A quick picture of your dining program

• Tell me about your current dining setup, including site locations, meal periods covered, and approximate daily covers per site.
• On average, how many meals do you serve per day across the entire program? Options: Under 200, 200–499, 500–999, 1,000–2,499, 2,500+
• Point to the meal services you operate today, and mark those you consider mission-critical. Options: Breakfast, Grab-and-go/snack stations, Lunch, Dinner, Catering/events, Patient meals (healthcare), Retail/coffee
• Walk me through a typical weekday lunch service from prep to cleanup—who starts, peak service window, and how clean-up is managed.
• When was your most recent health inspection or internal food safety audit, and did it identify any repeat findings? Options: Within 30 days, 30–90 days, 3–6 months, 6–12 months, Over a year, No inspection/audit on record
• Do you use a predefined menu rotation such as a four-week cycle, and how often do you refresh recipes? Options: Four-week cycle, Two-week cycle, Ad hoc weekly menus, Seasonal menus only, No formal rotation

Where daily strain shows up

• Which single recurring problem—staffing gaps, food cost spikes, or safety citations—has most often pushed you to consider an external operator? Options: Staffing gaps/turnover, Rising food cost, Safety or compliance citations, Menu fatigue/customer complaints, Procurement/contract issues
• How often do you have unfilled kitchen shifts in a typical month? Options: None, 1–5 shifts, 6–15 shifts, 16–30 shifts, 30+ shifts
• When a critical shift goes unfilled, describe the workaround your team uses and the operational impact.
• Name the menu items or stations that most frequently generate customer complaints or inconsistent quality.
• Who hears complaints first when service falters, and how quickly do those complaints escalate to leadership? Options: Front-line manager, Facilities director, HR, Clinical leader, Anonymous satisfaction survey
• Estimate the weekly hours senior leaders spend handling dining problems, such as staffing calls, vendor disputes, or safety follow-ups. Options: Under 2 hours, 2–5 hours, 6–10 hours, 11–20 hours, 20+ hours

When compliance becomes a tipping point

• If a new health inspection citation appeared tomorrow, what immediate operational or governance consequences would it trigger for the dining program?
• List any unresolved citations or findings from the last 24 months and the status of corrective actions.
• Describe your current food safety recordkeeping: who owns HACCP logs, temperature records, and training files? Options: Facilities team, Dining operations team, Shared responsibility, External consultant, Not consistently recorded
• Are there pieces of equipment or infrastructure that have caused past inspection failures or near-misses? Options: Refrigeration issues, Ventilation/exhaust, Plumbing/drainage, Cold holding/cooking equipment, None known
• Which corrective action could not realistically be completed within 30 days if an external operator took over? Options: Major equipment replacement, Structural repairs, New permits/licenses, Staff retraining, None
• Is any outstanding violation a legal or licensing barrier to an outside operator assuming control of the kitchen? Options: Yes, prevents transition, Yes, but resolvable within 60 days, No blocking violations, Unsure

What the numbers hide about your costs and upside

• Which cost line—labor, food, or waste—has increased most over the last 12 months and by approximately what percentage? Options: Labor 0–5% / 6–15% / 16%+, Food 0–5% / 6–15% / 16%+, Waste 0–5% / 6–15% / 16%+, Other
• Provide your current best estimate for food cost percentage, or say if it is not tracked. Options: Under 30%, 30–34%, 35–39%, 40–45%, Over 45%, Not tracked
• How much do you spend monthly on kitchen payroll and benefits (ballpark)? Options: Under $10k, $10k–$25k, $25k–$50k, $50k–$100k, Over $100k, Unknown
• Which procurement terms or supplier contracts lock you into pricing or minimums that limit quick cost improvement? Options: Fixed-term supplier contracts, Local produce contracts, Distributor minimums, No restrictive contracts, Unsure
• If a provider projected a 7–12% reduction in food cost percentage, how would that influence your willingness to proceed within the next quarter? Options: Ready to proceed immediately, Would need further validation, Not sufficient to change decision, Unsure
• What per-meal cost savings number would make you prepared to sign within 30 days?

Who's accountable and how decisions actually happen

• Who signs off on dining policy changes, budgets, and vendor contracts in your organization today?
• Which stakeholders must be consulted before any staffing retention decision is made (select all that apply)? Options: Facilities director, HR, Finance, Clinical leadership, Labor representative/union, Operations manager
• Rank the groups most likely to oppose outsourcing from most to least, selecting up to three that would push back. Options: Employees/union, Senior leadership, Finance, Clinical leadership, Procurement, No opposition expected
• How do you collect and act on satisfaction feedback today, and how frequently are results reviewed? Options: Monthly surveys and quarterly reviews, Ad hoc comment cards, Real-time digital feedback, No formal process
• If your leadership required retaining more than 50% of current kitchen staff, would that constraint materially change the financial model the seller could deliver? Options: Yes, would prevent target savings, Yes, would reduce savings but still viable, No, model can accommodate retention, Unsure
• Who must sign the final commercial agreement for a contract over three years? Options: Facilities director, CFO/Finance, General counsel, CEO/President, Procurement

The other paths you're weighing

• Which alternatives are you actively evaluating right now: staying self-operated, a different provider, a hybrid model, or staffing agencies? Options: Continue self-operation, Alternative external provider, Hybrid (shared management), Short-term staffing agency, Other
• How many external providers or reference sites have you visited or reviewed so far? Options: None, 1, 2–3, 4–6, 7+
• What would have to be true about your current self-operation for you to keep it rather than switch (examples: bake-in savings, resolved citations, predictable staffing)?
• Has anyone internally proposed solving these problems without an outside partner, for example by hiring a director or changing procurement? Options: Yes, a formal plan exists, Yes, informal proposals only, No internal proposal, Unsure
• Which alternative would you choose today if it could match an external operator on safety and food cost in the first 90 days? Options: Keep self-operation, Choose external provider, Adopt hybrid model, Undecided

Can the site clear the practical gates for transition

• Which single physical or contractual constraint at your site would stop a transition from starting on schedule?
• Which major kitchen assets are owned by you versus leased or third-party controlled? Options: All owned, Partial (list below), Mostly leased, Third-party kitchen partner
• Who controls building and kitchen access hours, and are there after-hours restrictions that would limit vendor work? Options: Facilities/building management, Security, Site leadership, No restrictions
• Which permits, licenses, or third-party approvals must be transferred or reissued for a new operator to legally serve on site? Options: Food service license, Health department permit, Fire/safety permits, Vendor badges/access, None/unknown
• Which internal systems will require integration or data exchange during transition (select all that apply)? Options: Payroll/timekeeping, Procurement/P2P, HR/employee records, Point of sale, Satisfaction survey platform, No integrations required
• If the seller needs API access to your timekeeping system to retain payroll continuity, can your IT team enable that within 30 days? Options: Yes, Yes with limited scope, No, Unsure

What success looks like and the path to a decision

• If a pilot achieved your target food cost percentage and satisfaction score, what internal approval would be required to move to a multi-year agreement?
• What numeric target for satisfaction (e.g., survey score or pass rate) would make you comfortable continuing with a managed program? Options: 75% favorable, 80% favorable, 85% favorable, 90%+ favorable, Depends on other KPIs
• Which financial KPI is non-negotiable for you: food cost percentage, labor cost per meal, or total operating expense? Options: Food cost percentage, Labor cost per meal, Total operating expense, Satisfaction score trumps financials
• When would you want a contract to start relative to final approval: immediately, in 30 days, in 60–90 days, or later? Options: Immediately, Within 30 days, 30–60 days, 60–90 days, Later than 90 days
• Who must sign the commercial terms and who must approve legal language before a contract is executed?
• If a seller can meet your top two requirements on safety and cost, would you be prepared to set a contract start date within 60 days? Options: Yes, Maybe with conditions, No

• Program Walkthrough — Lower Cost, Stable Staffing, Better Satisfaction

• Confirm the current state and its cost to your team
• You confirm the demonstrated menu and procurement approach reduces projected food cost against your provided baseline.
• Run the sample per-meal cost model using the buyer's provided three-month food cost ledger and deliver the updated projection within three business days.
• You confirm the staffing model addresses your retention and scheduling gaps and accept the proposed retention interview pathway.
• Show sample four-week menu approach tied to your menu preferences
• Provide the latest three months of food cost detail, headcount by shift, and the most recent satisfaction survey results before the cost run.
• Demonstrate the staffing model and retention options
• Draft the proposed retained-staff interview list and share it for buyer confirmation prior to transition planning.
• You agree on the evidence still required before drafting the Program Scope and a next meeting date for the commercial review.
• Run the financial proof using your provided baseline
• Confirm a follow-up session for Program Scope with dates and required attendees once the cost model is reviewed.
• Confirm operational tradeoffs and governance
• Validate this maps to what you described needing
• Agree evidence and next confirmations needed to move to Program Scope

• Program Walkthrough, Seller-Led Solution Experience
• Program Walkthrough Deck
• Solution Brief — Program Walkthrough

• meeting
• slides
• document

• Operate Daily Cafeteria Food Service
• Run Grab-and-Go and Retail Stations
• Execute Four-Week Menu Cycle
• Prepare Therapeutic and Allergen-Safe Meals
• Recruit, Retain, and Employ Kitchen Staff
• Manage Staff Payroll and HR Administration
• Procure Food and Nonfood Supplies
• Negotiate and Administer Supplier Contracts
• Maintain Food Safety and HACCP Procedures
• Perform Kitchen Sanitation and Health-Code Compliance
• Manage Food Waste, Composting, and Recycling
• Repair and Maintain Kitchen Equipment

Operate Daily Cafeteria Food Service

• Describe the typical daily meal periods, average covers per period, and your peak service hour in the cafeteria.
• List current service lines (e.g., hot line, salad bar, made-to-order) and approximate headcount served by each.
• Provide your current per-meal food cost percentage and the accounting document that supports it (monthly P&L line or cost center report).
• Which days and meal periods require on-site production versus reheating from off-site or central kitchen? Options: All days produce on-site, Weekdays only produce on-site, Hybrid: select meals produce on-site, All meals reheated from central production
• How many staff are scheduled per shift and how many full-time equivalents (FTEs) does that represent? Options: Less than 5 FTEs, 5-10 FTEs, 11-25 FTEs, More than 25 FTEs
• Who is the operational decision contact for the cafeteria and which existing SOP or facilities doc defines their authority?

Run Grab-and-Go and Retail Stations

• Do you operate grab-and-go retail with POS terminals, employee discounts, or vending today? Options: Yes, POS and discounts, Yes, POS only, Vending only, No retail today
• By when do you expect grab-and-go offerings to be refreshed during the day (example times)? Options: Every 2 hours, Mid-morning and mid-afternoon, Twice daily (AM/PM), On-demand
• Estimate the percentage of daily meals purchased at grab-and-go versus full-service lines. Options: Less than 10%, 10-25%, 26-50%, More than 50%
• Confirm any cold-chain receiving window or refrigeration temperature monitoring requirements for retail items (e.g., ≤41°F on receipt, cloud loggers). Options: Yes, cloud loggers required, Yes, manual logbooks acceptable, No special requirements documented
• Identify required POS features for retail (nutritional labeling, allergen flags, employee discounting, contactless payment). Options: Nutritional labeling, Allergen flags, Employee discounts, Contactless payment, Loyalty program
• Indicate required packaging or labeling artifacts for grab-and-go (calories per serving, allergen icons, use-by time format).

Execute Four-Week Menu Cycle

• Specify the number of themed weeks or cuisine rotations and allowable substitution rules within a four-week cycle. Options: Standard 4-week rotation, 4-week with seasonal swaps, Custom frequency (describe)
• Outline how seasonal produce shortages should trigger menu swaps and who approves the swap (role and document).
• Select which menu development artifacts you require: standardized recipes with portion weights, ingredient yields, and costed menu matrix. Options: Standardized recipes with weights, Yield and EP/AS Purchased costs, Costed menu matrix by line, All of the above
• Name the dietary accommodations that must be included in the cycle (examples: low-sodium renal, pureed, gluten-free). Options: Low-sodium/renal, Pureed/texture-modified, Gluten-free, Vegetarian/vegan, Diabetic-friendly
• State the maximum allowable repetition of identical menu items across the four weeks (e.g., no repeat within 2 weeks). Options: No repeat within 1 week, No repeat within 2 weeks, No repeat within 4 weeks, Repeats allowed as needed
• Share the current recipe database format or a sample recipe that must be imported for cost modeling (spreadsheet, PDF, recipe management system). Options: Spreadsheet (CSV/XLSX), PDF recipes, Recipe management system export, No current database

Prepare Therapeutic and Allergen-Safe Meals

• Report counts of patrons requiring therapeutic diets and the most common diet types (renal, cardiac, diabetic, texture-modified).
• Supply existing therapeutic diet protocols, nutrition care plans, or dietitian-approved menus you currently use. Options: Available and will share, Available but not up-to-date, None available
• Detail cross-contact prevention workflows in the kitchen (separate prep zones, color-coded utensils) and any equipment gaps that impact allergen control.
• Summarize the allergy alerting process used at point-of-service and which artifact is shown to the guest (menu icons, ticketing, digital display). Options: Menu icons, Guest allergy ticket, Digital allergen pop-up, Staff verbal confirmation
• Flag any accreditation or regulatory nutrition standards to meet (for example hospital dietitian sign-off, CMS guidance) and attach the cited standard if applicable. Options: Dietitian sign-off required, CMS/ACOE standards apply, No special accreditation
• Note the maximum allowed tray assembly-to-service window for therapeutic meals to preserve required temperature and texture. Options: Less than 30 minutes, 30-60 minutes, More than 60 minutes

Recruit, Retain, and Employ Kitchen Staff

• Clarify retention preferences: which roles must be offered retention interviews and which roles are open to replacement? Options: Offer retention to all roles, Offer to skilled roles only (chefs/leads), No retention required
• Quantify current vacancy rates by role (line cook, lead cook, manager, steward) and desired fill timelines. Options: Vacancy <10%, 10-20%, 20-40%, More than 40%
• Explain required background checks or certifications for hires (ServSafe, state food handler card, drug screen) and frequency for renewals. Options: ServSafe required, State food handler required, Drug screen required, Other (describe)
• Rank retention incentives you are willing to include (paid training, shift differentials, retention bonus) in order of priority. Options: Paid training, Shift differentials, Retention bonus, Career-pathing
• Assign the HR owner for onboarding retained staff and indicate preferred payroll integration timelines (days-to-onboard). Options: Same-day onboarding, 3-5 business days, 1-2 weeks
• Which scheduling patterns should the staffing model support (fixed shifts, rotating shifts, 4-on/3-off)? Options: Fixed shifts, Rotating shifts, 4-on/3-off, Flexible on-call

Manage Staff Payroll and HR Administration

• Which payroll cycles and pay vendors are in use today (weekly, biweekly, direct deposit) and is integration required? Options: Weekly payroll, Biweekly payroll, Monthly payroll, Integration required
• Are there collective bargaining agreements, union rules, or local labor ordinances that affect scheduling and overtime? Options: Union contract present, Local ordinances apply, No union or special ordinances
• When do you require final payroll cut-off details for retained staff during transition (relative to go-live)? Options: 2 weeks before go-live, 1 week before go-live, At go-live
• Will you require we handle employee benefits administration such as health insurance enrollment or will you continue to manage benefits? Options: We manage benefits, You manage benefits, Shared responsibilities
• Do current timekeeping systems capture labor hours to per-station or per-meal granularity? Options: Per-station/task level, Per-shift only, Not tracked
• Provide current HR manuals, job descriptions, and disciplinary policies that we must incorporate into the onboarding process.

Procure Food and Nonfood Supplies

• Describe your current receiving windows for perishable deliveries and any dock scheduling constraints. Options: AM only, AM and PM windows, Flexible dock access, Restricted by appointment
• List top recurring SKUs by spend for food and nonfood that must be prioritized during supplier transition. Options: Top 10 SKUs will be provided, Top 20 SKUs required, No SKU list available
• Provide required fill-rate SLAs for critical proteins and daypart-specific items (example: breakfast eggs) and acceptable backorder tolerances. Options: 95% fill-rate, 90% fill-rate, Custom SLA to define
• Which storage capacity constraints exist (walk-in size in cubic feet, freezer capacity) that affect order minimums? Options: Limited cold storage, Adequate cold storage, Excess capacity
• How many suppliers do you currently use for mainline proteins, produce, and disposables? Options: 1-3 suppliers, 4-6 suppliers, More than 6 suppliers
• Who currently handles receiving inspections and custody of temperature logs at the dock?

Negotiate and Administer Supplier Contracts

• Do you require supplier contract templates with specific payment terms, lead times, and price adjustment clauses? Options: Yes, templates required, No, flexible terms acceptable, Need to review existing templates
• By when must supplier contracts be executed relative to the transition go-live date? Options: At least 30 days before go-live, 2 weeks before go-live, On go-live
• Estimate the percentage of spend you expect to place on master contracts versus local market purchases. Options: All master contracts, Majority master contracts, Mixed approach
• Confirm required vendor onboarding documents (insurance certificates, W-9, HACCP certifications) that must be collected before supplier onboarding. Options: Insurance and W-9 required, HACCP certification required where applicable, Other documents (describe)
• Identify incumbent supplier exclusivities or minimum purchase commitments that will affect renegotiation.
• Indicate preferred invoice routing and three-way PO matching rules for supplier payments. Options: PO required and three-way match, Invoice approved without PO, Hybrid model

Maintain Food Safety and HACCP Procedures

• Specify whether a current HACCP plan exists and attach the critical control point logs we must inherit. Options: HACCP plan available, HACCP plan needs development, No HACCP plan
• Outline the critical control point temperature thresholds, sampling frequency, and which corrective action forms are used.
• Select the temperature and monitoring hardware you expect to use (data-loggers, cloud thermometers, paper logs) and any integration endpoints. Options: Cloud data-loggers, Local data-loggers, Manual paper logs
• Name the food safety training records and frequency (for example ServSafe annual) we must verify for retained and new staff. Options: ServSafe annual, In-house training records, No formal records
• State the acceptance criteria that will confirm successful implementation of the HACCP plan at go-live (for example zero critical violations on initial audit, temperature log compliance ≥95%).
• Share the supplier approval checklist and any lab testing routines required for high-risk items (shellfish, ready-to-eat proteins).

Perform Kitchen Sanitation and Health-Code Compliance

• Report current sanitation schedules, cleaning agents, and frequencies for hood, floor, and equipment cleaning. Options: Daily/weekly/monthly schedule provided, Ad-hoc cleaning only, Formal schedule not documented
• Supply the most recent health department inspection report and list any open violations that require remediation before transition. Options: Report available and will share, No recent inspection on file, Violations open
• Detail inspection handoff documents required and list the local health department permit numbers that must be transferred or reissued.
• Summarize grease trap maintenance and vendor service contracts and who holds service receipts. Options: Service contract in place, Pay-per-service, No contract
• Flag equipment condition items that impact sanitation (for example broken walk-in seals or cracked floor tiles) and indicate approved repair thresholds.
• What evidence will validate health-code compliance at go-live (for example signed inspection, corrected violation receipts, temperature logs)?

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Pricing & Payment Schedule
• Performance Addendum (KPIs)
• Transition Services Agreement
• Retained Staff Transition Agreement
• Governance & Reporting Schedule
• Health & Safety and Regulatory Addendum
• Equipment & Asset Condition Schedule
• Supplier Assignment & Procurement Responsibility
• Service Level Agreement (SLA) for Operations
• Termination and Renewal Agreement

• Go-live Health Check (weeks 1-4)
• First Measurement Review (weeks 4-10)
• Acceptance Gate — 90-Day Outcomes Review
• Quarterly Operational Review

• Publish the quarterly KPI pack and the next quarter action plan within three business days after the meeting.
• Implement agreed menu cost adjustments or procurement changes with target completion date.
• Initiate targeted staff training or interviews to address service and menu execution gaps.
• Prepare the acceptance packet with 30/60/90 day KPI exports and supporting documentation for the acceptance gate meeting.
• Restate acceptance criteria and numeric targets
• Produce and record a formal acceptance decision against each acceptance criterion from Program Scope, with pass/fail status and evidence.
• Confirm the incumbent operation is decommissioned or an agreed remediation plan is in place to complete wind-down without dual-run risk.
• Publish the acceptance decision record, including pass/fail status for each criterion and the evidence bundle.
• If any criterion failed or is conditional, issue a remediation plan with tasks, owners, and completion dates.
• Execute the incumbent decommissioning steps or archive/migration tasks and confirm completion to close the wind-down checkpoint.
• Quarterly KPI trends
• Confirm whether guest satisfaction score and food cost percentage remain on track to targets recorded in the Program Scope stage, and identify required corrective actions.
• Agree a prioritized backlog of enhancements and close or reassign persistent operational issues.
• Update the enhancement request backlog with priorities, estimated effort, and target delivery quarters.
• Open supplier performance corrective actions or renegotiation tasks where procurement variances threaten food cost targets.
• Reconfirm success criteria and owners
• Confirm the operation is live and identify any critical gaps that must be resolved before KPI measurement begins.
• Document owners and target dates for all open high-priority remediation items.
• Publish the go-live issue tracker with owners and remediation dates for all open items.
• Schedule and complete any immediate equipment repairs or license follow-ups identified in the validation step.
• Collect and circulate the first two weeks of meal counts, retained-staff interview notes, and buyer feedback for the first measurement meeting.
• Present first-window KPI data
• Determine whether guest satisfaction score and food cost percentage are trending toward the targets recorded in the Program Scope stage, and document any divergence.
• Agree a prioritized set of corrective actions with owners and definitive dates to drive the KPIs toward target before the acceptance gate.
• Deployment and operational validation
• Health inspection outcomes and compliance review
• Diagnose root causes for any KPI gaps
• Present final 90-day outcome data
• Open issue and enhancement backlog
• Early adoption signals and usage patterns
• Document pass or fail per criterion
• Operational contributors review
• Agree corrective actions and timeline to acceptance gate
• Open issues and blockers
• Supplier and cost-variance review
• Incumbent wind-down confirmation
• Formal acceptance decision and signatory
• Immediate remediation actions
• Quarter action plan and next steps