11.1 Safety and Security Regulations
Principle:
The foodservice department complies with applicable federal, state,
and local regulations and codes relating to the safety and security of
customers, staff members, and vendors.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.1.1
The department uses a system for keeping staff members
informed of changes in safety and security regulations or
codes that apply to the operation. (Cross-Reference: 1.1.1; 6.7.6)
Y
11.1.2
The department maintains orderly files of information
regarding applicable federal, state, and local regulations and
codes pertaining to safety and security. (Cross-Reference: 1.1.1;
5.1.5)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
N
11.1.3
1 - 165
The department uses a safety committee representing a
variety of staff members, customers, faculty, vendors,
administration, and other appropriate individuals and
agencies that meets regularly to review safety and security
procedures and inspect facilities for potential safety and
security problems. (Cross-Reference: 7.2.1; 11.1.4)
Dining services does not have a member on the university safety
committee, but have been active participants in the past. The
department also does not have an internal safety committee.
Y
11.1.4
The department records minutes of safety committee
meetings and keeps inspections on file for the period
specified in the department’s records retention policy. (CrossReference: 5.1.2; 5.1.4; 11.1.3)
Y
11.1.5
The department complies with Occupational Safety and
Health Administration (OSHA), applicable Workers’
Compensation Insurance, and institutional requirements for
reporting accidents and emergencies and retains these
records on file according to the applicable regulations,
insurance requirements, institutional policies, and the
department’s records retention policy. (Cross-Reference: 5.1.2;
5.1.4; 11.1.4; 11.2.8)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.1 (continued)
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Safety and Security Regulations
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.1.6 The department responds promptly to identified safety code
violations and demonstrates a proactive effort to meet the
expectations of the regulatory agency and to protect the welfare
of customers and staff members. (Cross-Reference: 1.1.1; 1.1.2; 1.1.3;
1.1.4; Sec. 6.15)
Dining services is described as being proactive, open, responsive, and
initiates action as soon as a problem is uncovered or when a
potential problematic situation is anticipated.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 11.2 Emergency Response Plans
Principle:
The department has written emergency response plans covering all
natural or mechanical disasters that have a reasonable probability of
occurring in the locale of the institution.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.1
Emergency response plans detail the duties and
responsibilities of managers and other key staff members if
there is any type of emergency. (Cross-Reference: 5.3.7; 6.6.14;
11.2.2; 11.2.46; 11.2.49; 11.2.52)
Y
11.2.2
The department coordinates its emergency response plans
with campus emergency response plans and works
cooperatively with campus risk management and emergency
response personnel. (Cross-Reference: 11.2.1; 11.2.44; 11.2.47; 11.2.50).
Y
11.2.3
The department seeks the advice of emergency management
resources when developing and updating emergency
response plans (e.g., campus or community fire department,
campus security, local law enforcement, safety and security
companies, a multi-peril insurance carrier, and the campus
risk management administrator). (Cross-Reference: 11.2.2; 11.2.6;
11.2.51; 11.3.7; 11.4.5)
Y
11.2.4
The department places copies of emergency response plans
in one or more accessible locations within the department’s
facilities and informs all staff members of these locations.
(Cross-Reference: 11.2.1; 11.2.5)
PI
11.2.5
The department organizes and indexes emergency response
plans so response procedures are easy to locate and
understand; the plans include easy-to-use forms for recording
the actions taken in responding to the emergency, who was
in charge, and who was present to help in the response. (CrossReference: 11.2.1; 11.2.4)
Evidence of forms to record actions taken in response to an
emergency was not observed.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 168
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.6
The emergency response plans include up-to-date fire and
smoke plans, including the prescribed response to alarms, the
location and operating procedures for all fire safety
equipment, fire suppression techniques, evacuation
procedures and routes, procedures for securing important
records if there is a fire requiring evacuation, and the
relationship with the fire brigade captain when the fire
department arrives. (Cross-Reference: 11.2.7; 11.4.2)
It may be useful to add an “issued on” date to all written plans. This
will allow for easy identification as to when the plans were last
updated.
Y
11.2.7
The department ensures that fire safety equipment installed
in the operation meets all applicable building and safety
codes. Fire extinguishers, automatic exhaust hood fire
suppression systems, alarm systems, and other fire safety
equipment are in good repair, are fully charged, and have
been recently inspected by the fire marshal, appropriate
safety officer of the institution, or a fire safety company
licensed to perform such inspections within the state where
the institution exists. (Cross-Reference: 11.1.6; 11.2.45; 11.4.4)
Y
11.2.8
The department complies with applicable federal and state
Hazardous Communication (HAZCOM) regulations issued
by the Occupational Health and Safety Administration
(OSHA) and maintains a file of current federal and state
OSHA regulations, as well as recent bulletins announcing
changes or interpretation of the regulations. (Cross-Reference:
11.1.5; 11.2.9; 11.2.10; 11.2.11; 11.2.12)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 169
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.9
The department makes Material Safety Data Sheets (MSDS)
available to all staff members on all shifts at clearly
identified locations within the department’s facilities. The
department acquires the MSDS for any new potentially
hazardous chemical before introducing it into the operation
and files copies of the sheets at each MSDS station.
Eyewash stations and MSDS sheets are located near
chemical storage areas. (Cross-Reference: 11.2.8; 11.2.10; 11.2.11;
11.2.12; 12.3.10; 12.3.11)
Some employees did not know what an MSDS sheet was, but
managers were well informed and could show us where they were
located and how they were updated.
Y
11.2.10
The department stores all cleaning chemicals, solvents, and
other potentially hazardous materials in approved containers
(allowing no reuse of food or beverage containers) and
ensures the complete labeling of each container as specified
by the OSHA HAZCOM Standard (correct technical and
common name of the contents, name of the chemical
manufacturer or importer, and the telephone number of the
contact). (Cross-Reference: 8.6.10; 12.3.10; 12.3.11)
Y
11.2.11
The department has a written HAZCOM program, which
includes as a minimum (1) an up-to-date list of all hazardous
chemicals approved for use in the food service facility, (2)
MSDS for each approved product on the list, and (3) detailed
procedures for how the department communicates this
information on chemical hazards to staff members (training
program). (Cross-Reference: 2.3.14; 6.6.12; 11.2.9; 11.4.2; 11.4.8)
Y
11.2.12
The department prominently displays posters describing how
to respond to accidents involving hazardous materials on
staff member bulletin boards, near hand-washing stations,
and in staff member restrooms. (Cross-Reference: Sec. 6.15; 11.2.9;
11.2.11; 11.4.7)
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Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 170
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.13
The department provides emergency medical treatment for
all chemical accidents involving the staff member’s eyes,
ingestion of chemicals, and skin contact involving highly
caustic chemicals; management personnel never deny
medical treatment for chemical-related accidents. (CrossReference: 11.1.5; 11.2.12; 11.2.34; 11.2.35)
Y
11.2.14
The emergency response plans include instructions for
responding to suspected leaks of natural or propane gas,
emergencies resulting from gas fires, explosions, or
hazardous buildup of carbon monoxide, including written
procedures for evacuating the premises in life-threatening
situations. The department follows the written procedures for
evacuating the premises if there is a gas leak that might
cause an explosion. (Cross-Reference: 11.2.15; 11.2.16; 11.2.17; 11.2.18;
11.2.42)
Y
11.2.15
There is proper ventilation in all areas where open flame gas
appliances are in use to prevent buildup of dangerous gases;
the department has appropriate wrenches or other tools
readily available and clearly identified for shutting off the
natural or propane gas supply into the food service facilities.
(Cross-Reference: 11.2.14; 11.2.16; 11.2.17; 11.2.18)
Y
11.2.16
There is a gas detector installed in each area that includes
natural gas or propane appliances (e.g., hot water heaters and
cooking appliances); there are carbon monoxide detectors
installed in each area where appliances use charcoal or lavastone grills in the heating and cooking processes. (CrossReference: 11.2.14; 11.2.15; 11.2.17; 11.2.18; 11.2.42)
Y
11.2.17
When any staff member suspects a gas leak, the individual
reports the matter immediately to a supervisor. The staff
member or supervisor then alerts the local fire department of
the potential for a fire or explosion and reports the gas leak
immediately to the proper utility company, even if the staff
member shuts off the main gas valve and opens the building
for ventilation. (Cross-Reference: 11.2.14; 11.2.15; 11.2.16; 11.2.18;
12.4.11)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 11.2 (continued)
1 - 171
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.18
The department restricts the installation or repair of gas
equipment to licensed personnel. Maintenance personnel
always use lockout tags on main gas valves when turning off
gas to install or perform maintenance on gas equipment; the
person who puts on the lockout tags takes off the tags after
completing the work. (Cross-Reference: 11.2.14; 11.2.26; 12.4.11)
Y
11.2.19
The department complies with all applicable electrical codes
and the emergency response plans include hazards of an
electrical nature. (Cross-Reference: 1.1.1; 1.1.2)
Y
11.2.20
There is clear access to electrical breaker panels and main
switches and nothing blocks this access; electrical breaker
panels are clearly marked, identifying the specific equipment
or sections of the building that each breaker controls. (CrossReference: 11.2.44; 11.2.45)
It appears that some areas could be more diligent in ensuring that
nothing is blocking access to electrical panels.
Y
11.2.21
Staff members always unplug electrical equipment or turn
off electrical breakers before cleaning the equipment. (CrossReference: 11.2.19; 11.2.26)
Y
11.2.22
Only electrical equipment and electrical drop cords approved
for institutional or commercial use by Underwriters
Laboratories (UL) are in use in the department; drop cords
are free of frayed insulation, broken wires, and splices. (CrossReference: 11.2.19; 11.2.21; 14.5.2)
Y
11.2.23
All electrical extension cords and portable electrical
equipment have grounded plugs; the department does not
permit the use of adapters that bypass the ground. (CrossReference: 11.2.22; 14.5.2)
Y
11.2.24
Staff members do not overload electrical outlets by using
multiple adapters that connect too many appliances to an
outlet. (Cross-Reference: 11.2.19; 11.2.22; 11.2.23; 14.5.2)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 172
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.25
Staff members tape down (not staple) electrical drop cords
used in public areas where customers or staff members may
trip and fall to prevent accidents or encase the cords in
protective devices that permit the cord to lie flat on the floor.
(Cross-Reference: 6.6.13; 11.2.8)
Y
11.2.26
The department restricts the installation or repair of
electrical equipment to licensed electricians. Electricians
always use lockout tags on main electrical breakers when
turning off electricity to install or perform maintenance on
electrical equipment; the person who puts on the lockout
tags takes off the tags after completing the work. (CrossReference: 11.2.19; 11.2.20; 11.2.21; 11.2.22; 11.2.23; 11.2.24; 12.4.11)
Y
11.2.27
If there is an electrical power failure, management personnel
on duty protect the safety and welfare of customers and staff
members. They ensure that emergency lighting systems
operate properly and distribute portable emergency lighting
to other staff members to aid in evacuating the building and
to prevent panic. (Cross-Reference: 5.3.16; 11.2.38; 11.2.39; 13.4.8)
Y
11.2.28
The emergency response plans of the department include a
section on responding to threats, terrorist and otherwise,
including evacuation procedures, security of the facility
during the evacuation, and coordination with campus
security and law enforcement, as appropriate. (Cross-Reference:
11.2.2; 11.2.6)
Y
11.2.29
The emergency response plans of the department include
sections on how to respond to criminal activity (e.g., theft,
armed robbery, forcible entry, assault, etc.); the department
coordinates its response with campus security and local law
enforcement. (Cross-Reference: 8.6.7; 11.3.13; 11.4.2
Department of Public Safety confirmed that they have assisted in
staff education and training on theft prevention and how to respond
to suspected criminal activity.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 11.2 (continued)
1 - 173
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.30
The emergency response plans include a section on
responding to civil disturbances (e.g., collective bargaining
strikes, student demonstrations, victory celebrations). (CrossReference: 6.4.3; 11.2.31; 11.4.2)
N
11.2.31
The emergency response plans include a section on
responding to the death of a customer or staff member on the
premises of the food service facility and procedures for
contacting campus security, making statements to the media,
maintaining order in the facility and responding if contacted
by the victim’s family. (Cross-Reference: 11.2.3; 11.2.52; 11.3.1;
11.3.15)
Y
11.2.32
The department provides equipment and supplies approved
by OSHA for safely cleaning up blood, urine, vomit, and
other human body fluids without physically touching the
potentially hazardous materials; specially trained personnel
perform the cleanup procedures. The personnel who clean up
the fluids seal the contaminated materials in approved
disposal bags and incinerate them or call a hazardous waste
disposal company or appropriate institutional department to
pick up the materials. (Cross-Reference: 11.1.5; 11.2.8; 11.2.33)
Y
11.2.33
Staff members handle table linens, bar towels, uniforms, and
other fabrics contaminated with human body fluids
cautiously to prevent physical contact with potentially
hazardous substances; the department has a procedure for
sanitizing or disposing of contaminated linens using methods
approved by OSHA. (Cross-Reference: 11.1.5; 11.2.8; 11.2.32)
Y
11.2.34
The department provides Red Cross-approved first aid kits at
easily accessible locations throughout the department’s
facilities. (Cross-Reference: 11.2.35; 11.2.41; 11.2.45; 11.4.2)
(This section is continued on the next page.)
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 174
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
11.2.35
The department has clearly written policies and procedures
covering first aid, including a list of items to be contained in
each first aid kit, the location of first aid kits, and who is
responsible for restocking supplies in the kits. (Cross-Reference:
11.2.34; 11.2.41; 11.2.45; 11.4.2)
Written policies or procedures for contents of first aid kits were not
provided.
Y
11.2.36
The department has response plans for natural or plumbingrelated flooding of the departmental facilities or grounds
around the facility; departments located in floodplains, in
areas that are in the potential path of hurricanes, or near
rivers that flood include a section on response to flooding in
their emergency response plans. (Cross-Reference: 11.2.37; 11.2.39;
11.2.49; 11.4.2; 12.4.19; 12.4.20)
Y
11.2.37
Following any natural or plumbing-related flood, the
department thoroughly cleans, sanitizes, and fumigates
flooded facilities and, as appropriate, health department
officials inspect and approve the safety of flooded areas
before the department returns those facilities to use. (CrossReference: 11.2.36; 11.2.49; 11.4.2; 12.4.19; 12.4.20)
Y
11.2.38
Following a natural or plumbing-related flood, staff
members or appropriate health department officials inspect
all products stored in flooded area, including food, dry
stores, and beverages, to check for contamination of the
products; staff members discard contaminated products.
(Cross-Reference: 11.2.36; 11.2.49; 11.4.2; 12.4.19; 12.4.20)
NA
11.2.39
In locations where there is a high probability of hurricanes,
tornadoes, or other high-wind storms, the department has
sections in the emergency response plans covering these
hazards. There are plans for getting staff members to work
or to their homes safely. (Cross-Reference: 11.2.34; 11.2.35; 11.2.36;
11.2.37; 11.2.38; 11.2.49; 11.4.2; 12.4.19; 12.4.20)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 175
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
11.2.40
In locations where there is a high probability of snow and ice
storms, the department has sections in the emergency
response plans covering these hazards. There are plans for
getting staff members to work or to their homes safely. (CrossReference: 11.2.34; 11.2.35; 11.2.49; 11.4.2; 12.4.19)
N
11.2.41
The department maintains a supply of emergency response
supplies or has access to appropriate supplies through its
physical plant (e.g., chemicals approved for melting ice from
sidewalks and entrances, emergency lighting, batteryoperated phones and radios, backup electrical generators,
snow shovels, extra first aid supplies, and a ready source of
bottled water from a local vendor). (Cross-Reference: 5.3.7; 11.2.27;
11.2.34; 11.2.35)
Y
11.2.42
The department clearly identifies all potential safety hazards
by warning signs, even when the potential hazard is a
temporary condition. Staff members always use portable
caution signs when mopping or waxing floors, making
repairs on electrical or gas equipment, and repairing
warewashing machines or other plumbing that may result in
wet floors. (Cross-Reference: 11.2.18; 11.2.26; 12.3.8; 12.3.37; 12.4.11)
Y
11.2.43
The department clearly marks all exits with illuminated exit
signs that are a minimum of six inches tall and very visible;
the department marks dead-end doors "Not an Exit"; there
are no mirrors mounted on exit doors. (Cross-Reference: 10.2.3;
11.2.44)
Y
11.2.44
The department clearly marks egress routes from every point
in the facility and keeps egress paths clear. (Cross-Reference:
10.6.18; 11.2.43)
Y
11.2.45
The department clearly marks emergency alarms, fire
extinguishers, fire hoses, and other emergency response
equipment, including instructions for use. (Cross-Reference:
11.2.6; 11.2.7; 11.4.4)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.2 (continued)
1 - 176
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.46
The department clearly posts emergency response telephone
numbers in large type near telephones throughout the facility
that are accessible to staff members during all shifts. In
addition to 911, posted numbers include departmental
managers and the institutional safety and security office.
(Cross-Reference: 11.3.15)
Y
11.2.47
The department has instructions for responding to early
warning signals from the National Weather Service for each
type and level of storm warning. (Cross-Reference: 11.2.1; 11.2.2;
11.2.39; 11.2.40)
Y
11.2.48
The emergency response plans have special highlighted
instructions for providing special assistance to customers,
staff members, or other individuals on the premises who
have disabilities that limit their vision (sight), hearing, or
mobility. (Cross-Reference: 6.1.2; 6.6.10; 11.2.1; 11.2.2; 12.2.9)
Y
11.2.49
When there is a natural disaster, the department fully
cooperates with federal, state, local, and campus disaster
relief personnel, and emergency management personnel.
(Cross-Reference: 11.2.1; 11.2.2; 11.2.36; 11.2.38; 11.2.39; 11.2.40)
N
11.2.50
Staff members fully document each safety and security
emergency, including written statements of eyewitnesses of
the emergency, to create historical records to support
insurance claims and defend against liability actions. (CrossReference: 5.1.2; 5.1.4; 11.1.5; 11.2.30; 11.2.48)
Y
11.2.51
The department arranges for the maintenance staff,
accompanied by the food service director, the safety officer
of the institution, representatives of the local disaster
preparedness unit, and outside safety consultants, as
appropriate, to assess the state of disaster preparedness of the
department on a scheduled basis to ensure that equipment,
supplies, and staff training are in order to respond
appropriately to a disaster. The department documents these
inspections and promptly corrects deficiencies identified in
the inspections. (Cross-Reference: 2.3.14; 11.1.3; 11.2.3)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 11.2 (continued)
1 - 177
Emergency Response Plans
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.2.52
The emergency response plans are clear in assigning
responsibility and authority for media contacts and
statements to the press following any type of emergency
involving the department; the department coordinates
departmental media responses with the public information
office on campus and the institution’s administration. (CrossReference: 11.2.1; 11.2.2; 11.2.31; 11.2.50)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 178
Section 11.3 Security
Principle:
The department takes extra precautions to provide a secure
environment for customers and staff members.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.3.1
The department maintains a positive working relationship
with campus security and local law enforcement and makes
full use of the services of the campus police department.
(Cross-Reference: 11.2.3; 11.2.28; 11.2.29; 11.2.31; 11.3.2; 11.3.4; 11.3.10;
11.3.15; 11.4.5; 11.4.6)
The relationship between the Department of Public Safety and
dining services appears to be cordial and productive.
N
11.3.2
The department relies on the campus security department to
install and maintain security alarm systems in the food
service facilities to protect customers and staff members.
When a security need exceeds the capabilities or staffing of
campus security, the department contracts with a licensed
bonded security service to install and maintain security
systems such as alarms, special locks, security surveillance
cameras, or other devices. (Cross-Reference: 8.6.6; 11.3.1; 11.3.3;
11.3.4; 11.3.13)
Public safety is available for consultation and is of the opinion that
dining services has done a good job in this area.
N
11.3.3
The department arranges for internal maintenance staff
members, a licensed bonded outside service company, or the
security office of the institution to inspect the facilities’
security system, including alarms, locks, and surveillance
equipment, at least on an annual basis; the department
documents these inspections and promptly corrects
deficiencies identified in the inspections. (Cross-Reference: 1.3.2;
11.3.4; 11.3.13)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 11.3 (continued)
1 - 179
Security
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
NA
11.3.4
When it is necessary to have a security guard on food service
premises or at a food service-catered function, the
department asks campus security to provide this service; if
campus security is unable to support the request, the
department hires a licensed bonded contract guard service to
provide the needed protection of human life and property.
(Cross-Reference: 11.3.2; 11.3.3)
NA
11.3.5
When contracting for guard service, the department follows
the department’s policies and procedures pertaining to
contract purchasing, including preparation of contract
specifications, the securing of competitive bids, and
investigation of the background of each vendor before
selecting the best-equipped contractor to provide quality
service. (Cross-Reference: 11.3.4; Chap. 15)
NA
11.3.6
When the food service department uses a contract security
service, it has a written agreement in place that clearly
defines the limits of authority, responsibility, and activity of
guards while on duty. (Cross-Reference: 11.3.4; 11.3.5; Chap. 15)
Y
11.3.7
The department arranges for a licensed service company or
the local fire department to inspect, test, and service fire
safety and suppression systems on a scheduled basis
according to applicable building codes and fire marshal
regulations; the department documents these inspections and
promptly corrects deficiencies identified in the inspections.
(Cross-Reference: 1.1.5; 11.1.3; 11.1.4; 11.2.6; 11.2.7; 11.3.3)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.3 (continued)
1 - 180
Security
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
11.3.8
The department has a strict procedure for issuing keys to
staff and security guards and the department issues keys only
on a "need-to-have" basis; the key issue system includes a
sign-out and sign-in procedure and the person in charge of
the key control system can account for all keys. (CrossReference: 11.3.9; 12.3.12)
N
11.3.9
The department reviews its key control procedures at least
annually to determine if locks should be re-keyed; this
review takes place each time there is turnover of a staff
member who has had the use of departmental keys. (CrossReference: 11.3.8; 12.3.12)
Y
11.3.10
When the department identifies security breaches involving
the unauthorized use of food service or institutional property
by staff members, management first handles the problem
through the department’s human resource disciplinary
procedures; if an investigation reveals criminal activity by a
staff member, management may turn the matter over to
campus police or the appropriate law enforcement agency.
(Cross-Reference: Sec. 6.11; 11.2.28; 11.2.29; 11.2.30; 11.3.13; 11.4.3)
N
11.3.11
The department has clearly written policies and procedures
for securing lost-and-found articles on departmental
premises, maintaining a record of items reported lost and
items turned in as found, attempting to return found items to
their owners, and disposing of unclaimed articles. (CrossReference: 11.4.2)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 11.3 (continued)
1 - 181
Security
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
11.3.12
The department has strict criteria for selecting staff members
to drive departmental or institutional vehicles; criteria may
include a current valid driver’s license, a Department of
Motor Vehicles records check, a thorough reference check of
recent past employers, a departmental driving proficiency
test, and a medical examination (job related and justified by
business necessity). The department follows the advice of its
automobile and general liability insurance carrier and
institution’s administration in establishing criteria for driver
selection. (Cross-Reference: 6.1.1; 6.1.13)
Y
11.3.13
To reduce the probability of theft or other security breaches
in high-risk areas hidden from direct sight of staff, the
department uses closed-circuit video, mirrors, alarms, and
whatever other technology is appropriate to monitor these
areas. (Cross-Reference: 11.3.2; 11.3.3; 11.3.14)
Y
11.3.14
Y
11.3.15
The department provides special security procedures to
protect staff members when they are in high-risk situations
(e.g., handling cash, making cash deposits, walking to or
from their cars in remote or poorly lit parking areas and in
other high-risk areas). (Cross-Reference: 5.2.15; 5.2.16; 11.3.13)
Consistency and diligence were observed in this area.
The department posts telephone numbers for campus
security and police at all telephones and instructs staff
members when to call for security assistance. (Cross-Reference:
11.2.46)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 182
Section 11.4 Safety and Security Training
Principle:
Foodservice staff members participate in initial and periodic training
on how to respond to a wide variety of potential safety and security
problems.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
11.4.1
The department’s policies and procedures on training
include specific guidelines for providing safety and security
training for all staff members on an initial and periodic basis;
staff members participate in safety and security training at
least annually. (Cross-Reference: 2.3.14; Sec. 6.6; 11.4.2)
N
11.4.2
Emergency response training is consistent with the risk level
of the particular campus and includes safety and security
topics (e.g., fires, smoke, hazardous chemicals [HAZCOM
"Right-to-Know"], electrical safety, asbestos, biohazards,
CPR, choking, first aid, wind-related hazards, snow, and ice
storms, flooding, key controls, electronic access, theft, armed
robbery, forcible entry, assault, unauthorized use of
departmental and institutional equipment, lost-and-found
items, and use of departmental and institutional vehicles).
(Cross-Reference: 2.3.14; Sec. 6.6; Sec. 11.2; 11.3.11; 11.3.12; 11.3.13; 11.4.1;
11.4.8)
N
11.4.3
The department uses a variety of training media and methods
to teach staff members how to identify potential safety and
security problems, how to respond to safety and security
problems when they arise, how to document breaches in
safety or security, and how to protect themselves and others
when danger is present. Training sessions include drills and
role-plays to practice the response techniques. The
department provides bilingual training for staff members
who are unable to communicate effectively in the
predominant language of the staff; the department makes
special training accommodations for physically or mentally
impaired staff members or staff members with limited
literacy skills. (Cross-Reference: 2.3.14; 6.1.4; Sec. 6.6)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 183
Section 11.4 (continued) Safety and Security Training
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
N
11.4.4
The department teaches each staff member how to operate
emergency alarm systems as part of the orientation and
initial training for the job, regardless of job position or
responsibilities. Employees receive training on the use of
fire extinguishers and operation of pull stations for chemical
drop in hoods and kitchen exhaust systems. (Cross-Reference:
2.3.14; Sec. 6.5; Sec. 6.6; 11.4.3)
N
11.4.5
The department brings in resource people (e.g., the local fire
department, law enforcement, emergency medical personnel,
campus police, or safety departments, safety companies) to
assist with safety and security training and ensure a high
level of proficiency for responding to any emergency that
might arise. (Cross-Reference: 2.3.14; 6.6.3; 6.6.16)
Y
11.4.6
The department encourages campus police and safety
departments to maintain an active presence in the facilities.
(Cross-Reference: 11.2.3; 11.2.28; 11.2.29; 11.2.31; 11.3.1; 11.3.2; 11.3.4;
11.3.10; 11.3.15; 11.4.5)
N
11.4.7
To supplement formal training sessions, the department uses
informal reminders of safety and security precautions (e.g.,
safety and security posters in staff member break areas,
flyers on staff member bulletin boards, paycheck stuffers,
reminders in staff meetings, and coaching by supervisors and
managers). (Cross-Reference: 2.3.14; 6.7.6; 11.2.12)
PI
11.4.8
For each type of safety and security training provided to
staff, the department documents who attended, what was
covered, who taught the session, and the date(s) the training
occurred. Training that complies with governmental
regulations (e.g., HAZCOM “Right-to-Know” training)
includes written tests and the department documents test
scores for the training. (Cross-Reference: 2.3.14; 6.6.12; 9.1.4; 11.2.11;
11.4.2)
Practice#:
Comments:
Section 12.1 Regulatory Considerations
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Principle:
1 - 184
The facilities managed by the foodservice department are in full
compliance with applicable federal, state, and local building codes,
as well as institutional policies; if not, steps are being taken to bring
the facilities into full compliance.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
12.1.1
Management personnel in the department demonstrate an
awareness of current and new code requirements that may
make it necessary to alter current facilities immediately to
meet the code or make code-related alterations when
renovating the facilities. (Cross-Reference: 1.1.1; 1.1.2; 1.1.6)
Communication of code-related concerns to appropriate
maintenance personnel does not appear to be timely and complete.
Y
12.1.2
The department exercises care to ensure that approved
exemptions from current building code requirements do not
result in safety hazards for customers or staff members.
(Cross-Reference: 1.1.6; Sec. 11.1)
Y
12.1.3
Departmental management works closely with the facilities
management department of the institution in maintaining the
facilities of the department in full compliance with existing
regulations and institutional policies. (Cross-Reference: 1.1.2; 1.1.6;
2.3.1)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 185
Section 12.2 Design Utilization
Principle:
The department has designed its facilities to support the mission of
the department with optimum efficiency, while enhancing customer
and staff satisfaction.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
12.2.1
The design of the food service facilities, especially the food
storage and production areas, is adequate to support the
department’s menus. (Cross-Reference: 4.2.6; 7.1.4; 10.6.4)
It appears that most unit facilities are adequate to support the menus
except the Food Zoo kitchen, the Cascade Country Store, Biz Buzz,
Think Tank and some concession areas. Storage areas are
particularly undersized in these locations. The separation of
catering production and storage from the service area does not lead
to efficient flow of production to service.
Y
12.2.2
Throughout the food service facilities, there is evidence of
good planning of space to accommodate production, service,
and human and material flow to manage resources
effectively. (Cross-Reference: Sec. 7.6; 14.4.3)
It appears that Biz Buzz and Think Tank do not have adequate space
for efficient storage. Catering applies as noted in 12.2.1.
PI
12.2.3
Current air-handling systems comply with building and
sanitation codes, provide for human comfort, optimize
energy efficiency, and facilitate work or service. (CrossReference: 9.9.13; 12.3.4; 14.4.4)
Dining areas have cold air drafts, particularly in Lommasson Center.
Back doors open right into the kitchen areas, which is inefficient and
uncomfortable at times.
Y
12.2.4
In current facilities, appropriate design features insulate
dining and customer service areas from the sounds of noisy
machines, other noise-related distractions, smoke, and
unpleasant odors.
(This section is continued on the next page.)
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Chapter 1. Professionalism
1 - 186
Section 12.2 (continued) Design Utilization
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.2.5
The department effectively coordinates renovations with
ongoing operations to minimize customer inconvenience,
maintain staff efficiency, and protect customers and staff
from food safety hazards. (Cross-Reference: 12.3.6; 14.3.7; 14.4.3)
PI
12.2.4
Throughout all food service facilities, the architects or
engineers have planned lighting to complement the purpose
of each room, allowing sufficient illumination for cleaning
while providing a pleasant environment for customers and
staff members. (Cross-Reference: 8.5.2; 12.4.23)
Lighting could be improved in the Food Zoo kitchen, dishwashing
areas, and the Cascade Country Store kitchen. Lighting for effective
food merchandising was not observed.
Y
12.2.7
The department conserves energy and water to control costs
and conserve natural resources through the effective use of
conservation devises and through efficient work methods.
(Cross-Reference: 8.2.7; 14.4.5; 15.4.7)
PI
12.2.8
A system is in place for periodically auditing energy and
water usage to ensure that equipment operations and staff
member work methods are conserving resources and
minimizing costs of energy and water. (Cross-Reference: 8.2.7;
14.4.5; 15.4.7)
There is not a regular audit conducted.
Y
12.2.9
The design of the food service facilities and equipment
complies with the Americans With Disabilities Act or steps
are being taken to correct compliance discrepancies during
future renovations. (Cross-Reference: 6.1.2; 6.1.3; 6.1.4; 6.6.8; 6.6.10;
6.6.12; 10.6.12; 11.2.48; 14.3.1; 15.4.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 187
Section 12.3 Sanitation and Housekeeping
Principle:
The department always maintains a high level of facilities sanitation
through effective housekeeping.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
12.3.1
The department uses cleaning schedules, procedures, and
diagrams to assign cleaning responsibilities to internal staff
members and contract cleaning personnel to ensure that
cleaning personnel regularly address all areas of the facilities
in routine and special cleaning. (Cross-Reference: Sec. 9.9; 12.3.4;
12.4.22)
Operational cleaning schedules were not observed in all operations.
There did not seem to be knowledge of the cleaning schedules by key
personnel.
Y
12.3.2
Agreements with contract cleaning services clearly identify
the duties and responsibilities of the contractor and the
department. (Cross-Reference: 9.9.3; 9.9.9; 9.9.12; 12.3.1; 12.3.4; 12.3.8;
12.4.22)
Y
12.3.3
All facilities and equipment of the department are clean,
orderly, free from built-up grease or dirt, and free of
offensive odors. (Cross-Reference: 3.2.8; 6.6.14; Sec. 9.9; 12.3.1)
Y
12.3.4
The department provides a schedule to internal staff
members or external contract cleaning personnel to ensure
they properly maintain the cleanliness of specific areas that
they are expected to clean on other than a daily basis (e.g.,
ventilation hood systems, ventilation grates, walls, ceilings,
lighting fixtures, ceiling fan blades, baseboards, behind
counters, and stationary fixtures, shampooing of carpets,
steam cleaning of entrance mats, removal of gum from
underside of tables and chairs, and the exterior and interior
surfaces of windows). (Cross-Reference: 9.9.3; 9.9.9; 9.9.12; 12.3.1;
12.3.2; 12.3.8; 12.4.22)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 188
Section 12.3 (continued) Sanitation and Housekeeping
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
E
12.3.5
In jurisdictions where the local health department inspects
the food service facilities and provides a certificate of grade,
the department displays the certificate in a public area; and
the department takes immediate action to correct
deficiencies identified by the inspection. (Cross-Reference: 1.1.5;
7.7.3; Sec. 9.10; 11.2.37; 11.2.38; 12.4.8)
Y
12.3.6
When the department undergoes a renovation, new
construction, or equipment installation project, the
department takes special care to provide additional
housekeeping and sanitation activities, as needed, to
maintain cleanliness and food safety. (Cross-Reference: Sec. 9.1;
Sec. 9.2; 12.2.5)
Y
12.3.7
When housekeeping tasks are being performed that may
result in wet floors, staff members place caution signs in the
area affected and keep the signs in place until the floor is
dry. (Cross-Reference: 9.9.5; 11.2.42; 12.3.8)
Y
12.3.8
When staff members or contract cleaners vacuum or
shampoo carpets, they post caution signs in the areas
affected and take care to ensure that electrical cords do not
create a safety hazard in traffic patterns. (Cross-Reference: 9.9.5;
11.2.42; 12.3.7)
Y
12.3.9
When housekeeping tasks require climbing above floor level
to reach high places, staff members use appropriately rated
step ladders in good repair rather than chairs, food service
carts, counters, boxes, or pallets. (Cross-Reference: 6.5.3; 6.6.13;
6.6.14)
Y
12.3.10
Housekeeping personnel participate in training in the safe
use of cleaning chemicals, in the use of Material Safety Data
Sheets (MSDS), and in the proper storage of cleaning
chemicals away from food products. (Cross-Reference: 2.3.14;
6.6.12; 11.2.9; 11.2.11; 11.4.2; 11.4.8)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 189
Section 12.3 (continued) Sanitation and Housekeeping
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.3.11
Housekeeping personnel wear safety goggles, protective
gloves, and other protective clothing, as appropriate to their
job assignments, to protect the staff members from hazards
related to the use of cleaning chemicals and other safety
hazards. (Cross-Reference: 8.5.7; 11.2.10; 11.2.11; 11.2.12)
Y
12.3.12
If housekeeping personnel require pass keys or electronic
access codes to secured areas, the department issues keys or
codes on a restricted basis to those staff members requiring
access to perform their job duties and, when possible, to one
supervisor for a work group. (Cross-Reference: 11.3.8; 11.3.9)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 12.4
Principle:
1 - 190
Maintenance
The department has ongoing programs of planned and preventive
maintenance to extend the life of facilities and equipment, ensure
optimum working condition, and enhance safety and appearance.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
12.4.1
The department safely maintains all equipment within the
operation to perform at optimum efficiency and
effectiveness. (Cross-Reference: 12.4.2; 12.4.3; 12.4.4; 12.4.5)
There is not a written plan to ensure that preventative maintenance
is performed on a regular basis.
PI
12.4.2
The department uses a preventive maintenance program for
all mechanical equipment that ensures the proper cleaning,
lubrication, and routine replacement of belts, gaskets, and
other parts that wear out through use and maintains records
on the maintenance performed on each piece of equipment.
(Cross-Reference: 12.4.1; 12.4.3; 12.4.4; 12.4.5; 12.4.6; 12.4.20)
There is not a written plan to ensure that preventative maintenance
is performed on a regular basis.
PI
12.4.3
The department uses a scheduled maintenance and repair
program for all non-mechanical facilities and fixtures (e.g.,
ceilings, walls, floors, counters, tables, chairs, plumbing, and
electrical) to maintain these facilities in top condition,
appearance and repair. (Cross-Reference: 9.9.9; 9.9.10; 9.9.12; 12.3.4;
12.4.5; 12.4.6)
There is not a written plan to ensure that maintenance is performed
on a regular basis.
Y
12.4.4
The department uses a work order system for requesting
maintenance services and tracking the status of maintenance
activities. (Cross-Reference: 12.4.5)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 12.4 (continued)
1 - 191
Maintenance
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.4.5
A maintenance response system is in place that establishes
priorities for making requested repairs in a timely and costeffective manner, keeping preventive maintenance and
planned maintenance programs on schedule, and responding
quickly to emergency repairs. (Cross-Reference: 12.4.4; 12.4.27)
Y
12.4.6
The department routinely assesses the cost-effectiveness of
repairing or replacing equipment when failures occur,
considering the short- and long-term needs of the
department. (Cross-Reference: 12.4.2; 12.4.3; 14.2.1)
Y
12.4.7
The department arranges for repairs or replacements within a
reasonable time so there is minimal interruption of
operations or service. (Cross-Reference: 12.4.2; 12.4.3; 14.2.1)
Y
12.4.8
Maintenance staff members or other assigned personnel
check the operation of all refrigerators and freezers at the
beginning and end of each work day, regularly throughout
each day, over weekends if possible, and during long periods
of shut down to ensure that they are holding the specified
temperatures, and take immediate action to correct the
situation when temperatures are unacceptable. (Cross-Reference:
9.6.10; 9.6.11; 9.9.30; 14.5.2)
Y
12.4.9
The department uses an approved food service lubricant for
lubricating food service equipment where there is any
potential that the food might be exposed to the lubricant.
(Cross-Reference: 9.2.4; 9.9.4; 12.4.2; 12.4.10)
Y
12.4.10
The department takes special care when making repairs
within food preparation, food storage, or service areas to
ensure that no metal shavings, dust, or foreign materials
contaminate the food. (Cross-Reference: Prin. 9.3; 9.4.9; 11.2.37; 12.4.9)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 12.4 (continued)
1 - 192
Maintenance
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.4.11
When performing maintenance on any electrical, gasoperated, or plumbed equipment, maintenance personnel
place lockout tags on the valves or switches until they
complete the maintenance work; the person who placed the
tags removes them. (Cross-Reference: 11.2.18; 11.2.26)
Y
12.4.12
In full compliance with applicable state and local building
and fire codes, the department ensures that only licensed
tradesmen with current local union or state certification as
required by the code and the institution perform renovations,
repairs, equipment installations, and maintenance work.
(Cross-Reference: 1.1.6; 11.2.18; 11.2.26; 11.3.7; 12.4.13; 12.4.14; 12.4.18;
14.2.3; 14.3.4; 14.5.3)
Y
12.4.13
The department requires outside service or construction
contractors performing work on the premises of the
department to present proof of Workers’ Compensation
Insurance and liability insurance coverage at levels sets by
the institution, performance bonding as specified in the
contract, and signed statements indemnifying the department
and the institution from liability that is the fault of the
contractor. (Cross-Reference: 11.2.50; 11.3.3; 14.3.4; 15.3.5; 15.4.15)
Y
12.4.14
When maintenance personnel on the food service staff do
not meet licensing requirements, the department arranges for
licensed personnel from the institution’s physical plant or
outside licensed contractors to perform any work governed
by building or fire regulatory codes. (Cross-Reference: 1.1.6;
11.2.17; 11.3.7; 12.4.12; 12.4.18; 14.3.4; 14.5.3)
Y
12.4.15
The department uses a system for receiving, storing, and
issuing maintenance parts bought by the department that
accounts for maintenance costs and allows for reorder and
inventory storage of frequently used parts. (Cross-Reference: Sec.
8.1; 12.4.16; 15.5.7)
Although the dining services department does not use a system for
issuing maintenance parts, facilities services does.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 193
Section 12.4 (continued) Maintenance
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
12.4.16
The department has clear procedures for controlling the
purchase, issue, and security of spare parts and maintenance
tools and equipment. (Cross-Reference: 8.3.1; 8.7.3; 12.4.15; 15.5.7)
Most of this is managed by facilities services.
Y
12.4.17
The person in charge of maintenance in the department
monitors all maintenance-related contracts to be certain that
contractors perform all work according to applicable
building and fire codes and that all terms of the contract are
being met. (Cross-Reference: 8.5.16; 9.9.3; 9.9.9; 9.9.12; 11.3.2; 11.3.4;
11.3.5; 12.3.1; 12.3.2; 12.3.4; 12.4.13; 12.4.14; 12.4.18; 12.4.22; 13.4.4; 14.3.4;
14.3.6; 14.3.7; 14.5.3)
Y
12.4.18
The department arranges for licensed elevator service
contractors to maintain elevators within food service
facilities and limits elevator maintenance activities of
departmental or institutional maintenance personnel to
locking a malfunctioning elevator out of service. (CrossReference: 1.1.6; 12.4.12; 12.4.14; 14.3.4; 15.5.3)
Y
12.4.19
The department takes the necessary steps to repair water
leaks and complete other plumbing-related maintenance
tasks to conserve water, prevent hazards from wet floors and
protect food and supply inventories from flooding. (CrossReference: 11.2.36; 11.2.37; 11.2.38; 11.4.2)
Y
12.4.20
The department has a preventive maintenance procedure for
keeping drains unclogged and uses approved drain chemicals
to prevent buildup of grease and bacteria in drain lines. (CrossReference: 12.3.3; 12.4.3; 12.5.5)
Y
12.4.21
Toilet facilities that serve the department are sanitary, in
good working condition, and quickly corrected for
deficiencies. (Cross-Reference: 12.4.2; 12.4.3)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Section 12.4 (continued) Maintenance
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.4.22
The department arranges for an outside service contractor to
inspect, clean, and service kitchen hoods, ducts, motors, and
fans on a scheduled basis at least four times each year, as
appropriate. (Cross-Reference: 9.9.13; 11.2.7; 11.4.4; 12.3.2; 12.3.3; 12.3.4)
The schedule for cleaning the hoods is appropriate.
PI
12.4.23
The department uses appropriate lighting fixtures and bulbs
to provide safe and appropriate illumination while
conserving energy. (Cross-Reference: 8.5.2; 12.2.6; 12.2.7; 12.3.4; 14.4.5;
15.4.7)
More illumination would be desirable as noted in the dining services
department’s self-assessment.
Y
12.4.24
The department tracks the status of deferred maintenance
and completes deferred maintenance projects as funding and
time become available. (Cross-Reference: 12.4.2; 12.4.3; 12.4.25; Sec.
14.2)
Y
12.4.25
The decision-making process for prioritizing deferred
maintenance takes into account finances, customer and staff
member safety, and satisfaction and other appropriate issues.
(Cross-Reference: 12.4.24; Sec. 14.2)
PI
12.4.26
The department includes deferred maintenance lists, machine
life schedules, and amortization, as appropriate, in the longterm, short-term, and financial planning process. (CrossReference: Sec. 3.2; Sec. 3.3; 12.4.24; 12.4.25; Sec. 14.2; 15.5.2)
Machine life schedules are not always considered.
N
12.4.27
The department maintains an “equipment repair log,”
recording factors such as the machine life, repairs made to
the equipment, cost of repairs, and current condition of the
equipment. (Cross-Reference: 12.4.4; 13.4.11)
They do not use an equipment repair log.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 195
Section 12.5 Waste Management
Principle:
The department has a program for managing solid and liquid waste
that complies with federal, state, and local regulations and
coordinates the program with other solid and liquid waste efforts of
the institution or community.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.5.1
The department has representation on campus environmental
committees that address the issues of waste management.
(Cross-Reference: 14.5.4; 15.2.3; 15.4.25)
N
12.5.2
The department has a written plan for managing solid and
liquid waste, which includes goals and strategies for source
reduction, re-use, waste transformation, and recycling. (CrossReference: 7.4.4; 7.8.1; 8.2.8; 8.6.9; 9.7.9; 12.5.3; 12.5.7)
There is not a plan in place.
Y
12.5.3
The department informs the staff and customers of its waste
reduction and recycling programs and enlists support for
these efforts. (Cross-Reference: 7.4.4; 7.8.1; 8.2.8; 8.6.9; 9.7.9; 12.5.2;
12.5.7)
Y
12.5.4
The department trains the staff in the safe operation of
crushers, binders, compactors, and other equipment used for
processing solid waste and limits the operation of this
equipment to trained staff members; the department
complies with OSHA safety regulations regarding work
restrictions for minor staff members. (Cross-Reference: Sec.
6.6; 11.1.5; 11.2.8; 11.2.11; 11.2.12)
Y
12.5.5
The department takes steps to minimize the amount of
grease and chemicals that go into the grease traps and
potentially into the municipal sewage lines, including staff
training and monitoring of staff practices. (Cross-Reference:
2.3.14; 12.4.20; 12.5.2)
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Chapter 1. Professionalism
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Section 12.5 (continued) Waste Management
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
12.5.6
The department consistently monitors its portion control
program, quality, service style, and education programs to
minimize waste of foods not consumed by customers and
makes appropriate adjustments to reduce waste. (CrossReference: 4.1.6; 7.2.5; 7.4.3; 7.8.1; 8.2.8; 8.6.9; 9.7.9)
Y
12.5.7
The department considers donating safe edible food
overproduction to community programs for feeding needy
people and strictly follows food safety procedures, health
department regulations, and local laws when participating in
these programs. (Cross-Reference: 7.6.7; 9.6.4; 9.6.5; Prin. 9.7; 9.7.1; 9.7.6;
9.7.8; 9.8.1; 9.8.5)
PI
12.5.8 The department incorporates a program of source reduction
into the purchasing process and makes attempts, as
appropriate or allowed, to work with vendors who have a reuse program for containers, pallets, and packaging as long as
re-use is cost-effective and does not compromise food safety,
sanitation, or physical safety considerations. (Cross-Reference:
8.2.8; 12.5.2)
It appears that quite a bit is done with the Farm to College program
and dining services has been looking for alternatives to polystyrene.
Practice#:
Comments:
Section 13.1 Analysis of Technology Needs
Principle:
The foodservice department uses an objective process for evaluating
technology needs and staying current with appropriate new
information technologies. Areas for consideration include menu and
inventory management, nutritional analysis, catering, event
management, point-of-sale systems, concessions management,
accounting systems, email, office production systems and services,
and other specialty software such as that used for time and
attendance.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
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Y
13.1.1
The department relies on its long-term plan and capital
improvement plan in evaluating the future technology needs
of the department. The department has a technology needs
analysis process, clearly identifying its information
processing and other technology needs. Additions, upgrades,
replacements, and deletions are considered. (CrossReference: Sec. 3.2; 13.1.2; Sec. 14.1)
Y
13.1.2
The department approaches the technology needs analysis
process with an open mind, considering an array of options
before approaching system selection. (Cross-Reference: 8.1.4; 8.1.5;
8.1.6; 13.1.1)
Y
13.1.3
The department gathers information and recommendations
from a variety of sources and individuals in analyzing
technology needs (e.g., data processing, point-of sale,
communications, card key, video, and the Internet). (CrossReference: 3.2.4; 6.8.4; 13.1.4; 14.1.4)
Y
13.1.4
The department augments the staff’s knowledge of
electronic and computerized technology with vendor
representatives, resource people from the computer
departments on campus, other NACUFS members, and
consultants, as needed and appropriate. (Cross-Reference: 13.1.3;
14.1.4; 15.2.3)
PI
13.1.5 The department follows the technology needs analysis process
with a feasibility study, based on clarification of immediate and
long-range needs and capital investment requirements and
plans. (Cross-Reference: Sec. 3.2; Sec. 14.1)
There is not a formal feasibility study that exists, but a return–on–
investment is completed by the information technology manager.
Practice#:
Comments:
Section 13.2 Selection of Technology Systems
Principle:
The department makes appropriate selections of technology systems,
including hardware and software, to meet clearly-defined needs
within budgetary limitations.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Y
13.2.1
1 - 198
The department uses a team approach in considering and
evaluating options and in recommending and justifying
choices for a new or updated technology system. (CrossReference: 13.2.3; 13.2.4; 13.2.5; 13.2.6; 14.1.5; 14.1.6)
Y
13.2.2
The selection team includes the appropriate information
technology person for the department, representation from
the campus information technology department, and at
least one of the department staff who will be using the
technology in their daily work. (Cross-Reference: 13.2.1; 13.2.3;
13.2.4)
Y
13.2.3
The selection team recommends information processing
and other technology systems that have optimum
compatibility with existing equipment and applications in
the department and on campus, whenever possible. (CrossReference: 13.2.2; 13.2.4)
Y
13.2.4
The selection team defines the purchasing specifications
for hardware and software it will consider based on the
information gathered and processed from the needs
analysis. (Cross-Reference: 13.2.2; 13.2.3)
Y
13.2.5
The selection team sets a timeline for the acquisition of the
technology system so that the system is not outdated at the
time of purchase. (Cross-Reference: 7.1.15; 8.4.3; 13.2.6; Prin. 14.5)
Strict acquisition time lines should be adhered to in the request–for–
proposal process.
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 13.2 (continued)
1 - 199
Selection of Technology Systems
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
13.2.6
The selection team secures cost quotations from several
vendors, when possible. The team clearly justifies solesource purchasing, based on the needs analysis and the
availability of competitive vendors for specified hardware
and software. (Cross-Reference: 8.1.6; Sec. 8.2; 13.2.2; 13.2.3; 13.2.4;
13.2.8)
Y
13.2.7
On-site training by qualified vendor representatives is one
consideration in the selection of the vendor to supply new
technology. (Cross-Reference: 6.6.16; 13.2.9)
Y
13.2.8
The selection team secures cost quotations that address all
facets of technology costs, including, but not limited to, the
cost and ease of updates, cost of training for updates, cost of
maintenance agreements, cost of yearly fees, cost of repairs
and maintenance, and the ability to recoup funds for
equipment trade-ins. (Cross-Reference: 8.1.6; Sec. 8.2; 13.2.2; 13.2.3;
13.2.4; 13.2.6)
Y
13.2.9
The selection team secures references from other schools
on vendors being considered, including, but not limited to,
vendor longevity, vendor customer service, vendor support,
vendor accountability, and training issues and costs,
whether by training on-line, going to another facility, or the
vendor coming for a site visit. (Cross-Reference: 8.3.3; 8.3.5; 13.2.7)
Y
13.2.10
The department requires vendors to provide demonstrations
of the capabilities of hardware and software by bringing the
technology to the campus, through demonstrations of
distributed technology systems through networks or the
Internet, or by arranging visits to businesses in the area
using the same or similar hardware or software. (CrossReference: 8.1.4; 8.1.5; 8.1.6; 13.2.9)
Y
13.2.11
The selection team considers technological skills required
for operating the system being considered and evaluated
against the skill levels of the current staff. (Cross-Reference:
4.2.6; Prin. 5.1; 6.1.1; 13.1.4)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 200
Section 13.3 Future Technological Development
Principle:
The department has in place a system for keeping abreast of new
developments in information technology for foodservice applications.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
13.3.1
The strategic plan of the department addresses the future
information technology needs of the department. (CrossReference: Sec. 3.1; 13.1.1; 13.1.2)
There is not a current strategic plan. However, principals from the
one that has lapsed are followed.
13.3.2
Y
The department routinely takes steps to stay current with the
newest products of vendors specializing in information
technology for food service operations. (Cross-Reference: 13.1.3;
13.3.1)
13.3.3
Y
Representatives of the department attend seminars, trade
shows, and vendor demonstrations dealing with new
technology and share the new information with staff
members of the department. Managers and staff members,
where appropriate, are computer literate, make regular use of
electronic technology systems, and are informed of new
developments in relevant technology. (Cross-Reference: 6.8.4;
8.4.11; 13.2.1; 13.2.2)
13.3.4
Y
Management personnel of the department stay informed of
the changes in technology systems proposed for the
institution, especially networked systems for departmental
functions (e.g., accounting, payroll, meal card, credit card,
and debit card programs). (Cross-Reference: 6.8.4; 8.4.11; 13.2.1;
13.2.2)
13.3.5
PI
Future technological needs of the department are included in
the strategic plan of the department. (Cross-Reference: 13.1.1; 13.1.2;
13.1.5; 13.1.6; 13.2.11)
Technology was addressed in the dining servicse strategic plan that
has lapsed.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 201
Section 13.4 Maintenance of Technology Systems
Principle:
The department uses a system for maintaining electronic and other
computerized equipment and software.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
13.4.1
The department has written policies and procedures for
maintenance of the technology system, including hardware
repairs and software installations and upgrades; trained staff
members periodically run diagnostic software to diagnose
or repair software or system problems. (Cross-Reference: Sec. 2.3;
13.4.2; 13.4.10; 13.4.11)
While there are not written policies that exist, diagnostics and repairs
are on going functions.
Y
13.4.2
The department files hardware and software manuals and
other documentation in an orderly manner and may have
these available on-line if desired. Materials are current,
based on the technology systems in use, and materials are
readily available to staff members, as needed. (Cross-Reference:
5.1.5; 5.1.6; 13.4.1)
Y
13.4.3
When food service computer systems are connected to a
local or institutional network (infrastructure and systems),
maintenance of the hardware and systems is in accordance
with any institutional policies and procedures. (CrossReference: 2.3.1; 13.4.4)
NA
13.4.4
Departments not large enough to have systems
administrators on staff have current maintenance contracts
with outside vendors or have maintenance agreements with
computer technicians who work for the institution, or other
qualified computer technicians, or outside services. (CrossReference: 13.2.9; 13.4.3)
Y
13.4.5
The department maintains all electronic equipment,
including point-of-sale equipment, where applicable,
according to the purchase or lease agreement,
manufacturer’s warranty, and any current maintenance
agreements. (Cross-Reference: Sec. 5.3.1; 13.5)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 13.4 (continued)
1 - 202
Maintenance of Technology Systems
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
13.4.6
Staff members take care to protect electronic equipment
from damage caused by temperature, dust, food particles,
liquids, grease, or other foreign matter.
PI
13.4.7
The department protects all electronic equipment and
telephone systems from voltage spikes and lightning where
appropriate and when cost-effective.
Telephone systems are not protected.
Y
13.4.8
All electronic equipment that personnel leave switched on
when not in use is protected by a back-up power supply and
alarm system to alert someone in the area of the failure of
the primary electrical supply where appropriate and when
cost-effective.
Y
13.4.9
The department limits installation of hardware and software
to personnel who have had specialized training in these
tasks. (Cross-Reference: 13.2.7; 13.4.1)
PI
13.4.10
The department keeps inventory records for electronic
equipment, include serial numbers, and uses these records
in tracking equipment maintenance.
Student affairs information technology department is currently
installing systems to track all inventories.
Y
13.4.11
The department keeps a maintenance log on each piece of
electronic equipment, recording each service task
performed by a trained technician, when the work occurred,
and who performed the work. (Cross-Reference: 12.4.27)
The dining services information technology manager has access to
an electronic maintenance log which includes all service.
PI
13.4.12
The department maintains current contingency, continuity,
and disaster plans to maintain a level of service in the event
of the loss of a system, an infrastructure, or personnel.
These plans are consistent with existing institutional
policies and procedures. (Cross-Reference: Prin. 11.2)
The team was informed that the plans exist, but are not in a written
document.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 203
Section 13.5 Security of Technology Systems
Principle:
Security procedures are in place for computer systems, point-of-sale
equipment, and computer networks.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
13.5.1
The department assigns all staff members authorized to use
or operate computerized and point-of-sale equipment a user
access code to access either hardware or software systems.
(Cross-Reference: Prin. 6.14; 6.14.6; 7.3.8; 8.1.7; 12.3.12; 13.5.2; 13.5.3;
13.5.6)
Y
13.5.2
The department changes secure access codes on a random
schedule, as well as each time there is a change in
personnel within the authorized group. Access codes are
changed at least annually. (Cross-Reference: 13.5.1; 13.5.3; 13.5.6)
The intent of this practice is met.
Y
13.5.3
The department promptly voids computer access codes of
staff members who leave the employment of the
department. (Cross-Reference: 13.5.1; 13.5.2; 13.5.6)
Y
13.5.4
The department periodically monitors network and systems
activities to ensure that only authorized personnel have
access to the systems and to the information stored on these
systems, and that there are no unauthorized or inappropriate
uses of the systems. (Cross-Reference: Prin. 6.14; 6.14.6; 7.3.8; 8.1.7;
12.3.12; 13.5.2; 13.5.3; 13.5.6)
Full access to monitoring the network and systems does not exist
within the department, but does at the university level, if needed.
Y
13.5.5
The department assigns the management of backup files
and the archiving of data to responsible, qualified
individuals who perform this function according to
established policies and procedures. Backups are verified
for integrity and tested through periodic restoration. (CrossReference: 5.1.1; 5.1.2)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
Section 13.5 (continued)
1 - 204
Security of Technology Systems
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
13.5.6
Staff members keep personal access codes confidential and
do not share access codes with other staff members; system
administrators, technicians, and supervisors respect the
confidentiality of personal access codes and do not ask staff
member to reveal their codes. (Cross-Reference: 13.5.1; 13.5.2;
13.5.3)
This practice was not observed
Y
13.5.7
The department maintains current security policies and
procedures covering responsibilities for maintaining current
patch levels of operating systems and software, viruses,
firewall and filtering rules, software access, and physical
security. These policies are consistent with existing
institutional security policies and procedures. (Cross-Reference:
Prin. 5.1; 13.1.4; 13.3.3; 13.3.4; 13.4.3; 13.4.4; Prin. 13.5)
Practice#:
Comments:
Section 14.1 Capital Improvement Planning
Principle:
The foodservice department develops capital improvement plans,
guided by the department’s long-term strategic plan, by working in
cooperation with the institution to meet the projected needs for
foodservice facilities and programs that will support the future
student enrollment of the institution.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
14.1.1
The department’s long-term strategic planning process
guides any design projects for new facilities or renovations
of existing facilities. The menu, style of service, and
production concept are established prior to the design phase
in capital improvement projects. (Cross-Reference: Sec. 3.2;
12.2.5; 12.4.12; 14.1.3; 14.1.7; 14.2.1; 14.2.2; 14.3.1; 14.3.3)
This practice is not fully implemented because it is not tied to a
strategic plan.
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
N
14.1.2
1 - 205
The department has clearly defined what constitutes a capital
improvement project, compared to a maintenance project.
(Cross-Reference: 5.2.5; 14.2.4; 14.2.5)
There is no documentation as to what defines a capital improvement.
Y
14.1.3
Plans developed for new construction or renovations comply
with all applicable federal, state, and local codes, laws,
regulations, and institutional and departmental policies.
(Cross-Reference: 1.1.2; Prin. 14.3; 14.3.1; 14.3.2; 14.3.7; 14.4.4; Prin.
14.5)
Y
14.1.4
The capital improvement planning process involves staff
members of the department, consultants, institutional
administration, campus facilities management personnel,
campus aesthetic overview entities, and local health
department representatives, as applicable. The department
involves culinary staff and maintenance department
representatives in selection of equipment.* (Cross-Reference:
13.1.3; 14.4.2
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 14.1 (continued)
1 - 206
Capital Improvement Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
14.1.5
In addition to the long-range strategic plan, the capital
improvement planning team considers previous planning
studies, current information collected from customer
surveys, focus groups, food committees, and trends
information in determining what to design to meet the shortand long-term needs of customers and the institution. (CrossReference: 3.1.4; 4.1.4; 4.1.5; 4.1.6; 4.1.8; 6.7.9; 7.2.2; 10.1.11; 15.6.17)
The intent of this practice is met, but there is no documentation in
place to insure that the practice is being followed..
Y
14.1.6
The design team seeks the advice of appropriate consultants,
designers, and selected equipment suppliers to work
alongside the planning team and the architects and engineers
in planning the design and equipment needs. The department
invites these professionals to observe the operating facility
during the planning phase, to identify deficiencies to be
corrected in the renovated or new facility. (Cross-Reference: 3.2.4;
13.1.3; 14.1.3; 14.1.4; 14.1.8; 14.2.3; 14.3.3; 14.4.2; 15.2.3)
Y
14.1.7
When a branded concept or franchise is to be part of new
construction or a renovation project, the planning team
includes representatives from the design department of the
brand or franchise company. (Cross-Reference: 15.7.4
PI
14.1.8
The department or its architect or engineer prepares clearly
written specifications for all capital purchases, including
buildings, interior finishes, furniture, fixtures, equipment,
and services, including coordination of construction and
equipment installation. (Cross-Reference: Sec. 8.2; 13.2.4; 14.5.4)
Sometimes capital purchases are made from cut sheets.
Y
14.1.9
Capital improvement plans include plans for protecting the
safety of customers, staff members, and other people who are
subject to exposure to hazards associated with demolition,
site preparation, construction, or equipment installation.
(Cross-Reference: Sec. 11.1; 11.2.42; 12.1.2; 14.3.6; 14.3.7)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 14.1 (continued)
1 - 207
Capital Improvement Planning
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.1.10
If a capital improvement project involving new construction
or renovation will displace or interfere with services for the
campus community, a detailed plan for temporary services is
in place that includes:
•
Location of temporary services
•
Menu and services offered
•
Financial analysis and projections for the temporary
services
•
Infrastructure needs for the temporary services
•
Access systems and cash registers; data and
communications systems
•
Temporary management and staffing structure
•
Approval of temporary facilities from appropriate
regulatory agencies
•
Communication to customers regarding the temporary
services and planned completion date of the project
(Cross-Reference: 6.6.14; Prin. 11.1; 11.1.3; 11.1.5; 11.2.27; 11.2.42; 11.2.46;
11.2.50; Prin. 11.4; 11.4.1; 11.4.7; 14.3.6; 14.3.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 208
Section 14.2 Capital Budgeting
Principle:
The department has a capital improvement budget that supports the
long-term strategic plan.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.2.1
The department plans new construction, renovation, and
capital equipment purchases within existing capital
expenditure budgets or develops a project budget early in the
planning process to guide the scope of the plans. (CrossReference: 3.2.11; Sec. 14.1; Prin. 14.2; 14.2.2; 14.2.3)
Y
14.2.2
In preparing budgets for capital improvement, senior
departmental management involves the department’s
certified public accountant (where applicable), the
institution’s chief financial officer, and others qualified to
assess the financial options open to the department for
financing capital improvement plans. The budget includes
contingencies for cost escalation resulting from delays in the
project. (Cross-Reference: 3.2.11; Sec. 14.1; Prin. 14.2; 14.2.1; 14.2.3)
This status was changed to Yes. The dining services departments self
assessment rated this practice a Partially Implemented, but that was
as a result of what the team considers to be unclear wording in the
practice.
Y
14.2.3
The department bases cost estimates for capital
improvements on the advice and preliminary bids or cost
estimates provided by qualified architects, engineers,
licensed construction contractors, building suppliers,
manufacturers, and vendors. Contingencies for cost
escalation are a consideration in arriving at realistic cost
estimates. One qualified person coordinates consensus for
the scope of work corresponding to the overall project
budget. The department keeps clear records of the budget
breakdown and design basis. (Cross-Reference: 14.1.6; 14.1.8; 14.3.3;
14.4.2; 15.2.3)
Y
14.2.4
The department considers projected income and length of
debt service in determining payback for capital expenditures.
(Cross-Reference: 5.2.1; 5.2.2; 5.2.7; 5.2.26; 14.2.5)
(This section is continued on the next page.)
Section 14.2 (continued)
Capital Budgeting
Professional Practices in College & University Food Services, Fourth Edition
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Chapter 1. Professionalism
1 - 209
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.2.5
Within the operating budgets of the department, management
budgets setaside or reserve funds for future replacement of
buildings or equipment. (Cross-Reference: 5.2.1; 5.2.2; 12.4.7; 13.1.1)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 210
Section 14.3 Regulatory Impact
Principle:
The department complies with all applicable federal, state, and local
statutes, regulations, and codes when undertaking capital
improvements, including new construction, renovations, and
equipment installation.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.3.1
Departmental management is aware that new construction or
renovation may require compliance with a variety of codes,
laws, and regulations, including:
•
Local zoning ordinances
•
Federal, state, and local building, plumbing,
mechanical, and electrical codes
•
Federal, state, and local fire and life safety codes
•
State and local health and food safety codes
•
Federal, state, or local historic district regulations
•
Environmental Protection Agency regulations
•
Occupational Safety and Health Administration
regulations
•
Americans With Disabilities Act requirements
(Cross-Reference: 1.1.2; 1.1.6; Chap. 9; Prin. 11.1; Sec. 12.1; 14.1.3; 14.1.7;
Prin. 14.3; 14.3.2; 14.3.7; 14.4.4; Prin. 14.5; 15.6.8)
Y
14.3.2
Departmental managers have a good awareness of the
physical characteristics and current uses of existing facilities
that may require alteration to meet current code requirements
when renovating the facilities. (Cross-Reference: 1.1.2; 1.1.6; Prin.
11.1; Sec. 12.1; 14.1.3; 14.1.7; Prin. 14.3; 14.3.7; 14.4.4; Prin. 14.5; 15.6.8)
Y
14.3.3
Departmental managers have a good awareness of the
physical characteristics and current uses of existing facilities
that may require alteration to meet current code requirements
when renovating the facilities. (Cross-Reference: 1.1.2; 1.1.6; Prin.
11.1; Sec. 12.1; 14.1.3; 14.1.7; Prin. 14.3; 14.3.7; 14.4.4; Prin. 14.5; 15.6.8)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 211
Section 14.3 (continued) Regulatory Impact
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.3.4
The department seeks the advice of attorneys, food serviceexperienced architects, consultants, and engineers, as
appropriate, in considering regulatory issues that will apply
when planning new construction or renovation. (CrossReference: 1.1.2; 1.1.6; Prin. 11.1; Sec. 12.1; 14.1.6; 14.1.7; 14.1.8)
Y
14.3.5
The department ensures that all contractors who perform
construction and installation work in conjunction with capital
improvement projects provide proof of current state trade
licenses, Workers’ Compensation Insurance Coverage,
liability insurance coverage, performance bonds, and signed
statements indemnifying the department and the institution
from liability that is the fault of the contractor, as specified
in the contracts. (Cross-Reference: 1.1.6; 12.4.13; 14.5.3; 15.3.4; 15.4.15).
Y
14.3.6
The department retains companies licensed by the federal
Environmental Protection Agency and related state agencies
to remove environmentally hazardous materials (e.g.,
asbestos) or utilizes institutional services that meet the same
standards. (Cross-Reference: 11.2.8; 11.4.2; 14.3.1)
Y
14.3.7
During construction or installation of equipment, the
department and the environmental, health, and safety
department of the institution, if applicable, ensure that each
contractor follows all Occupational Safety and Health
Administration (OSHA) requirements pertaining to the
protection of human safety. (Cross-Reference: 11.1.5; 11.2.8; 11.2.10;
14.1.9)
Y
14.3.8
During construction or installation of equipment, the
department and the general contractor ensure compliance
with all applicable codes. The department does not occupy
new or renovated facilities until all required inspections have
been completed and the department has a fully executed
Certificate of Occupancy or Acceptance (in full compliance
with applicable regulatory codes). (Cross-Reference: 1.1.2; 14.3.6)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 212
Section 14.4 Design
Principle:
The focus of all capital improvement projects is on designing for the
future, based on the best available information and projections
concerning future enrollment, shifts in student housing patterns,
changes in the diversity of the student body, trends in college and
university foodservices, and market research of the off-campus
foodservice trends in the surrounding community.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.4.1
When planning new construction or renovation of existing
facilities, the department uses the best available resources,
including visits to other institutions and peer discussions, to
design facilities and select equipment that will meet the
immediate and future needs of the department. (Cross-Reference:
14.1.6; 14.1.8; 14.2.3; 14.3.3; 14.4.2; 15.2.3)
Y
14.4.2
The design phase of a capital improvement project involves
a team approach that includes selected staff members,
customers, institutional representatives, food service design
consultants, architects, interior designers, and engineers, as
deemed appropriate. (Cross-Reference: 14.1.4; 14.1.5; 14.1.6; 14.1.8;
14.2.3; 14.3.3; 14.4.3; 15.2.3)
Y
14.4.3
The planning team works cooperatively to design new or
renovated facilities that optimize space and flow in
achieving the goals of each work area. (Cross-Reference: 12.2.2;
14.4.2)
Y
14.4.4
Designs for new or renovated air-handling systems comply
with applicable regulatory codes, provide for human
comfort, optimize energy efficiency, and operate quietly
without interfering with work or service. (Cross-Reference: 9.9.13;
11.2.7; 12.2.3; 12.3.4)
Y
14.4.5
Energy conservation is a paramount consideration in
designing new facilities, renovating existing facilities, and
selecting new equipment. (Cross-Reference: 8.2.7; 12.2.7; 15.4.7)
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
1 - 213
Section 14.5 Equipment
Principle:
The department uses current sources of information in planning for
capital equipment purchases, installation, and implementation to
support the mission of the department within applicable federal,
state, and local codes and regulations.
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
PI
14.5.1
The department performs a needs analysis and feasibility
study before making capital expenditure purchases of
equipment (e.g., food production and service equipment,
technology systems, HVAC systems, vehicles, and other
large or costly items) to justify the acquisition as essential to
meet current and future needs. (Cross-Reference: 13.1.1; 13.1.5)
Although cost analysis benefit and return–on– investment analyses
are done, there are no formal needs or feasibility studies undertaken.
Y
14.5.2
The department plans and selects food preparation,
production, display, and refrigeration equipment that is easy
to clean and maintain and has the approval of the National
Sanitation Foundation (NSF), Underwriter’s Laboratories
(UL), American Gas Association (AGA), and equivalent
organizations in other countries. (Cross-Reference: 8.2.4; 12.4.5)
Y
14.5.3
The department ensures that contractors or vendor
representatives who install equipment in conjunction with
capital improvement projects have appropriate state trade
licenses. (Cross-Reference: 1.1.6; 12.4.12; 14.3.4)
Y
14.5.4
When acquiring new equipment, a capital improvement
project team or committee solicits information from trade
shows and various vendors, assists in writing specifications,
reviews bids, and either recommends or selects the new
product. Equipment specifications include manufacturer’s
training support, where appropriate. (Cross-Reference: 3.2.3; 3.2.4;
3.2.5; 14.1.5; 14.1.6; 14.1.7; 14.4.2; 14.4.3)
(This section is continued on the next page.)
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.
Chapter 1. Professionalism
Section 14.5 (continued)
1 - 214
Equipment
Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable. (See p. x.)
Status:
Practices:
(Y, N, PI, E, NA)
Y
14.5.5
Equipment purchased for the department is the right type
and size to accomplish the specified tasks with optimum
efficiency and effectiveness and has the ability to meet
projected needs of the future. Equipment choices allow for a
mix of energy sources, where possible, to minimize
interruptions due to equipment failures, power failures, or
other emergencies. Department has standardized the
equipment across units to the extent practical to increase the
efficiency of operator training, repairs, and spare part
inventories. (Cross-Reference: 8.2.4; 8.2.7; Prin. 12.2; 12.2.2; 12.2.4;
12.2.5; 14.4.3; 14.4.5)
PI
14.5.6
The department plans sufficient time to test new equipment
with close involvement by the supplier. Each manufacturers’
representative meets with operators to test, demonstrate,
adjust, and “fine tune” all new equipment prior to final
acceptance by the institution. (Cross-Reference: 8.2.6; 14.1.8; 14.5.3)
It appears that testing is not always done.
Practice#:
Comments:
Professional Practices in College & University Food Services, Fourth Edition
Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved.