College Catering Services

Background

The Catering service for students and staff was provided by an in-house team in two main service areas: The Refectory and The Bistro. Between them the two areas typically cater daily to around two thousand students and staff, broadly providing the same food offer. The Bistro sometimes stays open later in afternoons and evenings depending on student numbers.

Maintaining these service involved a financial subsidy from the College.

Brief

The College were keen to maintain the service in-house, improve the quality and selection offered, develop the team, and achieve commercial viability.

WLP were commissioned to recommend ways in which these objectives could be achieved.

Method

In order to gain a clear and objective picture of the current position, WLP undertook a period observing and analysing critical factors.

Service demands
Service levels
Quality of food & food choice
Production & service techniques
Marketing & merchandising of the service
Financial accountability
Financial performance
Customer satisfaction

Recommendations

It became clear that if the in-house team were to achieve its commercial and other objectives an ambitious but focused programme was required, of the type and rigour normally applied to a commercial caterer or bought-in facility. However, sensitive to the desire of the College to maintain its team and culture, we recommended that the in-house team be given every opportunity to implement our recommendations to achieve these targets, with success or failure measured over the course of the first term of the academic year. In the event of failure to meet agreed KPIs, the catering contract would be put out to tender for the beginning of the next academic year.

Our action plan established clear and attainable goals

Commercial

Sales targets
Gross Profit targets
Cost to Income targets

Staff were given training in a ‘selling’ approach. Negotiations were undertaken with suppliers to ensure best deals. A clear administration and accounting package was initiated to provide accurate reporting and cost controls.

Quality

Reset menus
Establish distinctive food offers for two sales areas to avoid repetitive boredom.
Reinforce staff motivation and satisfaction via communication, training & development.
Rewards for achievement of targets

Marketing

Rebranding of the two sales areas with signage etc
Programme of competitions & special events
Leafleting & other promotions for the above

Visits to successful venues elsewhere were arranged for key members of the catering team to demonstrate the above points in action.
A process was initiated to communicate, measure and monitor on-going performance in all aspects, and ensure that the catering team was fully involved and participating.