Professional Practices Visitation University of Montana

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 48864­3680  USA Phone (517) 332­2494  •  Fax (517) 332­8144  •  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: Ensure that UDS is performing in accordance with professional standards Gather information to help the department grow strategically Provide best practices education for the staff Use organized peer review as a great assessment tool Focus on departmental weaknesses to prioritize change and allocation of resources 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 Professionalism Organization Planning Marketing Operational Controls Human Resources Menu Management Purchasing/Receiving/Storage 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: A better recruitment, orientation and training process should be developed for all staff 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 2008-2013 Strategic Plans and in Unit Operational Plans as appropriate Chapter 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 Executive Summary Chapter Organization 2.1 Vision/Mission 2.2 Structure 2.3 Policies and Procedures Planning 3.1 Situation Analysis 3.2 Long Term Planning 3.3 Short Term Planning 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 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 Professionalism 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 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 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 Professionalism Section 13.2 (continued) - 175 Selection of Technology Systems Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Y Practices: 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 Professionalism - 176 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: (Y, N, PI, E, NA) Practices: PI The strategic plan of the department addresses the future information technology needs of the department (Cross13.3.1 Reference: 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 Y 13.3.2 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) Y 13.3.3 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) Y 13.3.4 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) PI Future technological needs of the department are included in the strategic plan of the department (Cross-Reference: 13.3.5 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 Professionalism - 177 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: (Y, N, PI, E, NA) Practices: PI 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 13.4.1 (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 Professionalism Section 13.4 (continued) - 178 Maintenance of Technology Systems Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Practices: 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 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 13.4.10 Y 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: 13.4.11 12.4.27) The dining services information technology manager has access to an electronic maintenance log which includes all service PI 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: 13.4.12 Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism - 179 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: (Y, N, PI, E, NA) Y Practices: 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 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 13.5.2 Y Y 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) 13.5.3 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 Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Section 13.5 (continued) - 180 Security of Technology Systems Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Practices: PI Staff members keep personal access codes confidential and not share access codes with other staff members; system administrators, technicians, and supervisors respect the confidentiality of personal access codes and not ask staff member to reveal their codes 13.5.6 (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: (Y, N, PI, E, NA) PI Practices: 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 Professionalism N - 181 14.1.2 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.) Section 14.1 (continued) Capital Improvement Planning Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) PI Practices: 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) Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Y 14.1.7 When PI 14.1.8 The - 182 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 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.) Section 14.1 (continued) Capital Improvement Planning Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Practices: Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Y 14.1.10 - 183 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: 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: (Y, N, PI, E, NA) Y Practices: 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) Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Y - 184 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 Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Y Practices: 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 Professionalism - 185 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: (Y, N, PI, E, NA) Y Practices: 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.) Section 14.3 (continued) Regulatory Impact Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Practices: Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Y - 186 14.3.4 The department seeks the advice of attorneys, food service-experienced 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: Section 14.4 Design Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Principle: - 187 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: (Y, N, PI, E, NA) Practices: 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: Section 14.5 Equipment Professional Practices in College & University Food Services, Fourth Edition Copyright © 2006 The National Association of College & University Food Services, All Rights Reserved Chapter Professionalism Principle: - 188 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: (Y, N, PI, E, NA) Practices: 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 Professionalism Section 14.5 (continued) - 189 Equipment Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.) Status: (Y, N, PI, E, NA) Y Practices: 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 ... Association of College & University Food Services, All Rights Reserved Chapter Professionalism - 11 The Professional Practices Visitation Report Throughout the Professional Practices Visitation. . .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... Association of College & University Food Services, All Rights Reserved Chapter Professionalism 1-9 Preface Creating Professional Practices in College and University Food Services has been the largest professional